Authenticity

I have had fun over the festive break delving into some of my favourite writings on leadership.? And wanted to share some highlights.? There is so much new written and I sometimes forget to return to some of the great thinking which still can add such value today.

I am starting ?off with one on that most important leadership attribute: authenticity. “Managing Authenticity and the paradox of great leadership” published in the Harvard Business Review by Rob Goffee and Gareth Jones.? I did my MBA at London Business School and their presence was inspirational, starting me on a new leadership journey (away from the embarrassing expert, 'lead from the front' mode I wore when I was a Board Director in my early career) .? Written in 2005, much still stands the test of time, although one might take issue with the example of Tony Blair.

“People want to be led by someone real”. Yet how often do we see people acting in ways they think they ought to behave, twisting themselves out of shape, particularly when the going gets tough?

Goffee and Jones lay out some of the practical, conscious steps we can take to be authentic leaders. Enabling us to make better choices in how we lead.

1. Get to know yourselves and your origins better ???????????

• explore your own story and what anchors you: places, people, events;
• return to your roots ???????????
• avoid comfort zones: seek new adventures ???????????
• get honest feedback: from colleagues, friends, family

2.? Get to know others better ???????????

• build a rich picture of your environment ???????????
• remove barriers between yourself and others: show vulnerability ???????????
• empathise passionately with your people: care deeply ???????????
• let others know what is unique and authentic about them

3.? Connect to the organisational context ???????????

• get the distance right: both connecting with and being separate from others
• sharpen your social antenna: explore what attracts people and what keeps them away?????????
• honour deeply held values: what is important to you, and the system
• developing resilience: finding learning in every disaster

And I would add a fourth point, that of PURPOSE.? Start with purpose. Be clear about what is important to you and what underpins your work as a leader. That driving force that keeps you going and gives you energy even when the going gets tough.

https://hbr.org/2005/12/managing-authenticity-the-paradox-of-great-leadership?autocomplete=true

?

?