#authenticleader

We’ve often seen the word “authentic” being used to describe leaders, influencers, and personalities, especially in the time of digital media. But what does being authentic actually mean, besides being a trendy hashtag? What does authentic leadership look like and can we be more authentic leaders? 

A leadership coach and consultant with senior operations experience in several Fortune 500 companies, David Brown Jr. has uncovered revolutionary ideas on authenticity in leadership while continuing his doctoral studies at Temple University. His first book, Letters to Lucia: 8 Principles for Navigating Adversity is a product of a cathartic transformation, the philosophies of which have helped shape Brown’s ideas on authentic leadership. 

On this episode of The Corelink Solution, David Brown Jr. shares his findings on authentic leadership, after years of study and personal discovery. We discuss how authenticity is not only about “being true to one’s self,” but is a product of many factors, including environment, experience, and synergy between the intrinsic and extrinsic.

Leadership, Inside And Out

David believes that authenticity occurs when there is agreement between our intrinsic processes and extrinsic demonstrations. According to David, intrinsic processes are the thoughts, feelings, emotions, beliefs, values, and internal concepts that we carry with us in our everyday lives. Extrinsic demonstrations are the outward set of actions and behaviors that follow these internalizations. “The more aligned those two are, the higher the person's level of authenticity. The more misaligned they are or less congruent, the less authentic they are… Think about someone who believes something truly, and they go out and pound their chest in that belief, then they’re being authentic. But put yourself in the corporate world - how often do we have a thought, as a leader, and we choose not to act on it? In that environment, we are revealing less of who we are. However, it doesn’t mean that that’s not truly a part of you, because it’s a part of you in a very specific context.”

The Self In Leadership

As David shares in this episode, a lot of self-discovery and transformation first had to take place before he formed his thoughts on authentic leadership. Fresh off of his personal trauma, David’s journey to authentic leadership began when he acknowledged what was in his control - the self - and what was not. 

“Authenticity is a journey of self. To me, that’s such an important starting point because we are conditioned and taught to try to control the environment. To ‘go make it happen.’ The way I look at it is that the environment is simply a reflection of me. You can get three of us in a room, and we’re all seeing the same thing, but we’re all perceiving and interpreting it differently because of our experience and our underlying belief. So, instead of focusing on changing the environment, focus on changing yourself.”

Be Open To Possibilities “A few years ago, I developed a mantra. I was in meditation, and I saw myself running towards the edge of this cliff... As I’m watching this image unfold, I heard this voice or I had a sense. It basically was, ‘There will either be more road or you’ll grow more wings.’” 

This mantra not only carries David through difficult crossroads or uncomfortable situations, but at its core, encourages him to be open to possibilities. In realizing that each person experiences a different reality, David links this to several different possibilities being presented at any one time. Once you can let go of your own reality, what you believe to be true, the possibilities then shift. More roads are discovered, and others may even grow out those wings. 

Fear Is The Mindkiller

We often think of fear as being the direct opposite of bravery, but as David researched, fear also reduces authenticity, one hundred percent of the time. It’s not uncommon to find instances of repressed authenticity because of fear of judgment, repercussion, or ridicule. 

“When we’re in certain environments where we feel more authentic, it’s because our own values, beliefs, etcetera, align to that of the environment. We have a feeling of being in resonance, where we feel connected to the environment. That’s one group. The second group feels resistance in that space. They potentially leave, and find a new environment that matches them. The third group feels resistance, but they’re not willing to leave. So instead, they do what I call silently suffer. People are constantly in one of those three buckets, and in my mind, as we move from context to context, we’re constantly changing.”

Watch or listen in full at https://thecorelinksolution.com/podcasts/episode-35/

During a time of uncertainty, social distance, fear, and panic, how do businesses stay connected?

In a recent episode of The Corelink Solution, career architect Amita Mehta talks to us about the importance of being human, of putting compassion and humanity into your business, even if it’s just a simple “how are you?”

Amita’s career has a little bit of everything — some business advising, work in finance, and even a background in collegiate basketball. This illustrious background, coupled with her no-nonsense attitude, has made even the most senior of CEOs turn her way for her counsel.

She didn’t always have it this easy, however. Amita recalls how being comfortable in her own skin took years. Although praised today for being outspoken, she also shares how she felt like she didn’t have a voice at the table in the past. Today she influences and inspires people to be authentic doers and unapologetic dreamers.

As the world advances further into unfamiliar waters due to the effects of COVID-19, people turn to leaders to give them direction. They turn to world leaders, they turn to leaders within their immediate sphere, and in the workplace — they will most definitely turn to you. What does it take to be able to lead people in this unsettling time, even as you might be facing some uncertainties yourself? Take a look at what Amita has to say on the social part of social distancing and being present, though the world seems to be falling apart.

There Is No Work-Life Balance and What Is Important To Employees

This sounds like the most obvious thing in the world, but it’s usually what people miss out on the most. This is where organizations lose people these days. Never before has the workforce been more focused on one’s purpose. Why are you working here? Why are you working so hard? To what end? Employees used to proudly balance work and life, but today, work and life have become one and the same. Amita and James discuss how work and life have become so intertwined that it’s more important than ever to be human and relatable as a leader.

Amita and I discussed some of the findings from Gallup’s most recent survey where they highlight the shift of what is most important to employees in the workforce.

Over-communication

Social distancing might be the new normal, but today’s world has equipped us with the right tools to actually over-communicate. This doesn’t mean micromanaging every little detail of your team. It is about getting the work done, but it also is about being human.

How does one do this? Amita suggests, other than morning huddle sessions, check-in with your team. How are they doing? How are they coping with the pandemic? Shoot from the hip and be vulnerable by recording and sending videos. Share with your team to let them know that, even though you’re not with them physically, you are absolutely 100% present.

Vulnerability

The traditional image of a leader is usually someone tough, unyielding, and that knows the answers to everything. Amita believes that today there is more value being placed in a leader who isn’t afraid to be vulnerable. Sometimes, this might even mean admitting or communicating that leadership isn’t for you, and that’s okay.

Individuals in the workforce today need to have these vulnerable conversations. That vulnerability opens doors for those who do get excited about the prospect of leading and coaching people and getting the right people in the right roles.

Code-Switching

Amita says that there were times along the way that she could have stepped up and leaned in on things that perhaps didn’t sound so right in a meeting. But she hesitated. “Will they not like me if I make a point that goes against the grain? Could I get fired? Could I lose my job?”

We know this scenario. We’ve probably all been in a similar situation. We’re all guilty of putting on a certain face, especially if you’re face to face with a superior. But as Amita shares, maybe it’s actually better not to hide the different aspects of yourself. Employees don’t always have to be silent, no vote needs to be forfeited if tempered the right way.

“I feel like [staying true to my value base system] has served me well, over time… People will learn to trust you if you’re willing to show them the mirror.”

Be Comfortable With The Uncomfortable

Leadership often requires putting yourself in uncomfortable situations. When you give everyone a voice at the table, you’re bound to encounter different opinions. How do you deal with this?

Amita shares how she sees herself as a straight shooter. She’s pretty comfortable with having uncomfortable conversations, even if this means telling your manager something he/she may not want to hear. When we’re honest with individuals in a way that does not put them on the spot or antagonize them, they’ll be more willing to listen and seek advice. Amita built this reputation around her and learned that when people trust the truth in you, they then turn to you for counsel.

“Mahatma Gandhi was the primary leader of India’s independence movement and also the architect of a form of non-violent civil disobedience that would influence the world.”  http://www.biography.com/people/mahatma-gandhi-9305898#synopsis

Gandhi led India’s independence movement in the 1930-40′s when they were colonized by the British. He lead the movement by his speeches and peaceful protests. Gandhi was a Transformational Leader, because he made others feel confident and powerful, while they were under British rule. Gandhi had a vision in mind and led appropriately joining forces with his community to accomplish a common goal...FREEDOM. 

Gandhi was also an authentic leader. He was “open and honest in presenting one’s true self to others (Relational Transparency)...had the ability to analyze information objectively and explore other people’s opinions before making a decision (Balanced Processing)...used his internal moral standards and values to guide their behavior rather than allow outside pressures to control them (Internalized Moral Perspective) ...he was able to understand himself, including his strengths, weaknesses and the impact he had on others (Self Awareness).”  (Northouse, Leadership Theory and Practice 7th edition, page 202-203)