3 Key Considerations For Developing A Culture of Authenticity

By Elizabeth Weingarten

“…We as individuals and as a culture have become increasingly concerned that we are no longer able to find the ‘real me,’ let alone the ‘real you,’” - Rebecca J. Erickson, professor of sociology

Despite how often organizations today trumpet the importance of bringing your “whole self” to work, our data at Torch suggests this quest continues to prove challenging for many of us, illustrating a pervasive disconnect between how we intend to show up, and the way other people see us. Why is that the case?

Addressing authenticity as part of organizational culture is certainly no small task. To help you kick things off, we’ve compiled a brief checklist for what to consider as you–or your team–start this journey. And, if you’re interested in a deeper dive into the topic of authenticity, Elizabeth Weingarten’s excellent article “The Authenticity Disconnect” is a must-read.

1: Recognize Barriers to Authenticity

• Becoming more authentic is often seen as a responsibility rooted in individuals, but behavioral science suggests workplace environments and culture also play a role.
• Our identities can powerfully – and sometimes invisibly – influence how easy it is for us to show up authentically, particularly for historically underrepresented groups

2: Holding Yourself–and Your Team–Accountable

• Extend the accommodations and resources historically reserved for one group to the broader organization, normalizing the uptake and usage, suggests Courtney McCluney.
• A 360 assessment is one tool to gain self-awareness – a key step in the quest to become more authentic –? along with working with a coach or mentor.
• Asking colleagues for feedback on key elements of authenticity (i.e. how much others see you as behaving in line with your values).
• Checking in with yourself at the end of the day to take stock of how, when, and where you felt most authentic, or inauthentic.

3: Tout the Benefits of Encouraging Authenticity at Work

• Research suggests that our capacity to be authentic – and to be perceived that way –? can have powerful implications for professional growth and organizational success.
• Encouraging and cultivating authentic identities at work is associated with stronger relationships and higher retention.
• Researchers continue to demonstrate that pursuing authenticity is a prerequisite for behaviors central to the success of both individuals and organizations: interpersonal connection and growth.
• Authenticity has the power to strengthen our interpersonal relationships by helping to establish trust through vulnerability.
• Within a culture of authenticity, we can begin to show up authentically as individuals.

Becoming more authentic, then, is not a journey that any of us can take completely alone; it must be a quest we take alongside our managers, mentors, coaches and peers. In other words, if we want to be more authentic, we – especially organizational leaders – must create cultures of authenticity. A culture of authenticity values psychological safety and individual agency. It? enables us to freely choose how we want to show up at work – which parts of ourselves we want to bring, and which parts we want to leave behind.

Interested in a deeper dive on authenticity in the workplace? Read the full-length version of Elizabeth Weingarten’s article "The Authenticity Disconnect" now.

#authenticity #organizationalculture #leadershipdevelopment #personaldevelopment