Why Does Authenticity Matter in Leadership?

Why does authenticity matter as a leader? Afterall, shouldn’t a leader have it all figured out based on their experience, intellect and skill? They were put into a leadership position for a reason. Aren’t these qualifications enough?

Think about a person who inspired you in the past. Someone at work, school, or any team that required a group of people to tackle a challenge together. What stood out about this individual? What made that team successful in bonding and tackling the challenge together?

For comparison, think about someone who was put into a manager or lead position who failed to connect and inspire a group. What was different about this individual?

Leadership, above all else, is still a relationship with people. A leader serves a particular role in the team and is involved in a partnership with each individual to achieve success for the group.

Let’s focus on the relationship aspect. My belief is that no meaningful relationship will thrive without trust. Would you be inspired by a leader who you didn’t trust? Would you believe in a manager’s directions if you didn’t have an understanding of their intentions about why the team needs to operate towards specific objectives? Trust is fundamental to collaboration.

What is the best way to build trust? If you asked me a few years ago, my response would have been “Say you’re going to do something, then follow through with it.” Yes, integrity to your commitments is an important part of the equation of building trust. Another overlooked yet important factor to building trust is through authentic and vulnerable interactions.

Leadership expert Brené Brown’s background in researching shame, vulnerability and empathy stress the importance of authenticity and vulnerability. Brown’s definition of vulnerability is “the emotion we experience during times of uncertainty, risk, and emotional exposure.” Brown makes the direct connection between vulnerability and trust: “We need to trust to be vulnerable and we need to be vulnerable in order to build trust.”

Similarly, author Daniel Coyle states in The Culture Code, “Vulnerability doesn’t come after trust — it precedes it.” He explains in an example that expressing vulnerability and fear is “not just an admission of weakness; it’s also an invitation to create a deeper connection, because it sparks a response to the listener: How can I help?”

Coyle continues to explain, “Science shows that when it comes to creating cooperation, vulnerability is not a risk but a psychological requirement.” By exemplifying vulnerability, a leader invites his team to mirror the same authentic interactions, setting the tone for collaboration. “Exchanges of vulnerability, which we naturally tend to avoid, are the pathway through which trusting cooperation is built.”

The best way to earn trust is to extend trust to others. Trust in your team and the people you interact with by demonstrating vulnerability in things that you value. Express authenticity with transparent communication of your vision and intent. Share your optimism in growth opportunities, and surface the risks and your fears. Demonstrate your faith in the team and their execution while acknowledging the consequences of failing as a group. Openly talk about the good, the bad, and especially the ugly when things aren’t going well. When you do so, it invites constructive discussion and problem solving as a team.

When you lead with authenticity, you build the foundation of trust needed for collaboration. You show your passion to achieve as a team, while demonstrating vulnerability by recognizing not everything is certain and risk-free. This invites each member to work together, step up to the challenges ahead, and accomplish as a team.

References

• Coyle, Daniel. The Culture Code: The Secrets of Highly Successful Groups. New York, Bantam, 2018.
• Brown, Brené. Dare to Lead: Brave Work, Tough Conversations, Whole Hearts. New York, Random House, 2018.

Originally posted on LinkedIn.com July 29, 2024