Small change: be authentic

As leaders, we are constantly told that we need to “be authentic”. 

It’s an interesting word, authentic. When you peel it back, it’s often intended to describe a specific value system: humanistic, humble, open, vulnerable. 

These are some of the finest qualities any human being can demonstrate. But certain circumstances might demand others – ones that might even better serve the leader and the organisation.

Psychologically speaking, authenticity is about making a conscious choice in how we show up, then owning its consequences. In that sense, the true definition of authenticity is to be found in accountability: not in conforming to others’ expectations of what a leader should be, but in standing behind the leader we choose to become.

Something to consider: where might I need to own the consequences of my choices, however uncomfortable that might be?

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