This chapter examines how impression management has become deeply embedded in UNHCR’s culture, shaping both internal behaviour and external perceptions. From Kosovo to Dadaab, staff are often encouraged to “appear engaged,” favouring polished narratives, staged visits, and curated reports over substantive results. Donini’s “golden fleece” trap and Barnett & Finnemore’s theory of organisational self-legitimation help explain how donor-friendly stories and symbolic gestures preserve legitimacy while concealing deeper issues. Hogan assessments reveal high levels of social desirability among staff, indicating a defensive culture where conformity and optimism are prioritised over honesty. Psychodynamic defences and Argyris’s “defensive routines” reinforce this cycle, discouraging open critique and valuing appearances over learning. As Slim warns, ethical commitments risk becoming performative, with “protection by presence” reduced to ritual. The result is a culture of upward management and institutional anxiety, where self-preservation takes precedence over accountability—leaving refugees and displaced populations to bear the costs of symbolic rather than actual protection.