Do we have a cult of authenticity?

We hear more and more about the importance of bringing our ‘whole selves’ to work and being fully authentic in professional settings.

But I think there’s a risk we’ve taken this idea a step too far.

As employees, colleagues, managers and leaders, I don’t believe we need to share everything with everyone. I believe in appropriate authenticity.

Knowing yourself – your values, motivations, blind spots and biases – is incredibly powerful. And sharing aspects of those things, in trusted and psychologically safe environments, can strengthen relationships and collaboration enormously.

But ‘baring all’ at work isn’t always helpful. In some situations, it can even become counterproductive.

The same applies to leadership.

It’s great to have strong relationships at work. But while leaders should absolutely be human and approachable, I don’t believe effective leadership means becoming everyone’s friend. Respect, trust and connection are not the same thing as total emotional openness.

I’ve been reflecting on this after conversations yesterday around cultural intelligence (CQ) and radical candour. I shared some of my own experiences and insights on both topics – and was reminded that good leadership is often less about radical transparency and more about thoughtful judgement.
Perhaps authenticity at work isn’t about revealing everything.

Perhaps it’s about knowing what is useful, responsible and constructive to bring into the room – and when.

#CQ #RadicalCandor#LeadershipReflection