Five Shifts To Authentic Leadership
Terri Klass, CPCC, MBA
Leadership and Executive Coach: Talks about #leadership #executive coaching #leadership coaching #leadership development #leadership skills #career transitions #act2
In a recent coaching session a deep discussion ensued about what it means to show our “true self”. We explored why it sometimes seems easier to just become the team’s image of who they think we are. After all, is it necessary to reveal our “real side” if it may upset our team members? Fitting in or playing a particular role that is expected of us can feel less stressful than allowing our authentic side to emerge. So maybe it is best for leaders to just go with the flow and follow the team.
Not really.
When we pretend to be somebody we are not and act against our natural grain, we will eventually end up frustrated and angry. Not being truthful will often lead us to perform at a lower level and create disconnections with our teams and organizations. It’s also exhausting to be somebody we are not. So starting today let’s pivot to the leader we are meant to be. Let’s bring out our authenticity.
Here Are Five Shifts To Authentic Leadership:
1. Recognize You Are Not Bringing Your Authenticity
The first step in making a shift to authentic leadership is being honest about how you are presenting yourself in your workplace and with colleagues. Is the real you being seen or are you pretending to be someone else? Love yourself by being brave enough to admit that you may not be showing others who you are and what you are truly all about.
2. Clarify What Your Authentic Self Looks Like
Next it is helpful to understand completely what your authentic self is all about. Whatever is your authentic self, be consistent with it. Try asking yourself these questions to own your authenticity:
- What core values drive my every action and decision?
- How do I need to present myself to be seen as “me”?
- What can’t I compromise on that is non-negotiable?
- What does my authentic behavior consist of?
3. Speak In Your Authentic Voice
Our communication style is very important to our leadership authenticity. When we speak in a tone that we are comfortable and not in one that diminishes our message we will be heard. Think about how you want to sound. How loud is too loud? How soft is too soft? What types of words do we want to use to make sure our message is clear, open and respectful? Can you say “no” when necessary? Find the right balance to reflect your authentic voice.
4. Encourage Team Members To Honor Authenticity
Once you have zeroed in on your authentic self, help your team members find theirs. Ask them the same questions you asked yourself about leading in an authentic way. Then try to:
- Build deeper work relationships by supporting honest responses
- Develop stronger team players by helping others find their gifts and face their blind spots
- Maintain honest interactions and discussions that empower each person to contribute their perspectives
5. Help Create A Culture Of Authentic Leadership
By working to cultivate authentic leadership in yourself and with your team members, you will be modeling a culture of authentic leadership. Help spread authenticity across teams throughout the entire organization. When leaders are authentic there will be greater collaboration and less competition. When we share the truth, have honest interactions and don’t hide information, our successes will grow too.
How have you shifted to authentic leadership? What helped you become a more authentic leader?
Terri Klass is a Leadership Skills Training Consultant, Coach and Speaker who partners with organizations to create cultures of empowerment and develop future leadership. She delivers highly successful leadership workshops and is a speaker and author of articles about leadership and working with the different generations in the workplace. Learn more about Terri at www.terriklassconsulting.com or connect with her @TerriKlass.
President & Founder of MPV Ethics & MPV Chauffeur Services
6yTerri, as a former corporate executive, board member, and yes even a white collar offender I have cumulatively tried to avoid getting boxed in with terminology. You have posed important and pragmatic questions for any person to reflect on and deploy. Most people are ill-equipped to be a leader. While short on all of the answers after 38 years of business experience, it might be wise for those to ask themselves "Why do you want to be a leader?" Interestingly, I have posed this question on many occasions as a board member and consultant. The overwhelming and unfortunate answer has tilted toward "I know how to grow businesses and am good at it." In shaking my head, the following might serve as a road map for those wishing to be leaders and those already who have stepped up: 1) A leader's job is to teach, enrich, and develop others to be accountable and successful. Period. You make a covenant with individuals and teams to enhance their personal and business lives. 2) Build and or refine your moral compass allowing honest communication to occur while living out who you are and what you value. When others see leaders who have a visible purpose, I think that leads to improved cultures where honesty, accountability, authenticity, and respect matter. Otherwise stated, it is as important as driving sales. 3) Purposeful leaders tend to be highly self-aware, willing to hear input, and know that the best results come from understanding what the collective good should look like. It's never about the leader, but all about the teams. My journey, difficult and full of lessons learned, points to the critical juncture in the road. It is a place where we all travel to sooner or later. We act and or ask for help. "Lord, I am not important in the scheme of things. I am no more important than a grain of sand on a beach, no more important than a single wave tumbling over one. I better know my place."
Senior Director at Resiliti
6yMy own view is that neither term is adequate. One can be authentic and still be corrupt. One can be sincere and still be misguided. Both terms refer to that which is inner - a quality or an expression. Leadership should embrace the quality of being true to oneself - as Shakespeare referenced in Hamlet - and the sincere expression of one's vision or belief; but there are a variety of other or additional qualities and characteristics that make up leadership.
Professional Speaker and Advisor | Award-Winning Podcast Host | Hitchhiking Rabbi | Create a culture of ethics that earns trust, sparks initiative, and limits liability
6yHere's food for thought, Terri. A colleague recently wrote of the difference between authenticity and sincerity. Most of us, including me, have used the words interchangeably. But authenticity suggests being "true to oneself" where sincerity implies being true to something higher than oneself. Authenticity without commitment to self-improvement and the greater good may end up being just another form of egoism. What do you think?