Leading with Authenticity

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

—Henna Inam

I recently had a conversation with one of my Gen Z employees about a project she had really goofed up. We discussed the situation at length, I gave her some constructive feedback, and we came up with a plan to fix the problem and move forward. Because everyone handles criticism differently, I wanted to see how all of this sat with her. So, at the end I asked her how she felt about our interaction. She immediately responded, “It’s just you being you. You are always Val: you don’t show up as anyone else. You’re an authentic leader—and I like that about you.” (Fortunately, I recognized that “authentic” was a compliment!)

 

This got me thinking about what authenticity means and how different people might value it in different ways (or not at all). I have long actively espoused an “authentic” approach in my own interactions with others, which for me generally means acting with integrity and honesty—both with others and with myself. But what does authenticity mean specifically? 

 

If you ask a dozen people what an authentic leader is, you’ll get a dozen definitions. But you’ll also find that the details in those definitions overlap significantly, because, though the details sometimes vary, there is widespread agreement on what characteristics and skills are most exhibited by authentic leaders. 

 

Traits of Authentic Leaders

 

Authenticity and knowing who you are is fundamental to being an effective and longstanding leader.

—Ann Fudge

 

Confidence 

 

Authentic leaders have the confidence that comes from feeling certain that they are following the most honest and best path. Because they are secure in their own decisions and abilities, they can let others shine without feeling intimidated by their awesomeness. (This is why advice from the most successful leaders usually includes “hire people who are smarter than you”: they have no fear of being upstaged.)

 

Great communication skills

 

I’ve said it before, and I’ll say it again: everything comes down to communication. All of the tasks and responsibilities associated with leadership—doling out assignments, setting expectations, giving feedback, inspiring employees, sharing the organization’s goals—involve communication. Just as poor communication can torpedo a project, great communication can foster creativity, engagement, and productivity as well as build great teams. Communication that entails simply spelling things out clearly and succinctly will get you only so far, though. It needs to include empathy and an awareness of how messages are received (especially when giving feedback).

 

Advanced emotional intelligence (EQ)

These days it’s hard to read anything about effective leadership that doesn’t include a discussion of emotional intelligence. (In fact, EQ is so critical that the World Economic Forum identified it as one of the top ten skills most needed by today’s leaders.) There’s a good reason for that: it’s hard to understand what’s going on with others and to lead them if you’re not aware of—and in control of—your own emotions first. With that ability in place, a leader is then better able to understand and manage emotions within their team, department, and organization.

 

Vulnerability 

 

This trait usually appears in most definitions of authentic leadership, but I think we need to be very precise about what we mean. In general, it means not trying to present oneself as being perfect or without problems, flaws, or shortcomings. 

 

Too often, however, people think that being vulnerable means they need to let their guard down completely and be totally open with each other. The problem with that understanding, though, is that it can quickly lead to TMI (too much information!) territory, in which people overshare very personal things in the workplace and end up dumping their problems on others. The result can be an incredibly socially awkward situation for everyone involved—which can be especially complicated when there’s a power/authority imbalance (as between a boss and an employee). Yes, vulnerability is valuable, but it doesn’t need to be taken to that degree. Rather, the best way for authentic leaders (and anyone in the workplace, actually) to manifest vulnerability is to be willing to openly admit their mistakes, then learn and grow from that experience.

 

Passion and optimism

 

How can you truly inspire others—and “sell” your leadership, your work, your team, etc.— if you aren’t genuinely passionate and optimistic about what you are doing? It’s hard to rally people to your cause and inspire them to put forth their best selves if they don’t believe that you, too, care about their work and what you hope to accomplish together.

 

Transparency

 

We all know that telling people outright lies will destroy trust. But for some reason, managers often think it’s okay to be dishonest with employees—when it’s not. I’m not saying that everyone needs to know everything. Some information is definitely on a “need to know” basis, and confidentiality concerns also limit the sharing of certain information. But there’s no good reason to hoard information that can be helpful to others and isn’t private or legally constrained.

Authentic leaders know that a failure to be honest is one of the fastest ways to kill engagement, drive people out the door, and erode the trust needed for others to be willing to put forth their best efforts. Leaders should always do their best to give people the information they need to make good decisions. Being shady or hiding the truth is always a bad idea in the long run, because the truth eventually comes out. If your company is tanking, you can share that news with them—but be sure you also make clear that there is a plan for pulling out the organization of its nosedive. (“This sucks—but stay with us anyway” won’t cut it.)

 

Inclusivity

 

An inclusive leadership style makes it possible for people to bring their whole selves to the table for the company. Leaders who value and foster inclusivity get the best from their employees—and get the best employees working for them! More and more people are actively seeking inclusivity in their workplaces because they recognize how it opens up possibilities both for themselves and for their organizations.

 

“Being true to oneself”

 

This trait is often associated with authentic leadership but, like vulnerability, is one that I think should be carefully defined. It’s important to be sure that being true to oneself isn’t synonymous with being inflexible. People change over time. Their values, their interests, their goals—all of that can change. Being true to yourself doesn’t mean refusing to budge from a position you hold; rather, it means being willing to let your “true self” evolve as you learn and grow. After all, you aren’t the same person today that you were as a teenager, right?

 

For example, the person I was in my 20s (when I worked at Rolls-Royce) is way different from the person I was in my next decade (when I was at the Oxygen channel)—and of course I am a much different person now in my current career. Over the years, my values changed in response to new experiences and perspectives. For example, when I first started managing employees, I was quite the screamer—because that’s what I had learned from my bosses, and that’s how I thought a manager should act. As I gained more experience, though, I figured out that screaming at my employees wasn’t the best way to inspire them—and because I (fortunately) wasn’t caught up in “sticking to my guns,” I allowed myself to explore other leadership styles. If I’d adopted a rigid “be true to myself” approach without recognizing that the “myself” part could evolve and change, I’d still be yelling at my employees today—or, more likely, I’d be yelling to an empty room, because no one would stick around for that treatment.

 

Self-awareness

 

I would argue that this trait is the “glue” that binds together all the elements of authentic leadership. Self-awareness enables you to see when you aren’t being a good communicator, for example, or when you need to work on your emotional intelligence. Through self-awareness, you can understand where you are lacking in authenticity—and then take steps to improve your abilities or skills in those areas.

 

Final Thoughts

 

Leadership is unlocking people’s potential to become better.

— Bill Bradley

 

Being a leader isn’t about getting people to do what you want; rather, it’s about inspiring and supporting people to work toward the goals you all share together. At its core, authentic leadership emphasizes self-awareness, personal growth, and a genuine concern for the well-being and development of others.

 

With the pandemic and the Great Resignation causing more people to think hard about what they want from their professional lives, authenticity has emerged as one of the features they value most in their bosses (and colleagues, too). Authenticity is in high demand—and in today’s tight talent market, leaders can’t afford to dismiss it. 

 

Have you ever encountered truly authentic leadership? If so, please leave a comment below and share your experience!