Managing Authenticity: The paradox of great leadership.
This is the title of an interesting Harvard Business Review article I’ve experienced many times throughout my leadership coaching career.
“The concept of authenticity is often misunderstood, not least by leaders themselves.” cites the article.
The truth is that authenticity is a quality that others must attribute to you. A person cannot be authentic on their own - it’s primarily defined by what other people see in you.
Some new leaders also believe that being ‘authentic’ is just being themselves, which is also not the case. Leaders have a role to step into - and to be effective in it, leading others, managing up, etc., they need to learn how to find a balance between expressing their personalities and managing those of the people they need to lead or influence.
Great leaders know which personality traits they should reveal to whom and when. They are, in a way, like chameleons, capable of adapting to the demands of the situations they face the people they lead, yet they do not lose their identities in the process.
The balance is staying true to yourself while reading the situation and adapting accordingly to the demand of the role, situation by situation.
It’s not easy by any stretch of the imagination.
I’d like to hear from leaders how they’ve managed to stay authentic while remaining effective in their roles. All tips would help those of us who desire this skill set.
Comments