Authenticity is a word that’s been bandied about recently in many circles to do with leadership and people engagement.

It’s one of those words that’s easy to say but much more difficult to live. 

 

Authenticity is about being genuine, living by your values and beliefs, and is an attribute we respect and admire in those around us who exhibit it.

Authenticity also exudes from an organisation through its actions.  Through the activities of its people an organisation can be seen as true to its desired public persona (brand) or not.  In cases of misalignment, it may only be obvious to the people within the organisation, but it can’t be hidden for ever.  As Abraham Lincoln aptly put it

“You can fool all of the people some of the time

and some of the people all of the time,

but you can’t fool all of the people all of the time”.

 

Organisational authenticity comes from the heart of the organisations culture and that invariably belongs to the leader (primarily) and the leadership group.  The Leadership group is responsible for the set of values on the wall, the ones that speak about respect, communication, trust, teamwork etc. you know the ones.  How many times is this not the experience of the employee which can then flow on to the customers experience?

Richard Branson has famously said

“Learn to look after your employees, the rest will follow.”

 

This is where authentic leadership comes in.  Misalignment of values surrounds us, companies are not authentic with their employees and this will flow onto their customers.  Sometimes you don’t really know what the heart of a company is until they’re put into a situation that causes them to have to do something they don’t want to do, or go out of the ordinary, or solve a problem. Separations, downsizing and restructures are a classic example where a company can either step up and live by its positive values or skulk away from them, and hope no one notices. As a customer; and understanding the nature of culture and values; I am very sensitive to that misalignment.  As an employee, that misalignment is the primary cause of staff turnover, people quit the culture (i.e. their boss) not their jobs.

How is your authenticity? How do others see you? Are your actions, behaviours and beliefs constructive? There are two responsibilities of a leader,

self mastery (being the best you can be)

developing your people to be the best they can be

 

A lack of authenticity will shine through the cracks of those who attempt to deceive others,

authentic leadership is a quality that attracts and motives those around you

 

Be the best person you can be, live that truth and reap the benefits of authentic leadership.

 

 

About the Author

Peter James

Peter James is a professional career coach, with expertise in the areas of strategic and ‘hands-on’ change management, coaching, group facilitation, leadership development and organisational design and change. Peter James is director at Harrogate Consulting.