Our working lives sometimes don’t run smoothly .. no matter how much effort we put in or how we plan and problem solve. At times like these, how do we cope, keep going, and still feel good about ourselves? I believe that’s where knowing ourselves and living and leading in a way that we can look back on and know we were authentic and had good intentions can really help.
Sometimes we don’t recognise at the time that living and leading authentically is helping us – but we may get a reminder of that later.
I found myself reflecting on this topic as a result of winning an award at the end of season hockey dinner on Saturday …what’s that got to do with authentic leadership you might ask? Well, I’ll explain, firstly sharing what it means to lead authentically .. and then after the hockey story, sharing the factors or behaviours that help us to lead authentically.
You don’t have to be a leader to lead … we all have the opportunity to show leadership whatever our role and to lead authentically requires the same things of us whether in our first step of our career or at the pinnacle.
What does it mean to lead authentically?
I like the way that CCL define authenticity to help understand how to answer this question: ‘Authenticity is best thought of as a condition or dynamic balance — and not a personality trait. Achieving authenticity doesn’t mean it’s yours to keep. You have to work to remain authentic, continually reviewing your priorities and choosing behaviours that match those priorities as circumstances change.’ As such, to achieve the dynamic balance requires a focus on a number of factors or behaviours.
I joined a new hockey club this year. As an older player I wasn’t expecting to get a place in the first team but through fitness and commitment I did and I managed to hold on to it for the season. I understood that I’d be a squad player – often starting on the side line and brought on after about 10 minutes to put in a 20 minute shift or so. I knew I couldn’t inspire the younger players through my speed (many were over 25 years younger than me) but I gave 100% whenever I was on the pitch, I took time to get to know everyone, I encouraged players when they were disheartened and provided a listening ear, and I took time in the warm up with any second team players who were playing up for a week to help them feel welcome and reduce their nerves. I got asked to play in lots of positions to give a rest to team mates and I also got asked to play in the second team one week when we had full availability and just too many players which I did with the same 100 percent effort.
There were times when I felt a bit emotional as I came to terms with how I couldn’t play in the way that I used to when I was younger or got less pitch time and I had to process this so that I could show up in line with my values; having been a Captain, I know how difficult it can be to manage players and their egos! Whenever I had any issues, I took the time to communicate with the Captain to address issues head on.
Looking back now, I can see my values playing out at times – responsibility is one of those .. that I take responsibility and that includes addressing issues face on. Belonging is another .. I wanted to feel and be part of the team and that required some sacrifices at times.
At the end of season dinner, a number of awards are given. I received the 1st XI Captain’s Player of the Year. I didn’t see this coming and it meant a lot. This is not about being the best player (and I certainly wasn’t that!) – the Captain said that I was receiving it because I was a team player, giving 100% in every game, playing wherever I was needed without complaint, and doing what the club needed playing in the second team on that one occasion.
I like to think that I demonstrated the dynamic balance of authenticity – recognising that priorities changed at different times and needing to remind myself what being true to my values would look like wanting to role model good player behaviour. I wasn’t the leader of the team but I knew that I could show leadership in a different way.
So how do we achieve the dynamic balance of authenticity in the workplace?
- Increase your self awareness – be clear on what you care most about including what your values are. This can help you in the same way that a compass helps you find direction – to guide your behaviour.
- Assess and evaluate your behaviours – do they align with what you care most about or are you letting your emotions lead? How can you manage your emotions to behave in a way that you’ll be proud of later?
- Look for opportunities to collaborate – working with others helps us to keep a broader perspective, and to balance the risk of negative self-talk when things are not going our way so that we can continue to honour our values in how we behave.
- Communicate openly and honestly – and do this while being supportive and, where needed, showing compassion. To do this well we need to go back to point 1 .. we need to communicate firstly with ourselves, managing any emotion so that we can communicate effectively.
- Get support where needed – sometimes leading authentically requires taking risks and showing courage – having alliances and supportive colleagues at times like these can help you to follow through on your intentions
I can’t promise you a physical award if you follow these tips but you’ll have the personal satisfaction of knowing that you’ve been true to yourself and role modelled good leadership behaviour.
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