Authentic adj. genuine, known to be true
From the 1970s onwards as women began entering professional and managerial occupations in increasing numbers they opened up discussions around authenticity at work.
Why – they asked – do we need to pretend we’re not mothers; that our children don’t matter? Why do we need to adopt masculine behaviours in order to succeed? In two to three generations women made phenomenal progress while discussions around authenticity at work have escalated.
Indeed, some commentators extol the benefits of authenticity to such a degree that we’re now led to believe it holds the key to charismatic leadership. Somehow we know that when we embrace our authenticity and live our lives accordingly we can make the world a better place.
Not everyone feels comfortable being authentic – nor does every workplace necessarily encourage authenticity. We may struggle to be authentic while embracing what we believe to be the correct professional persona. The dark side of this inauthenticity is what has been termed emotional labour – the way our work requires us to behave regardless of our inner feelings.
Experiencing the Imposter Syndrome is another way we may question the authenticity of our behaviour. This is where we feel we’re not good enough, we’ve arrived at our role by accident and sooner or later we’ll be found out. Apparently women are highly likely to fall prey to the Imposter Syndrome – perhaps because we’re still trying to figure out those masculine scripts as we climb the corporate ladder.
What should we do? Suggesting we “fake it till we make it” can leave us feeling uncomfortable and (yes) inauthentic. The alternative is to listen to the wisdom of Herminia Ibarra – leadership expert and researcher into working identity.
A transition to a new role demands new skills, behaviours and attitudes and is likely to trigger changes to our professional identity. Professor Ibarra suggests we take ourselves lightly at this time, experiment with provisional selves and remain flexible about who we are becoming.
Clients working with me during the transition to becoming a Balanced Leader gain the benefits of tools, resources and a roadmap that I’ve been developing for the past twenty years. But as I’ve said in previous blog posts there is no well-trodden path down which to guide them. Balanced Leaders are pioneers.
Choosing to act as a Balanced Leader may initially feel inauthentic. But if you’re undertaking the journey for the right reasons (and why else would you choose this more challenging path?) you will grow into your authenticity.
The reality is we create our futures by our actions in the present. In an increasingly unpredictable world we often find ourselves doing this without an external compass to guide us. There are few role models and no well-worn paths. We must embrace the shifts to our identity and remind ourselves we’ve chosen to make them happen – not just for our own wellbeing but for that of the people around us.