When the external & internal messaging are different .

Working in an inauthentic organisation, where the external messaging to customers doesn’t align with the internal reality, can feel deeply frustrating and demoralising. Outwardly, the company might position itself as caring, customer-centric, and values-driven, promoting a narrative of putting people first and making a positive impact. However, inside, employees quickly realise that the actual metrics of success revolve around money, efficiency, and short-term gains. Despite the polished public image, the real internal pressure is to maximise profits at all costs, leaving little room for the values the company claims to uphold.

Leaders in such organisations often perpetuate the disconnect between public messaging and internal behaviour. They may give speeches about the importance of values like integrity, innovation, and customer satisfaction, but their actions tell a different story. Decisions are based on what will boost the bottom line, not on creating a better experience for customers or improving employee well-being. Leaders prioritise hitting financial targets and reward behaviours that drive profits, even if those behaviours undermine the ideals the company markets to the outside world. This creates a culture of hypocrisy, where employees know the company’s true priorities, regardless of the outward narrative.

Employees in this environment are expected to follow the company's external messaging when dealing with customers, even though they know it doesn’t reflect the internal reality. They are required to present a front of care and service, while internally being measured by sales numbers, cost-cutting, and other financially driven metrics. The pressure to focus on profits over people creates a sense of disconnect between employees’ daily tasks and the company’s supposed values. Many may feel forced into roles that require them to compromise their own integrity or engage in practices that feel dishonest, knowing that their success in the organisation depends on prioritising money over authenticity.

This misalignment between what the organisation claims to be and how it actually operates fosters feelings of disillusionment and burnout among employees. The gap between the company’s marketing and its internal culture makes it difficult for people to find meaning or purpose in their work. Over time, employees may become cynical, recognising that the values they were drawn to when they joined are little more than a marketing tool. As the focus on financial results tightens, the disconnect becomes harder to ignore, driving away those who value authenticity and leaving behind a workforce that has either learned to accept the falsehoods or prioritise profit over principles.