Authentic Authenticity

“Authentic leadership is the full expression of ‘me’ for the benefit of ‘we’.”

What a great quote from Henna Inam’s book, ‘Wired for Authenticity: Seven Practices to Inspire, Adapt and Lead’ to kick off our exploration of authenticity in leadership today.

This is the second in a multi-part series of blogs/vlogs where I am going to share with you my perspective on great leadership. Each part will focus on a key component that drives high performing leaders. This time, let’s turn our attention to ‘authenticity’.

And let’s start with what authenticity is and isn’t.

To be authentic is to be genuine. To be genuine is to be honest and sincere, to be that someone who you claim to be—real, not false.

Sounds simple, doesn’t it? Just be yourself as a leader and stay true to who you are, and you will be fine.

Or is it that simple?

Unfortunately, it is not.

We, as leaders, cast a shadow across those who follow us. Just showing up and letting ourselves ‘all hang out’ will not necessarily create the kind of positive impact on those we lead that we had originally intended. Our ‘leadership shadow’ impacts people in ways that we cannot always foresee, acknowledge or understand. That is why 360 leadership assessments, carefully and thoughtfully applied, can be so powerful—they show us how we show up to others, forcing us to confront our own mental constructs of who we are, how we act and how we lead.

In application, the concept of ‘authenticity’ in leadership has become, in certain circles, an excuse to say or do whatever is on your mind at that particular moment. Those statements or actions may ring true to the leader, but do they confer the greatest potential benefit to those she or he is leading?

I am a big fan of a quote attributed to the Sufi poet Rumi which provides a simple framework to help leaders tell the difference between ‘letting it all hang out’ and ‘authenticity’:

 “At the first gate, ask yourself, ‘Is it true?’. At the second gate ask, ‘Is it necessary?’.  At the third gate ask, “Is it kind?”.

If the answer to all 3 questions is ‘yes’, then have the courage to speak up or act.

Now that we have covered what authenticity looks like in practice, let’s talk about where it comes from.

Seems like a bit of an odd question, since being authentic means being true to yourself, no? Well, this is where it gets a bit philosophical, but bear with me…

In western societies, in particular, the construct of ‘self’ is highly individualized. The independent, ‘self-made’ leader is idolized. In Asia, where I have lived for over 20 years, there is a more nuanced definition of what makes up ‘the self’ that I personally subscribe to. It more openly acknowledges the real impact that others have on us and us on others.

As leaders, one of our powers comes from knowing ourselves first. But true authenticity doesn’t come from just this awareness, in my opinion. Leaders need to understand the community they operate in and, increasingly, a broader view of how their actions impact the planet and its sustainability. Authenticity, therefore, is not only about who we are as individuals, but also about how we impact others.

This, in my mind, is a broader, more nuanced definition for ‘leadership authenticity’. I call it ‘authentic authenticity’.

Covid-19 has pushed the concept of authenticity to the forefront. The days when you left the house and assumed your ‘work persona’, leaving your ‘private persona’ at home, are gone—likely never to return. In this kind of world, leadership needs to be authentic. I believe that being authentic means you need to bring your ‘whole self’ to every interaction—not just your ‘work self’.

If you cannot switch between ‘work’ and ‘private’ personas as in the past, it means as a leader, all of you needs to show up—all of the time. This means that showing vulnerability through admitting mistakes and asking for a second chance is more important than ever. However, corporate organizations and cultures have some catching up to do—how many leaders feel truly safe to admit a mistake without fearing how that might impact their current position—or their next one?

Turning again to Henna Inam, a closing thought on why authenticity in leadership is so important and how critical it is that organizations embrace all the uneasiness and vulnerability that it brings:

“Authentic leadership is at the root of cultures of great innovation, engagement, outstanding client experiences, and growth.”

I would love to hear your perspective on ‘authentic leadership’. Where does authenticity in leadership come from? What does it look like in practice? How does it make you feel?

Till next time, may you lead well…and be well as you lead.