Being an authentic leader can bring numerous benefits to a team, enhancing both individual and collective performance.
At the age of 19, when I first stepped into a leadership role, I was determined to be authentic. I interpreted this as simply being true to myself and expressing my own truth without filters. I thought that by being completely open and honest about my thoughts, feelings, and decisions, I would naturally become an effective leader.
However, the reality was far from what I expected. My unfiltered authenticity became self-centred. I focused primarily on my own perspectives, needs, communication style and goals, believing that this transparency was all that mattered. I shared my opinions freely, made decisions based solely on my viewpoint, and expected the team to align with my way of thinking.
The result was unexpected and challenging. Instead of creating a cohesive, high-performing team, I found myself struggling. The team members began to disengage, often doing their own thing without regard for the overall team objectives. They seemed resistant to my leadership style, and there was a noticeable lack of unity and shared purpose. In the end I had a breakdown and decided I didn’t have the genes to be a good leader and I never was going back there.
This challenging experience became a turning point in my leadership journey.
So I started reading leadership books and theories and following what they suggested. The training equiped me with strategies to tackle challenges effectively, and to be authentic AND consider my team.
When it’s OK to be authentic
Over time and with doing many training courses, I learned that authentic leadership requires a delicate balance between being true to oneself and being attuned to the needs of others and the organisation as a whole. It’s about using self-awareness as a tool to better understand and lead others, not as an excuse for self-centred behaviour.
Moving forward, I worked on developing a more holistic approach to my own leadership style. I focused on active listening, fostering open dialogue, and creating an environment where team members felt valued and heard.
Most importantly, I shifted my focus from ‘my truth’ to ‘our truth’ – working collaboratively with the team to establish shared goals, values, and ways of working. This evolved understanding of authentic leadership led to significant improvements in team cohesion, engagement, and performance.
When It’s not OK
Authenticity in leadership is generally seen as a positive trait, but it’s important to recognise that there are limits and nuances to “being yourself” in a leadership role.
Authentic leadership is about being true to yourself while also being mindful of your responsibilities as a leader and the needs of your team and organisation. It’s a balance between personal authenticity and professional effectiveness. The goal is to lead in a way that is genuine, ethical, and beneficial to both you and your team.
Learning from my previous attempt at leadership I realised that I had overlooked key aspects of leadership:
- In my early days as a leader, I didn’t truly listen to my team members or make an effort to understand their perspectives, needs, and motivations. Instead, I operated in a vacuum, making decisions based solely on what I thought was best, without considering the wealth of insights and experiences my team could offer.
Looking back, I realise I wasn’t just failing to listen – I was actively avoiding it. Perhaps out of insecurity or a misguided belief that leaders should have all the answers, I rarely sought input from my team. When they did speak up, I often dismissed their ideas or concerns, convinced that my way was the right way.
Even worse, there were times when I struggled to come up with solutions or direction. Instead of admitting my uncertainty and engaging the team in problem-solving, I would either make hasty decisions or avoid making decisions altogether. This approach left my team feeling unheard, undervalued, and often confused about our direction.
- My rigid adherence to ‘my truth’ meant I wasn’t flexible enough to adapt my approach to different situations and individuals. I neglected the importance of developing and empowering my team members.
- Lastly, and perhaps most critically, I had no clue about the impact of my actions and words on others’ emotions and motivations. This lack of emotional intelligence was a significant blind spot in my leadership approach.In my naivety, I operated under the misguided assumption that my team members would simply process information and directives objectively, without an emotional component. I failed to recognise that every interaction, every decision, and every word I spoke as a leader carried weight and had the potential to significantly affect my team’s emotional state and motivation levels.
For instance:
- When I dismissed ideas without consideration, I didn’t realise I was actually crushing creativity and initiative.
- My inconsistent behaviour and unpredictable reactions to situations left the team walking on eggshells, unsure of how to approach me.
- By micromanaging or constantly critiquing without praise, I was unknowingly undermining my team members’ confidence in their abilities.
- My failure to acknowledge others’ contributions while taking credit for successes fostered resentment and damaged team morale.
- I often misinterpreted silence as agreement, not realizing that team members might be hesitant to speak up due to the environment I had created.
- I failed to consider how personal situations might be affecting team members’ performance, missing opportunities to provide needed support.
This lack of emotional intelligence not only affected individual team members but also the overall team dynamics and performance. It created an atmosphere of tension, mistrust, and disengagement that hindered our collective potential.
Here I’ve put together 8 points to look at a more balanced perspective:
- Self-awareness is key
- Align authenticity with organisational values
- Adapt, don’t fake
- Emotional intelligence matters
- Growth mindset
- Balance vulnerability and strength
- Consistency is king
- Focus on others
By implementing these principles in your own life, you can become a powerful, passionate, inspirational leader.
Being a trusted leader means earning respect through honesty, consistency, and empathy. They communicate openly, treat others fairly, and adapt to change. Such leaders foster a culture of trust, benefiting both themselves and their teams.
