Authenticity

Authentic Leadership was first popularised by Bill George in his book of the same name. It highlights the importance of leaders being true to themselves and their values, because that’s what cultivates trust and engagement among employees. Authenticity sounds like the approach every leader should aspire to. But it’s much rarer than you’d think.

Authentic leaders have a deep understanding of their strengths, weaknesses, values and beliefs. This enables them to lead with confidence and clarity, making decisions that are easy for others to rationalise and embrace.

Authentic leaders adhere to their ethical standards and values, fostering a culture of trust and respect within their organisations. Their consistency reinforces their credibility.

Authentic leaders communicate openly and honestly, and demonstrate a genuine concern for the well-being of their people. They listen actively and strive to empathise (understanding the perspectives and feelings of others) which lifts morale in hard times. They are dedicated to their own growth and the growth of their colleagues. Investing time and resources in personal and professional development.

Most importantly, authentic leaders are driven by a clear sense of purpose. Aligning their own actions with the organisation's mission and inspiring teams to work towards common goals that extend beyond profit.

Working in organisational culture change, I often see the business impact of authentic leadership. It encourages openness, respect, and more ethical behaviour. Decision-making tends to be better because more opinions are sought. Innovation, taking the best ideas and making them work, is always stronger in these cultures.

Warren Buffett of Berkshire Hathaway is often cited as a model of authentic leadership due to his straightforwardness and humility. He openly discusses his mistakes and emphasises the importance of learning from them. His candid approach fosters trust and loyalty among his employees and investors alike.

More than 60 years ago, one of the 20th century’s most influential businessmen, David Ogilvy, laid down his expectations for the leaders who worked for him in his advertising network.

He wanted ‘No phonies or zeroes’.  Big people without pettiness, but with high standards of personal ethics. Hard workers, stable under pressure. Brilliant brains, not plodders. Leaders able to inspire enthusiasm with their infectious gusto. Smart enough to hire good people and brave enough to fire non-performers. With a streak of unorthodoxy and the urge to innovate.

He told them: “Make the most of the men and women on your staff. Treat them as grown-ups and they will grow up. Be affectionate and human not cold and impersonal. Give them challenging opportunities, recognition for achievement, and more responsibility.  Give outstanding performers spectacular rewards because nothing is too good for them.”