Decoding "Self-Presentation" from an HR Perspective: From Job Interviews to Leadership Development—Reflections on Masashi Kawakami's Insights
Strategic self-projection: "How to present yourself"
In our daily work and lives, we are unconsciously aware of "how we are perceived by others." The theme of the lecture I listened to this time is "self-presentation." This is a psychological term, also translated as self-disclosure, defined as "the act of consciously attempting to manipulate impressions by being aware of how one is seen by others." Rather than mere acting, it can be called "self-projection" to create a specific impression on others in situations where we are being observed.
A clear example given was the "delinquent phase" of junior high school students. Suddenly changing one's clothes, hairstyle, and using rough language is not just fashion, but a powerful form of self-presentation to send a message to those around them: "I will not follow school rules" or "I am a person who rebels." This continues in different forms even after becoming an adult and entering the workforce. Depending on the person and the situation, we strategically play the "self we want to show."
Five styles of projection and the transition from the Showa, Heisei, to Reiwa eras
There are said to be five broad styles of self-presentation.
The first is the "projection of competence." This is a method of imitating the way of speaking and the atmosphere of people perceived as capable, to impress upon those around you that "I am a capable person."
The second is the "projection of humility." By intentionally belittling oneself or showing a submissive attitude, one aims to lower the other party's guard and get into their good graces. What was interesting in the lecture was the anecdote about sales representatives in the Showa era. It is said that they were once required to possess a highly sophisticated (and puzzling) competency: "In business golf, you must not play better than the client, but you must not let them know you are intentionally playing poorly." This "losing is winning" performance of saying, "Oh, I'm terrible at this," while elevating the other person, has long been used in Japanese business customs.
The third is the "projection of friendliness." By always smiling and interacting with a gentle demeanor, one tries to build relationships smoothly without making enemies. The painstaking efforts of modern managers to listen to the music young employees listen to and match their topics to close the distance with them can be considered a type of this. However, there is a risk that an unnatural smile, where only the mouth is smiling but the eyes are not, can actually come across as eerie.
The fourth is the "projection of dignity." By moving slowly and intentionally creating moments of silence, one exudes presence and authority. A young doctor speaking casually to patients or acting like a veteran might be a form of projection to be seen as a "reliable doctor."
And the fifth is the "projection of social role." Professors try to fulfill their roles by wearing clothes and speaking in a way that is "very professor-like," and managers act in a way that is "manager-like."
These projections are carried out not only through non-verbal communication such as way of speaking, tone of voice, clothing, hairstyle, and posture, but also by highlighting connections, such as "who you know" (whether you have influential acquaintances).
The risk of "continuing to act" that comes with the benefits
There are many benefits to effective self-presentation. First, by dressing and behaving in accordance with the time, place, and occasion, it becomes easier to gain social evaluation and trust. Especially in situations where the first impression determines the outcome, such as job interviews, appropriate self-projection is essential. Also, by fully acting out "this is my role," one can behave with confidence, which has the effect of making the execution of roles such as lectures and presentations smoother. There is also the aspect that by "starting with the form," the substance follows.
However, on the other hand, the disadvantages cannot be ignored. The biggest harm is "fatigue and stress." Mr. Kawakami himself experienced being extremely exhausted when he was young, wearing brand-name suits and acting with an impeccable attitude to behave like a foreign-affiliated consultant. Constantly being on guard and acting out a persona consumes a significant amount of mental resources.
Furthermore, if it is discovered that you are acting, there is a risk of losing trust all at once, with people thinking, "Oh, so there's nothing inside." There is also the "dilemma" of falling into a state where you end up with superficial relationships, unable to build deep human connections where you can speak honestly, or suffering from the gap between the self you are acting out and your true self, leading to a loss of identity.
Effective self-presentation seems to come down to "balance." While cherishing the "core" parts, such as your beliefs and values, without distorting them, you add projection as a "spice" to deliver them to the other party. Rather than forcing yourself to fake it, using it as a strategy to highlight your strengths is the key to sustainable self-projection.
The utility of "projection" from the perspective of human resource development and organizational development
From here, I would like to reflect on how we can apply this concept of "self-presentation" to practical work from the perspective of corporate HR.
1. A prescription of "role-playing" for newly appointed managers
I often encounter situations where employees who have been promoted to management for the first time are struggling with a lack of confidence. For anxieties such as 'I am not yet cut out to be a leader' or 'I feel like my subordinates don't respect me,' this concept of self-presentation can serve as effective advice. Instead of forcing a change in personality, why not suggest that they consciously 'act out the role of a manager,' or in other words, focus on the 'performance of a social role'?
'Starting with the form' is also psychologically sound. By striving for a relaxed, 'manager-like' way of speaking and composed attire (the performance of dignity), one can expect the reactions of those around them to change. This serves as feedback to the individual, which can gradually foster inner confidence (the improvement of self-confidence).
As HR, providing opportunities during training for newly promoted staff to learn not just abstract concepts like leadership theory, but also concrete performance skills such as 'how to behave' and 'how to present oneself,' might be a way to give them a push. By explaining that this is not about 'lying' but rather a 'technique to facilitate role performance,' their psychological resistance may also be eased.
2. How to Deal with 'Bias' in Recruitment and Onboarding
Job interviews are, in essence, a venue for 'self-presentation' by candidates. Candidates will do their best to project 'competence' and 'friendliness.' As interviewers, we tend to be eager to see through the performance to the 'real person' behind it, but I feel it is also important to shift our perspective slightly.
While caution is necessary if someone is hiding their true nature through excessive performance, the 'ability to present oneself appropriately for the situation' is itself evidence of high social skills and adaptability. Especially in roles that require client interaction, candidates who can perform self-presentation smoothly during an interview are highly likely to be able to handle clients with a sense of reliability after joining the company. Rather than viewing 'being performed' negatively as 'being lied to,' I would like to adopt a perspective that evaluates these performance skills as one of the competencies.
On the other hand, in the onboarding (post-hiring support) phase, it becomes important to know when to help them take off that 'armor.' Employees who continue to perform at full capacity from the interview through to immediately after joining the company are accumulating fatigue without realizing it. Providing psychological safety at an early stage—letting them know that 'it is okay not to perform perfectly here'—and creating opportunities for them to show their true selves (to express their honest thoughts) should serve as a preventive measure against early turnover and mental health issues.
3. Fostering an Organizational Culture that Prevents 'Performance Fatigue'
The 'fatigue caused by constantly trying to perform oneself' mentioned in the lecture may be a hidden issue for mental health in the modern workplace. Especially in organizations with strong pressure to 'always be positive' or 'always be professional,' employees are more likely to suffer from the gap between themselves and the 'ideal employee image,' leading to dilemmas caused by this dissonance.
As HR, what I want to be conscious of is creating an environment where employees can healthily switch between their 'on-duty face' (the performed self) and their 'off-duty face' (the true self). For example, in 1-on-1 meetings, it would be effective to encourage managers to consciously set aside time to talk as 'individuals' rather than as 'roles.' While the 'performed self' is a necessary weapon for advancing work, deep human relationships cannot be built on that alone. To deepen communication within an organization, I believe that fostering an atmosphere with a moderate degree of looseness—where even 'performance failures' (showing weaknesses) are occasionally tolerated—will ultimately lead to an organization where people can work for a long time.
4. Understanding 'Performance' to Embrace Diversity
Finally, this concept is also rich in implications for the context of Diversity & Inclusion. There is an increasing number of employees from generations for whom the Showa-era 'performance of humility' (self-deprecating sales tactics) does not work, as well as those with global backgrounds. Their behavior might sometimes be misunderstood as 'being cheeky' (appearing as a performance of arrogance) or 'not reading the room.'
However, there are many cases where this is not due to malice, but simply because they are adopting a different 'style of self-presentation.' If the organization as a whole can share the perspective of taking a step back and objectively observing that 'that person has this kind of performance style,' it may reduce unnecessary friction and cultivate a soil where diverse personalities can coexist.
'Performing strategically while not distorting one's essential beliefs.' Cultivating professionals who possess this sense of balance may well be the hidden theme of future talent development.
