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BE YOURSELF,
BUT CAREFULLY
MEGHNA MAHESHWARI
APPLICATION NO. PGDM2020-1531
PGDM 2020-22 BATCH
AUTHENTICITY
One word to describe the heading “Be yourself, but carefully” is
AUTHENTICITY. Authenticity has become the gold standard for
leadership.
But a simplistic understanding of what it means can hinder your growth
and limit your impact.
AUTHENTICITY
MISTAKES
2. BUMBLERS
Bumblers know much about themselves but they are not aware of how to
present infront of others. Incompetent to their colleagues social cues,
bumblers make ill-timed, inappropriate disclosure.
For example: Roger, a partner of multinational company was asked to
boost the market share of his Asia-Pacific office. While coaching, he shared
a story about losing his first client, to which the Asian colleagues believe
that new leader turns out to be a risk for their honor.
3. OPEN BOOKS
Open books talk endlessly about themselves, about others, about
everything; they’re too comfortable communicating. So although colleagues
may seek them out as sources of information, they ultimately don’t trust
them.
For example: An outgoing senior manager, Jeremy, through his warmth and
intelligence has ability to draw anyone into conversation as if they are his
friends. But his aggressive familiarity questions whether he is prudent
enough for client work.
4. INSCRUTABLE LEADERS
Inscrutable leaders are quiet introvert and finds difficulty in sharing
information about themselves at office. They can’t create long-term office
relationships.
For example: Aviva, a registered dietician is talented and passionate,
however fails to communicate her enthusiasm and long term vision. Even at
female entrepreneur meet she opted to present basic annual report rather
than attracting the audience with personal story like others did.
5. SOCIAL ENGINEERS
Social engineers are similar to inscrutable and to bumblers but their
chief shortcoming is the way they encourage self-disclosure within their
work groups. Instead of modeling desired behaviors, they sponsor
external activities such as off-site team building.
For example: Andrew is a unit head at a financial services firm with an
ultracompetitive corporate culture. Every year, he sends his team on a
mandatory retreat run by an outside consultant who demands personal
revelations in artificial settings. Yet Andrew never models or encourages
self-disclosure in the office—and he looks the other way if employees
exploit colleagues’ self-revealed weaknesses to get ahead.
A FIVE-STEP PATH
• Heading towards new development in leadership and management, we are taught to
bring our full selves to the office.
• But on the other hand, we should be aware of presenting the quality and quantity of
information about our self for effective leadership.
• For example: Mitch, the director of a major U.S. university in a meeting with a dean of
a prominent college mentioned about his excitement for attending the meeting which
turns out to be a rejection of his proposal. This happened because of his friendly
behaviour and self-deprecating attitude.
• Subdued by that experience, he decided to be better at revelation. For instance, while in
meeting with a partner, she raised a question whether her students could perceive at his
university.
• To which he shared his personal experience of challenges faced in exchange program .
This story demonstrated an understanding to his partner’s concern.
A FIVE-STEP PATH
FOLLOWING ARE THE STEPS REQUIRED:
1. Build a foundation
of self knowledge
2. Consider relevance
to the task
3. Keep revelations
genuine
4. Understand the
organisational and
cultural context