Authenticity at Work
“It’s important to be your authentic self.'“
“Bring your whole self to work.”
“We embrace radical transparency/candor.”
You’ve probably heard these sorts of things before. After all, authenticity at work has been in vogue for a while.
But now, as we have brought our offices into our homes for almost a year, and as we’ve at last taken a proper look at who exactly gets to be themselves at work, a reexamination of the concept seems overdue.
What does it mean to be authentic?
Being authentic is being yourself. I like to think of it as an equation:
honesty + transparency = authenticity
If you can do it, you’ll have more energy to spend on what matters as you will not be working to present yourself as someone you are not. People will see you as more human and more genuine. You might also garner more respect as a leader.
Examples include:
Telling people when you feel overwhelmed rather than toughing it out and putting on a brave face.
Communicating with candor, particularly when it comes to your values.
Taking ownership of your strengths and weaknesses and speaking with self-awareness.
The common thread? Transparent, honest communication. And while I have some misgivings about the concept (read on), there are significant benefits to being authentic at work:
You can be yourself, which is typically easier than being someone you’re not.
If you’re succeeding on the authenticity front, you likely work for a company where the culture is accepting or even welcoming of you, just as you are. (Often, people leave workplaces precisely because the culture is not a good fit for them and they feel they have to be something they are not. So, being authentic is itself a privilege. )
But, take a look at that equation again. Is authenticity as desirable and attainable as all the attention it gets would suggest?
honesty + transparency = authenticity
Authenticity can be problematic
Like anything that whiffs of jargon, the definition of authenticity can get hazy fast. And, without a little forethought, boundless authenticity can benefit the few over the many or work against the individual in question.
For example:
Does being authentic become an excuse for showing little professional growth? If everything you do professionally must always gel with your “true self”, would you ever learn or develop significantly?
Does a manager lose “authenticity points” when their role forces them to be less than transparent? Senior leaders, in-house lawyers, and HR professionals might be less-than-transparent for good reasons.
Is “being authentic” used to excuse inappropriate behavior?
As workplaces, how accepting are we of people who are not like us? I.e., does everyone get to be authentic - or just those who think (and look) like the bulk of the leadership team?
The upshot
Authenticity at its core is an asset; it signals fundamental honesty and transparency. But, like every aspect of company culture that’s talked about a lot, authenticity must be clearly defined and carefully considered before it’s incorporated into an organization’s culture.
As a starting point, leaders must consider to whom authenticity is available. The employee whose values or work style doesn't fit with the prevailing culture, or the role for which blanket transparency would compromise a commitment to confidentiality, can be easily left behind.
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Ellie Hearne is founder of Pencil or Ink – a leadership-communications practice in New York City. She works with leading companies to enhance performance through culture and is currently studying Organisational Leadership at Oxford University’s Saïd Business School.