Being yourself is the key to leadership

What can we learn from one of the most talked about leadership stories of recent months - the successful presidential campaign of Barack Obama? Many commentators have -remarked that he appears to be a man who is comfortable in his own skin. He writes movingly in his memoir, Dreams from My Father, about his experiences growing up with a white mother and a black father in America and Indonesia. Having a black skin and an African father who he hardly knew, while being raised largely by white grandparents, caused him to reflect deeply on his identity and helped him develop authenticity.

I believe it is no longer enough for business leaders merely to deliver short-term business results, difficult though that can be. They also need to provide long-term meaning for their organisations. To do so, leaders need to be authentic; that is, they need to know themselves and feel confident revealing their core values to their staff and colleagues through their words and behaviour.

Being authentic means generating a sense of organisational purpose that is more inspiring than merely increasing profitability. Purposeful leaders help their staff feel proud of what they do, and motivated to do more. However, being authentic cannot be faked and calls for self-awareness and a settlement to whom one is. In my work as an executive coach I help leaders reflect on their authenticity and explore their purpose. In this article I will expand on what it means to be an authentic leader and outline some practical steps for those who want to explore this key aspect of successful leadership.

Knowing who you are

Authenticity starts with the fact that each and every person is unique. None of us can really be like anyone else even though many of us have tried at some time in our lives. Out of admiration for others and doubts about ourselves we have imitated the behaviour of those we think are successful. However, authenticity starts by accepting the truth that each of us has a unique set of talents, and that we are all better at some aspects of life and leadership than others. While we may choose to try to develop the skills that don't come naturally, it is folly to invest our time and energy in trying to become something we are not. Better to build on the platform of our particular set of talents. It's important to ask yourself what comes easy to you, and what you can do better than almost anyone you know?

For those who find it difficult to identify their unique talents, there are practical ways that help. Ask other people, both close friends who know you well, and casual acquaintances that have little to lose by being frank. They will identify specific qualities that you strongly embody but that you may take for granted. They will also identify the unique way in which you express those qualities and the impact that has on them.
Authentic leaders also need to consider how they use their talents. All leaders are pulled in many different directions as each day brings fresh problems to deal with, and new fires to fight.

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