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Authenticity — what is it, who has it, and how do you getit? Most people associate authenticity with being true to oneself — or"walking the talk." But there's a problem with that association; itfocuses on how you feelabout yourself.Authenticity is actually a relational behavior, not a self-centered one. Meaning thatto be truly authentic, you must not only be comfortable with yourself, but mustalso comfortably connect with others.
Take one of our coaching clients, Mark, the COO of aprivate equity firm. One hour into our kick-off meeting, he asked what wethought of him. It was a risky question to answer so early in the process — yeta very important one given what we had observed thus far. Here was ourresponse: "Clearly you are intelligent, ambitious, and passionate aboutthe work that you do. You seem to always have the 'right' answer to ourquestions — yet we get the sense that they aren't your 'real' answers. It feelslike you're telling us what you think we want to hear. We'll be curious to findout if others in your organization are experiencing you the same way."This response was foreboding— Mark's 360 review bore low marks in integrity and trust, and follow-upinterviews with his peers and boss drove the point home.
Mark's colleagues didn't trust him because they were neversure if what he said was truly what he meant. To have leadership presence, others need and want to know where youstand — they don't want to have to guess or be blindsided midstream. Whilethere isn't a quick fix or a one-size-fits-all solution to increasing one's authenticity, there are several focusareas that will certainly help:
Pointof View: Having a point of view is critical tobeing authentic. Being open and willing to engage in exchanges on that point of viewaccentuates your leadership and demonstrates both strength and flexibility. Byarticulating his point of view on firm issues, challenges, and disagreements,Mark became more comfortable speaking his mind.
Positioning:While taking a position is important,over-positioning yourself is detrimental. Know the difference between navigating the political waters of your organization andactually becoming the politics itself. Get support for your initiatives but betransparent about what you are doing, why you are doing it, and how you aredoing it. Rather than working primarily behind the scenes, Mark became more forthright in his effortsto implement change in his organization.
PersonalHistory: At the core, you need to connect withyour personal history and identify the key events, messages, and people thatshaped who you are today. Mark grew up in difficult, under-privilegedcircumstances that he learned to navigate. When he was sent to elite schools ata young age, the message he got was "to survive this system, you need towatch your back and not rock the boat." While that message might haveserved him well then, it was no longer serving him in the corporate leadershipworld. Exploring your personal history will often surface messages that are worthreexamining in order to truly express your authentic self.
As Robert Goffee and Gareth Jones point out in their book,Why Should Anyone Be Led By You?: "Toattract followers, a leader has to be many things to many people. The trick isto pull that off while remaining true to yourself." While it's easy to sniff out who's authenticand who's not, it's not so simple to recognize it in ourselves.
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