Imagine walking into work and suddenly forgetting everything about your personal life—no memories of family, friends, or even what you love doing outside the office. Now, imagine leaving work and having no recollection of what you actually did all day. That’s the basic premise of Severance, the Apple TV+ show where employees at Lumon Industries undergo a procedure that completely separates their work selves (“innies”) from their outside selves (“outies”).
While Severance takes this idea to a dystopian extreme that keeps fans speculating and hypothesizing long after each episode airs, it taps into something very real: Companies often expect employees to separate their personal and professional lives as if they’re two completely different identities.
At first, this setup might sound like a dream for companies: fully focused workers, never distracted by personal problems and completely devoted to their jobs. But as the show has illustrated, there’s a dark side to treating employees as nothing more than their job titles.
The dangers of treating employees as two separate entities
Without personal context, the “innies” become trapped in an endless cycle of work with no sense of purpose beyond their tasks. And without understanding their own work experiences, the “outies” make decisions that impact a version of themselves they don't even know. The psychological and emotional toll of this forced separation is evident throughout the show—confusion, frustration, and a deep sense of emptiness.
Of course, no real-world company is implanting chips in employees' brains to separate their identities, but many do operate under the assumption that workers can (and should) keep their personal and professional selves completely separate—an expectation that is unrealistic.
“Even for the most committed employee, this is impossible to achieve, and can be harmful to try to force,” says Magdalena Nowicka Mook, CEO of the International Coaching Federation.
Separation can affect mental health and productivity
In the real world, employees already feel they’re being forced to hide some part of their whole selves while at work. Thirty percent of workers surveyed by the American Psychological Association’s (APA) 2023 Work in America said they feel their workplace doesn’t support them because of an aspect of their identity (race/ethnicity, gender, sexual orientation, ability status, age, etc.).
When companies fail to recognize employees as whole people, the consequences are clear:
- Disengagement: Employees who feel like they can’t bring their full selves to work may disengage, feeling like just another cog in the machine rather than a valued contributor. (Spoiler alert: We barely see the Severance innies working in season two—that can’t be a coincidence.)
- Stress: When personal challenges are ignored or dismissed, stress builds up, leading to exhaustion and emotional strain. According to the same APA survey, of those people who were unsatisfied with their level of work-life balance, 62% said that their work environment had a negative impact on their mental health.
- Lack of creativity: Suppressing individuality and emotional expression stifles innovation, problem-solving, and motivation.
By forcing a separation between personal and professional identities, companies don’t just harm employees—they ultimately undermine their own success. Instead of trying to compartmentalize workers, organizations should foster environments where people feel valued for who they are, both inside and outside of the office.
Why treating employees as “whole people” matters
Work and life aren’t separate silos. Employees don’t leave their personal struggles, passions, or identities behind when they clock in—they bring their full selves to the workplace, whether companies acknowledge it or not. When organizations treat employees as whole people, they improve individual well-being and build stronger, more engaged, and resilient teams.
According to Mook, companies lose something essential when they try to force a separation between employees' personal and professional identities. “We lose that richness and dynamism, and context of lessons learned that empower that person to do their best work,” she says. “In coaching, we champion authenticity, and the idea that we all are better off—including an organization’s bottom line—when we bring our full selves to work.”
Viewing employees holistically has a profound impact on both individuals and organizations:
- Improved mental health: When employees feel seen and supported, they’re better equipped to handle challenges and stress.
- Reduced turnover: Employees who feel valued for more than just their output are more likely to stay with a company, reducing turnover and strengthening workplace culture.
- Enhanced creativity and innovation: A culture that acknowledges employees’ full identities fosters trust, collaboration, and psychological safety, where people feel comfortable sharing ideas and taking risks.
Organizations that lead with empathy and understanding don’t just create better work environments—they build teams that are more innovative, motivated, and committed. According to a Gallup survey, being recognized and treated with respect—two important aspects of the holistic approach—are actions that can help avoid employee turnover.
When employees feel like they don’t have to hide who they are, they can fully engage in their work, leading to better outcomes for both individuals and the company as a whole.
How to create a workplace where employees can be whole
The best leaders understand that employees aren’t just workers—they’re people with complex lives, experiences, and emotions that impact how they show up at work. Creating an environment where employees feel valued for their whole selves doesn’t just improve well-being; it strengthens workplace culture, boosts engagement, and increases retention.
Unlike the Eagans or Lumon managers Cobel and Milchick in Severance, effective leaders foster workplaces where employees feel supported and empowered—starting with how they lead themselves. “A leader must create space for people to show up as their full selves,” Mook says.
So, how can leaders create a workplace that allows employees to thrive in both their personal and professional lives?
Encourage open conversations about work-life balance and mental health
Employees expect benefits that consider their overall well-being—92% of workers in the APA study said that psychological well-being is a top priority.
Leaders can meet this need by fostering open conversations about work-life balance, reducing stigma around mental health, and making sure employees feel comfortable discussing their needs without fear of judgment.
Provide flexibility and autonomy
Mook also recommends giving employees control over their schedules, workloads, and benefits, which helps them maintain a healthier work-life balance.
Whether it’s flexible hours, remote work options, or walking meetings, companies that offer meaningful workplace flexibility empower employees to manage their personal and professional responsibilities in a way that really works for them. You’d be surprised at how productive and engaged employees can be when they can better organize their routines.
Prioritize emotional intelligence and empathy in leadership
The best leaders lead with curiosity and active listening. Mook highlights the importance of a “coach approach,” where leaders ask open-ended questions, truly listen, and create an environment that doesn’t just assume things but, instead, welcomes feedback.
When employees feel heard, organizations can develop workplace programs that, as the CEO says, “understand the needs of their employees as whole people,” genuinely supporting their well-being—rather than implementing one-size-fits-all solutions that miss the mark.
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Lead by example
Workplace culture is shaped by leadership. “If a leader takes a lunch break consistently every day, their team will likely feel more comfortable to do so themselves,” Mook says. “However, if the leader skips lunch, teams will feel pressured to work through lunch, too.” By modeling healthy work habits, leaders cultivate an environment where balance is the norm—not the exception.
At the end of the day, employees can only show up to work as their best selves when they have the support to maintain a high quality of life. “If companies care about talent recruitment and retention, as well as productivity, engagement, and morale, it is critical to find meaningful ways to support employees in balancing work and personal lives simultaneously,” Mook says.
Challenges in implementing holistic work environments
Creating a workplace that prioritizes employee well-being is a worthwhile goal, but many organizations struggle with shifting away from traditional workplace structures, allocating resources for wellness initiatives, and ensuring benefits meet the diverse needs of their workforce.
Pushback against new initiatives
One of the biggest barriers is resistance to change, especially in organizations with long-standing workplace norms. Leaders and employees alike may be hesitant to embrace new policies that emphasize flexibility, mental health, and personal well-being.
The key to overcoming this resistance is starting small—pilot programs, such as flexible work hours or well-being check-ins, can demonstrate tangible benefits and build momentum for broader cultural shifts.
Lack of budget
Another common challenge is limited resources and budgets for wellness programs. While some organizations may assume that creating a supportive work environment requires expensive initiatives, meaningful changes don’t have to come with a hefty price tag.
Training leaders in empathy and authenticity, encouraging open dialogue, and promoting a culture where employees feel comfortable taking breaks and setting boundaries can be low-cost but high-impact strategies.
One-size-fits-all mentality
Employees have different needs based on factors like family responsibilities, health conditions, and financial circumstances. A one-size-fits-all approach to benefit programs won’t work, but actively seeking employee input through surveys, feedback sessions, and open conversations can help organizations tailor their offerings to better support their workforce.
“We’re far past the days when companies can think of employees as ‘innies’ during work hours and ‘outies’ in off-hours,” Mook says. “Today’s work environment demands more flexible and holistic thinking for all, and organizations must embrace that each employee is a full person, and that comes with both strengths and needs.”
Not innie or outtie, just you
Severance presents an exaggerated reality of what happens when employees are stripped of their personal identities at work. But in the real world, the separation between work and life isn’t so clean—and it shouldn’t be. People bring their experiences, emotions, and whole selves to their jobs, whether employers acknowledge it or not.
Organizations that embrace this reality by fostering a workplace culture that values well-being, flexibility, and authenticity create happier employees and stronger, more resilient businesses. When leaders invest in their people as whole individuals, they cultivate trust, loyalty, and long-term success.
The choice is clear (and a severed self isn’t one of them): Businesses can either cling to outdated models that treat employees as robots, or they can adapt, evolve, and build workplaces where both people and organizations thrive.