How authentic should leaders really be?
How authentic should leaders really be?
First published by Management Today
Management Today asked a C-suite panel, including Istoria Group’s CEO, Sam Rowe, to debate whether you can bring too much of yourself to work.
When employers feel psychologically safe to be themselves, they can be honest about where their weaknesses lie and ask for support without judgement, be more productive and build genuine relationships in the workplace.
But what if being an authentic leader means going public with unpopular - or unacceptable - opinions?
When the price of speaking off the cuff in video meetings is your reputation, it won’t be long until leaders will only be authentic if their views align with those of their team.
Here is what Sam Rowe says about how authentic leaders should be.
“Not only authenticity, but consistency and transparency are vital for successful leadership. If the mask slips, you will be found out in the long run and the cost can be horrendous. Just ask Gerald Ratner. For an SME in particular, authenticity is perceived to be closely linked to a leader’s personal values and probably plays an even more important role in your company’s success. If you can deliver on what you say you are, your reputational feedback will be the same as your marketing, which not only reaffirms your credibility but sets you apart and can become your USP, helping attract like-minded clients. A corporate personality is not as complex as a real person and it’s good to recognise that from the start. It’s not about being a saint. It’s about having a limited number of true beliefs – and delivering on them.”
Sam Rowe, CEO of Istoria Group