What Does it Mean to be Authentic?

Brené Brown’s latest post on authenticity captivated me early this morning. In this short read, she responded courageously to Adam Grant’s recent New York Times piece entitled: Unless You’re Oprah, ‘Be Yourself’ Is Terrible Advice.

So, what does it mean to be authentic? And is it acceptable to bring authenticity into the workplace? Rather than having an opinion, I instead draw directly from Brené Brown’s research and conclusions – after all, she studies authenticity for a living.

In my research I found that the core of authenticity is the courage to be imperfect, vulnerable, and to set boundaries.

As noted in her post, her research and books, authenticity doesn’t mean that we just say what we feel to anyone and everyone at any moment. It requires a fine-tuned sense of self-awareness and a keen eye to the situation at hand.

I strive to be fully courageous and authentic in the workplace – each and every day. That said, I have much room for improvement. For example, I sometimes struggle to recognize and throttle my high-energy native wiring within context. Courageous moments evoke strong internal emotions – however, I feel that expressing one’s emotions with compassion is key to authentic workplace interactions.

That said, my working assumption is that compassion is best shown once a bond has been formed (which takes time). This is another area of growth for me, since I have a strong desire to help others — perhaps a bit too soon though. There is much nuance behind empathy, compassion, authenticity and sincerity.

This is part of what Brown means by ‘setting boundaries’. Know your audience, know your imperfections, set boundaries — and then just “be yourself”.

Why is this so important? This is how Brown sees it:

“Vulnerability is courage and also the birthplace of trust, innovation, learning, risk-taking, and having tough conversations.”

To enrich this further, tough & authentic conversations promote transparency, and I have found that responsible transparency leads to better workplace decisions in the face of complexity – think Lean, Agile, Scrum, Large Scrum, SAFe, etc. Without transparency, all of these scaling approaches tend to lead to sub-optimal business outcomes.

I see much depth in her words and conclusions.

What does it mean to be authentic? Is is okay to bring your whole self into the workplace? Consider sharing your experience and views in the comments section below.

 

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