What does authenticity look like in leadership?

Every leader – from CEOs to cricket coaches – will encounter moments where their values are pushed. True, strong leadership is on display when these leaders respond in these moments: will they stay true to themselves and their values? Or will they bend to accommodate others in a way that is disingenuous and inconsistent with their values?

What does it mean to be ‘true to yourself’ in leadership?

The phrase ‘staying true to yourself’ can sound a bit like a goal you might have had in high school, but it’s an important part of being a leader. Most leaders aren’t put into a leadership role overnight; it takes years of work to become ready to lead a team and those years are filled with defining values, acting in line with those values, and consistency in behaviour.

Authenticity can be a value. When leaders value authenticity, they are communicating that they value being genuine, honest, and in line with your beliefs and motives, even when there is pressure to conform. They value this in themselves and in those they work with.

‘Authentic’ can also be an adjective. Someone who is authentic is unapologetically aligned to the same set of values, beliefs, and motives. Those around them know what to expect and can almost predict their response to situations and conversations in advance. They’re not predictable, they’re consistent.

Authenticity isn’t situational, but there is a time for everything

While authenticity is important, leaders shouldn’t take a blanket approach to their behaviour in the name of remaining authentic.

Someone who is known as ‘loud’ might be great fun at a party but if they’re not willing to lower their voice in a library, they’re also known as inconsiderate. Most people value their siblings’ honesty when it comes to life decisions, but that honesty depends on the deep, trusting relationship built over decades of life together – brutal honesty doesn’t go down quite so well within the first hour of meeting someone.

Recently, an SMG Coach shared that great leaders are those who can adjust with intention while staying true to themselves:

“Authenticity isn’t one fixed thing. It’s knowing which version of you is right for the moment.”

A leader stepping into a new role might value collaboration, but if they’re inheriting a fractured team, it’s important to acknowledge the steps that need to be taken to reach a point where collaboration is possible and to bring everyone along for the journey.

It’s not about shelving the values important to you as a leader, but it’s about reading the room, understanding what your team needs from you, and acting accordingly.

Teams want authentic leaders

When leaders compromise on their values, teams know. If a leader tries to mimic someone else’s style, or invest into ideas that they don’t value – perhaps those being implemented by the wider organisation – it can come across as clunky and disingenuous.

Veering away from authenticity can also look like incompetence. It’s not that inauthentic leaders are incompetent, but they’re not being true to themselves and it can read like insecurity or nerves surrounding fitting a ‘mould’.

There will be times when, as a leader, you need to ‘toe the party line’ but it doesn’t mean that you need to sacrifice your personality and your values to meet your team where they’re at and bring them along on the journey. Authenticity is what will drive this process and give your team buy-in to wider organisational change.

Want to lead with authenticity in your leadership journey? People Make the Difference can help. To find out more, visit www.pmtd.com.au or call us on 0412 333 415.