“The authentic self is the soul made visible.” – Sarah Ban Breathnach.
Yesterday I attended the Engage Customer Summit at the Brewery in London. Another very good day laid on by Engage Media. It was my attendance at a round table to discuss “Cultivating Loyalty and Engagement through Authentic Leadership” hosted by Jamie McKenzie, CMO at Sodexo, that initiated the thinking behind this blog. The discussion was stimulating and active with those attending sharing ideas around the questions:
- Are you an authentic leader?
- What examples are there of authentic leaders?
- Is your approach the right approach for the environment in which you are in?
Of course, from these questions the conversation broadened and deepened around a topic that I believe to be incredibly important and something close to my heart.
Harvard Business School Online defines authentic leadership “as a leadership style exhibited by individuals who have high standards of integrity, take responsibility for their actions, and make decisions based on principle rather than short-term success. They use their inner compasses to guide their daily actions, which enables them to earn the trust of their employees, peers, and shareholders—creating approachable work environments and boosting team performance.” https://online.hbs.edu/blog/post/how-to-improve-team-performance.
From an employee perspective, research detailed in Harvard Business Review shows “that a majority of employees believe authenticity in the workplace leads to benefits such as:
- Better relationships with colleagues
- Higher levels of trust
- Greater productivity
- A more positive working environment
For any leader who is aiming to make a lasting impact on the companies in which they work, investing time and effort into becoming an authentic leader can be extremely valuable, not only for them as individuals, but also those that they lead, the organisation as a whole and finally the shareholders.
Points that came out of the discussion yesterday is that an authentic leader demonstrates:
- Openness to share and to recognise the contribution of others, demonstrating how much they are valued
- Trusting of others and build trust in all relationships
- Consistent in their behaviour
- Connect on the “shop floor” and walk their talk
- Supportive of others, spotlighting strengths that individuals can build on rather than weakness that need strengthening
- Possess a high level of emotional intelligence
On the other hand, Harvard highlights the characteristics of an authentic leader as:
- Committed to bettering themselves
- Cultivate self-awareness
- Disciplined
- Are mission-driven
- Inspire faith and build relationships of trust
From these definitions and the discussion yesterday, I think we can define an authentic leader, as someone who comes from a place of inner strength, in other words they stand in their own power, and because of this are not afraid to show vulnerability, to reveal their weaknesses and to allow and enable someone else to fill the gap, recognising that you don’t need to be good at everything as true teamwork allows for individual potential to shine through at these moments and to rally round the mission, purpose and goals, while enjoying the benefits of working as a team.
Authenticity is respecting and valuing others for what they contribute and letting them know that their contribution is appreciated through support and genuine recognition. If things go wrong, being fair and open to learn from mistakes and use these situations as growth opportunities. The result – highly motivated individuals who give their best, enjoy what they do, feel fulfilled and perform to the best of their ability having a direct impact on levels of productivity, trusting and open relationships that share a common foundation of support, openness and positivity.
Sir Ernest Shackleton was the example that I gave of an authentic leader. I’m sure there are more recent authentic leaders but are not in the media as they humbly go about their business. Sir Ernest Shackleton had a people-centred approach to leadership. His personal values, learned from his upbringing helped him develop a progressive style of leadership. He turned bad experiences into valuable lessons, was respectful of business competition. He broke down any traditional hierarchies, was always fair in how he dealt with his staff and established a clear order and routine so that everyone knew where they stood.
Shackleton led by example, he never expected from his team members what he would not do himself and was always willing to help get the work done. He met regularly for one-to-one conversations to build a bond with each member of the crew. He accepted the individuality of each person and their weaknesses and was always keen to help them achieve their full potential.
In a crisis he took the lead and worked to keep spirits high. He inspired optimism, even though sometimes he might have doubted himself and he kept “his enemies close.” He encouraged teams to help and support each other. He was always visible and aware of possible difficulties and danger. Above all he took responsibility for getting the whole job done, kept the big picture in sight and was always there to help others.
Shackleton’s leadership legacy needs no further explanation.
George Kohlrieser sums it up well: “If your starting point is that people are a cost to be minimised, your organisation might survive but it won’t thrive. If, on the other hand, you fundamentally believe that human beings are valuable and a source of goodness, a true asset not in financial terms but in their very essence, you will make your decisions with an entirely different perspective. In your attitude, in your state and in your authenticity, you will be operating as a *secure base. From that position, even difficult decisions will be understood and received with a higher degree of acceptance and appreciation. You will achieve results in a way that also elevates the contribution and value of the human beings inside your organisation.”
*”Secure base is a person, place, goal or object that provides a sense of protection, safety, and care and offers a source of inspiration and energy for daring exploration risking taking and seeking challenge.”
References:
George Kohlreiser, Care to Dare, 2012
Shackleton’s Way, Margot Morrell and Stephanie Capparell
https://online.hbs.edu/blog/post/authentic-leadership