Authenticity in leadership is a hot topic these days. In fact, we read about it so often and hear it expressed in other media so much that I fear it is in danger of becoming one of those dreaded buzzwords.
To me though, authentic is something we strive to be. There is no piece of software or manual that gives instructions on how to become an authentic leader.
I recently read an outstanding article titled ‘The Why (and How) of Employee Engagement‘. It incorporates an interview with Kevin Kruse, entrepreneur and CEO of Kru Research and co-author, along with Rudy Karsan, of We: How to Increase Performance and Profits Through Full Engagement.
I am particularly interested in this topic as it is often one of the key differences between those in charge who are managing and those who are leading. Employee engagement is a large topic with many inputs. On a one-to-one level or team level the connections made form part of the engagement story.
There are many interesting points made in the article, notably the need to apply the same rigor and analysis to engagement as we would any other area of management by measuring its success, holding leaders accountable and examining employees’ motivation at work. (1) The leader who is effective in their role recognises that connection between people occurs through more than just the words used. A bond is formed that can be difficult to explain, but has many benefits, both for the people involved and the employer. I believe that we have an obligation as leaders to provide the best opportunity to develop others and the ability to align with depth in your team is a platform to work from in this process.
I found the end statement in the article most compelling: The real why of engagement is not just about company profits. It’s about what you do on a day-to-day basis to impact the health of those who report to you. It’s impacting the relationships and the families of those who report to you. I never hear this in the talk about engagement. People talk about getting a five-times-higher stock price, [and] you want to engage your people so they don’t go to the competition. Those are good reasons, but I forget those reasons when I show up at work and I have a full calendar and 100 emails and reports to do.
What’s going to touch me, what’s going to motivate me, is when I look at that direct report. I see Jane there and I see her husband and I see her kids. What I do and say on a day-to-day basis is impacting Jane and her family. That’s going to help me be engagement-oriented on a day-to-day basis. (1)
The ability to connect with others, both in and out of work is so important. This is about understanding the person as a person, not an employee. In the workplace these are often seen as the soft-skills or ‘nice to have’ attributes, but are underestimated in terms of the benefits. The process of ticking boxes so that it appears the manager is doing their job by pretending to build strong and meaningful relationships offers little value. Most people, even those who cannot define or articulate the reasons why, will usually know when a manager is genuinely connecting or is doing it to play a part.
Connecting with people provides a platform for influence, delegation, trust-building and other positive outcomes. An effective leader knows this intuitively and works hard to make sure relationships exist with meaning, even when there may not be an initial strong affiliation. A few key thoughts:
Let me know what you think.
(1) The Why and How Of Employee Engagement (talentmgmt.com)
A few questions that I have been recently pondering.
I had a coffee last week with 
Steve, someone who I was meeting with for the first time. Overall the meeting went well and we discussed many thoughts, concepts, real-life scenarios and philosophies regarding work culture and leadership. We covered background information and work history, along with discussion about values and motivations. Overall, it was a fantastic discussion and I felt a natural level of affiliation with Steve as we held many similar views.
During our chat though, he asked a great question. Considering my passion for leadership development it is a great point – possibly the most relevant question to be asked and it is something that I have thought about since.
What qualifications or credentials do I have that allow me to focus on leadership development?
I explained that I have formal qualifications and regularly coach, mentor and train others in effective leadership, having done so for many years. I have a passion for leadership and have been fortunate to have had the opportunity to contribute to the development of many leaders throughout my career. This passion led to the creation of CoachStation in 2010 targeting leadership development as a brand and niche’ market. All things I am very proud of and have worked hard towards but…
…the question still lingered – what credentials or qualifications do I really have to develop leaders?
I recognise that there is no right or wrong answer, however I have had many thoughtful moments over the weekend seeking to clarify this for myself:
The above points are not conclusive. I recognise there are possibly dozens more answers, reasons, attributes and drivers but I feel that these are my core contributors. The ultimate answer to the question, what are the qualifications to teach others about leadership is actually best answered by others. I will return to this point in a moment.
A few years ago I had with someone and being our first meeting, was a sounding out and observing one another scenario. He asked me a question that, although different to that asked by Steve, has great relevance to this theme. I was asked me if I thought I was a good leader?
At face value this is an obvious question in the work context I was in and certainly relevant, considering our relationship. It was more than that for me though and has been a question I have asked myself often since. We discussed several aspects and views of what good leadership is and again, shared many philosophies. Overall, a great discussion triggering the beginning of a great relationship that continues today.
The ultimate response that can be applied to this question is best answered by others. It is not avoiding the question or an acknowledgment of irrelevance. The very essential elements of leadership – the measure of effectiveness, credibility and judgment that provides an answer to leadership effectiveness actually comes from those you lead!
The genuine joy, pleasure, validation, satisfaction and reward that I get from developing others cannot be described to someone else. It is something that needs to be felt. It is humbling. It fulfills. It is something that gets to the core point about development.
When you get to the stage when you realise that there is greater satisfaction and joy in the returns you get from helping and developing other people, it is hard not to want more. It has greater depth than taking – it is addictive!
It is also what colleagues, peers, team members and other people can and do see in their leaders every day to varying degrees. Effective leaders portray this in what they say, what they do, how they do it and how they make others feel. It is not a black art. It is no mystery, but it takes time and effort to grow to a point where you genuinely ensure it is how you operate consistently.
The credentials, the right and the opportunity to lead is judged and assessed every day. Effective leadership is measured by the difference you make through and with others. The answer to both questions though, is answered best by those around you.
Regularly assess your leadership effectiveness through measures beyond your own internal reflections and view. If you are unsure, ask. It is guaranteed that your people will have a view – whether you know what that is is up to you!
