Embrace your individuality; recognise your flaws—be authentic

I believe good leaders must necessarily reset the needle in favour of being authentic. Authenticity in leadership, simply put, is about leading with the heart, not just the head. The leaders that organisations love to follow are those who show their emotions and don’t pretend that they are infallible. Authentic leaders are also empathetic.

Research over the years—especially after the long and desolate months of the pandemic—has established a direct co-relation between empathy and more productive interpersonal relationships in organisations, which in turn also translates to high performing teams.

Jamsetji Tata was a visionary, not just in his pathbreaking business ventures that built industries and a nation, but also in pioneering worker welfare initiatives long before any of these were made laws. Even as he battled for the survival of his industry, he was thinking about the health of his workers. As polluted water was a principal cause of illness among the workers, he installed a water filtration plant and arranged for sanitary hutments. A grain depot was opened, followed by a dispensary, provident fund and pension schemes.

The minds of authentic leaders are like smouldering pots on a fire that never dies. It is passion and desire to do something extraordinary that drives them. And it comes from the heart. It is not a lesson learnt at a management school or a training institute. Authentic leaders demonstrate a passion for their dreams and purpose, and practice their values consistently.

Look beyond the realms of business, and consider the examples of Mahatma Gandhi, Abraham Lincoln, or Nelson Mandela. They led authentically and made it possible for their people and nations to achieve their objectives. The very essence of their leadership is not in ‘what’ they did, but ‘why’ they did it. It was a sense of purpose working for the greater good of mankind. As Nelson Mandela said: “A good head and a good heart are always a formidable combination.”

That’s timeless, imperishable advice, above all, for leaders: Be true to yourself. Embrace your individuality, your uniqueness, and, equally, recognise your flaws. In effect, act authentically, in accordance with your interests, beliefs, and desires. Everything else will follow.

That’s timeless, imperishable advice, above all, for leaders: Be true to yourself. Embrace your individuality, your uniqueness, and, equally, recognise your flaws. In effect, act authentically, in accordance with your interests, beliefs, and desires. Everything else will follow.

Here’s an atypical example of authentic leadership. Walter Isaacson, from the Harvard Business Review and the biographer of Steve Jobs, described Jobs as famously impatient, petulant, and tough with the people around him. But these traits and behaviours stemmed from a passion for perfection. Even though he was tough on people, they stayed with Apple because they believed in his vision.

Even with his personality flaws, Jobs was surrounded by loyal colleagues who had been inspired by him for years and made for a happy, committed family. Jobs believed that Apple products should be great. He repeatedly stated that his passion was to build an enduring company where people were motivated to make great products.

In the aftermath of the spectacular fall of Enron and Lehman Brothers in the early part of this century, a Gallup poll showed that only 18 per cent of Americans trusted the values of ethics of their business leaders. That’s because leaders were trying too hard to be liked, to be charismatic. In the bargain, they stopped being transparent and forthright. In short, they stopped being authentic.

All of us without exception have failed, or faltered, at various stages of our lives. The key is that we didn’t let failure get the better of us; we stumbled and fell but we got up and strode forward. Still more, authenticity means not being embarrassed about our failures. Authentic leaders embrace those mistakes and imperfections and even tell stories about those experiences so that others may learn from them and not make the same howlers.

Authentic leaders never prioritise style over substance. The pursuit of style also results in dilution of integrity and character. It’s hard to imagine people working for an inauthentic leader giving their one hundred per cent.

Here are some qualities an authentic leader must possess:

? They are committed to serve others

? They inspire faith and trust

? They are mission driven

? They lead with the heart, as much as the mind

? They prioritise their moral compass and are transparent

? They empower others to lead.

So, it’s important to be an authentic leader, not a boss. A leader is someone who inspires others to follow. A boss, on the other hand, is a person who commands a group, organisation or country. Authentic leadership is really as simple as that. It is candid, even artless, morally grounded and responsive to people’s needs and values.

Here’s a final thought. Authenticity is about doing the right thing, the right way, for the right reason. Even when no one is looking. It’s not about having all the answers; it’s about letting it show that you are vulnerable. Be authentic.

(The author is a former CEO of KPMG India, a keynote speaker and a thought leader.)