We can spot a phony a mile away. But when someone relies upon his or her own genuine character and real strengths to move forward to a goal, we know it, and even though we may not embrace the image, we respect the person.
To be sure, authenticity is a characteristic to be valued in both genders. It is still worth emphasizing that today we have several public role models of truly authentic women who demonstrate this point. For example, Newsweek reports: "[t]here are more female governors in office than ever before, and they are making their mark with a pragmatic, post-partisan approach to solving state problems" (October 15, 2007, p. 66). These women receive high marks for, and in my view, rely on their authentic qualities of "honesty, cooperation and caring—as well as toughness." (Id.)
My experience has shown me that women are not monolithic. We vary in the degree to which we are "comfortable" advocating what often are considered women's issues (e.g., education and healthcare) and boasting about what generally are perceived as women's strengths (e.g., multi-tasking, collaboration, consensus and team building). A recent Catalyst study found that women were subjected to the extremes of perceptions, but were never "just right." If women leaders act consistent with gender stereotypes, they are perceived as being "too soft." On the other hand, if they behave in a fashion that goes against gender stereotypes, they are considered "too tough."
Finding a balance between "too tough" and "too soft" can be a frustrating and daunting mission, but relying on your authentic self can lead you to a successful and rewarding career.
3 Tips for Finding your Authentic Self:
1. In Business, "The Business" Comes First
No matter how worthy the cause, unless it is a purely charitable pursuit, organizations are not going to invest time, money, and effort into an endeavor or a position that is not related to advancing "the business."
2. Combine a Business Interest with Your Own Leadership Style and Passion
I am a lawyer, but have I found even more satisfaction from leading a human resources team. As an HR executive and employment law policy leader, I have steered clients beyond what is merely legal to what is profoundly right.
3. Search for the Greater Good
for the Business
I have found working for the greater good for the
business has led me to the realm of diversity and inclusion
strategy, which finds its beginning, and only its beginning, in
equal opportunity and related compliance matters.
As a leader, I look beyond compliance to that energetic framework of strategic goals that seek to make organizations qualitatively better—in their people management and in the delivery of their products and services to their customers, clients, stakeholders and communities.
Remaining authentic to yourself and to your work will lead to a more gratifying and fulfilling experience. Ultimately, this authenticity will benefit you and your organization.
The content of this article is intended to provide a general guide to the subject matter. Specialist advice should be sought about your specific circumstances.
