How Leaders Can Embrace Growth and Adaptability.
“Be authentic”. It’s a mantra that has become ubiquitous in business and leadership advice. The idea is that to be an effective and admired leader, you need to show your true self, be vulnerable, and avoid putting on a mask or persona. By being authentic, the thinking goes, you’ll build trust, connect with others, and make a lasting impact.
This conventional view of authenticity can limit leaders and hold them back. There’s a lot of pressure on leaders to be authentic, to be themselves. But that can be a trap.
The pressure to “be authentic” often prevents leaders from experimenting, trying new behaviors, and expanding their repertoire. Instead, they feel they need to always project a consistent, stable self.
The problem is that the “true self” that leaders are expected to reveal is often more narrow and constricted than the dynamic, multi-faceted selves we all possess. By clinging to a singular authentic self, leaders can end up stunting their growth and self-expression.
Authenticity is not about revealing a consistent, stable self. It’s about being true to the process of becoming who you are.
The Dangers of Authenticity Traps
The idea that leaders need to “be themselves” and avoid any kind of persona or mask-wearing is pervasive. Popular leadership books and coaches often encourage executives to strip away any sense of artifice or impression management and simply show up as they truly are.
But this simplistic view of authenticity can backfire. When leaders feel they need to rigidly adhere to a single authentic self, they may pull back from vital developmental experiences that could help them grow.
The pressure to ‘be authentic’ can limit leaders from developing and growing. If you feel you have to adhere to a singular, fixed notion of authenticity, you might shy away from trying new behaviors, experimenting with your communication style, or stepping outside your comfort zone; even though those very actions could help you become a more effective leader.
Instead of expanding their repertoire, leaders trapped in a narrow conception of authenticity may retreat into a defensive posture, clinging to the persona and traits they feel are truly “them.” This can make them appear inflexible, out-of-touch, or unwilling to adapt to evolving challenges.
An Expansive View of Authenticity
Rather than clinging to a singular, stable self, true authenticity is a process of self-discovery and reinvention. It’s about being true to the full scope of who you are, including parts of yourself that may be latent or under-expressed.
Authenticity is not about revealing a consistent, stable self. It’s about being true to the process of becoming who you are.
This means embracing the idea that we all have multiple, shifting selves. We play different roles and enact different personas in different contexts. A leader may be analytical and reserved in the boardroom, but playful and expressive at home. An executive may shift between confident and vulnerable, directive and collaborative, depending on the situation.
The key is to see these shifts not as inauthentic mask-wearing, but as an expression of the full richness of who we are. Authenticity, in this view, is about staying true to our deepest values and motivations, while also allowing ourselves to adapt, experiment, and grow.
It’s not about revealing some fixed, essence. It’s about being truthful to the ongoing process of self-creation.
This means that leaders should feel empowered to try on new behaviors, communication styles, and ways of being; not as a form of deception, but as a means of expanding their repertoire and uncovering new facets of themselves.
Rather than adhering to a singular, unchanging sense of self, we need to reframe authenticity as an ongoing process of self-discovery and reinvention. Authentic leadership goes beyond adhering to a single, narrow version of ourselves. True authenticity emerges when we embrace the full depth and breadth of our being, the diverse facets that make us who we are. It’s about embracing the fluidity and versatility of the human experience, not clinging to a rigid conception of the self.
Implications for Leaders
What does this more expansive view of authenticity mean for how leaders should approach their development and self-expression?
Embrace Experimentation. Rather than worrying about being “true to yourself,” leaders should feel free to experiment with new behaviors, communication styles, and ways of being. This isn’t about putting on an inauthentic mask, but about uncovering new aspects of themselves.
Tolerate Temporary Discomfort. Stepping outside your comfort zone and trying on unfamiliar leadership personas can feel awkward or inauthentic at first. Leaders are encouraged to push through that initial discomfort, knowing that it’s a necessary part of the growth process.
Cultivate Adaptability. The most effective leaders are those who can fluidly shift between different modes of being, from analytical to empathetic, from directive to collaborative. Authenticity, in this view, is about having a diverse toolkit and deploying the right approach for each situation.
Focus on Values, Not Scripts. Rather than clinging to a fixed leadership persona, leaders should focus on staying true to their core values and motivations. This gives them the flexibility to adapt their behaviors while still being authentic.
Embrace the Messy Process of Self-Discovery. Authenticity isn’t about revealing a pre-existing, stable self. It’s about the ongoing, often messy process of uncovering new facets of who we are. Leaders should approach this journey with openness and curiosity.
By embracing a more expansive view of authenticity, leaders can free themselves from the constraints of trying to project a single, consistent self. This allows them to experiment, grow, and unleash the full richness of who they are — which, in turn, can make them more impactful, adaptable, and inspiring leaders.
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