I’ve always believed in the importance of authenticity and what it can achieve for leaders and teams. This may seem like something you’d say at a TED Talks, but bear with me! Real leadership is more than simply words; it is behavior. An genuine leader demonstrates their actual self in all they do, even when circumstances are difficult. It takes bravery to be your real self since being vulnerable means displaying all of your shortcomings. But, I think that anybody can build this style of leadership inside themselves by following these four steps:
What exactly is real leadership?
Being honest to oneself is essential for authentic leadership. It entails being truthful, courteous, and dependable. Genuine leaders treat people fairly while also being genuine in their actions and comments.
To lead with integrity, you must be truthful in your interactions with people by stating the truth even when it is unpleasant or unpopular to do so—and here is where many leaders fail since there is always someone who does not appreciate hearing bad news!
What difference does it make?
True leadership is more effective.
Genuine leaders are more trusted by their staff and consumers alike. Authenticity makes you more successful in conflict situations because it allows you to view things from different perspectives, allowing you to develop solutions that work for everyone involved, not just one. Those who are willing to be open about their ideas are better equipped to produce fresh solutions than those who stay with what they know works every time because it has done previously (and may continue working as long as nothing changes).
Authentic leaders’ ability to listen carefully and respond appropriately is also required for innovation; this means that having an authentic leadership style can help your business stay ahead of its competitors by allowing it to adapt quickly when necessary without losing sight of its core values or mission statement along the way!
How to be a more genuine leader.
There are several methods to be real, however the following are some of the most important:
Be true to yourself. This is the most evident, but also the most difficult. You may believe that in order to lead well, you must put on a mask and appear to be someone else; however, this is not the case; instead, you must discover your own style and learn how to apply it effectively as a leader.
Be honest with those around you when they most need it (and sometimes even when they don’t). When someone approaches their manager or supervisor for assistance or advise at work or school, they are unlikely to appreciate imprecise responses such as “I don’t know” or “I assume so.” Instead of offering these types of replies, when asked questions regarding anything particular, such as this one, just respond “Yes” or “No.” This will demonstrate to others that what matters most isn’t necessarily whether something works out perfectly every time; rather than focusing solely on results, as we often do in our daily lives as leaders who want nothing more than perfection from themselves before assisting others in achieving similar success levels through our guidance/advice, etcetera!
The ability to be your authentic self is critical for establishing trust with people and fostering a great workplace atmosphere.
Being a “lovely” person is not necessary for authentic leadership. It’s about being yourself, even when it’s difficult or unpleasant.
Genuine leaders communicate with people in ways that are trustworthy, honest, and open. They don’t need to brag or manipulate to prove themselves because they’ve created a culture of trust inside their company by sharing information freely and honestly with everyone engaged in the business—from customers to suppliers to workers at all levels of the organization (including those who report directly to them). Genuine leaders also understand that their values are more important than external incentives like money or prestige, thus they are driven by these values rather than external benefits like promotion prospects or pay rises.
An authentic leader will always make ethical judgments based on what he feels is best for his organization rather to what may profit him personally; this includes employing individuals who share similar beliefs so that there is no conflict between what has to be done and how best it should be done (i..e., hiring someone else who may be better qualified).
Conclusion
The main truth is that leaders may benefit much from sincerity. It enables you to engage with your staff on a more personal level and foster trust. People who trust you are more inclined to take chances, which leads to workplace innovation and creativity.
