Authenticity is about being real with oneself and others. It is a very compelling and attractive way to get traction because it sets the tone for others being themselves at their very best. Although easier said than done, leadership authenticity is more likely when we:
Directly and freshly experience the context or environment that we have helped to create,
seek feedback and suggestions for improvement, and not least of all, commit to our own development as leaders.
The value of focusing on the process rather than just the outcome you are looking to achieve. Process is generally within your control. Outcomes may not be.
Whether you like it or not, you have a Personal Brand, since by definition it is others’ total experience of you. Great leaders have great Personal Brands. Growing our Personal Brand takes time. The little things are the big things. Involving key stakeholders helps grow our Brand because they can be our best advocates for who we are. Personal Brands take time to craft and are readily dis-membered through inconsistencies between what we ‘say’ and what we ‘do.’
Getting clear on your values can really help in identifying things that may not be working for you. This paper provides a link to a process for doing this.
We recently attended the Leadership New Zealand leadership week dinner, where one of the speakers used the quote by American attorney and activist Ralph Nader, ‘I start with the premise that the function of leadership is to produce more leaders, not more followers.’
This is a fine quote and one of those that you cannot argue with. In this blog we look at the practical implications and end result of having this as a personal leadership philosophy.