Picture this: you’re wearing a borrowed suit to an important event.
Sure, it might make you look the part at first, but if it doesn’t quite fit, it's only a matter of time before everyone notices. You’ll start to feel self-conscious, adjusting the cuffs or pulling at the collar, revealing your discomfort. Leading without authenticity is a lot like that—if it doesn’t suit you, people will see through it.
I've worked with many leaders over the years who have felt pressure to be someone they’re not.
Sometimes, it’s an attempt to “play the part” to get ahead. Other times, they’re role-modeling someone they admire or haven’t really had the chance to dive deep into understanding who they are. This approach might work for a while, but it’s not sustainable. People have a great radar for authenticity—or the lack of it—and can tell when someone isn’t genuine.
The key to Real Leadership is not pretending to be someone else.
It’s growing and expanding from the core of who you already are. E.E. Cummings once said, “It takes courage to grow up and become who you really are,” and he couldn’t be more right. Authenticity takes guts; it requires us to step into our strengths, admit our weaknesses, and present ourselves honestly to those we lead.
A powerful example of inauthentic leadership is Elizabeth Holmes, the founder of Theranos. Holmes tried to position herself as a visionary in the tech-health industry, famously emulating the persona of Steve Jobs, down to his black turtlenecks and a deeper, more authoritative voice. But her public image was a façade, one that didn’t align with the reality of her company’s technology. Holmes concealed Theranos' limitations and projected a success that wasn’t there. Eventually, this image crumbled.
In January 2022, Holmes was found guilty of defrauding investors, and her attempts at being someone she wasn’t led to personal and professional disaster—not just for her, but for her employees, investors, and even the broader healthcare industry.
Leaders who embrace their authentic selves create an environment of trust and openness.
Amy Edmondson’s research on psychological safety shows that leaders who make it safe for others to be themselves foster a culture of innovation, engagement, and collaboration. People feel free to take risks, share ideas, and be vulnerable. On the other hand, when leaders are inauthentic, they can cultivate a culture of fear where team members may become defensive, avoid risks, and disengage.
Authenticity isn’t about being perfect; it’s about being real. Knowing your values, understanding your strengths, and showing up as the best version of yourself is what builds real connection. And, as any leader who has tried on a “borrowed suit” can tell you, it’s far more comfortable to lead in your own clothes.
So, take the time to reflect on who you are, own your unique qualities, and let that be the foundation of your leadership. It won’t just benefit you—it will transform your team.
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