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The AuthenticityParadoxBased on the Harvard Business Review article by Herminia Ibarra, January–February 2015

Source: 2015 Edelman Trust Barometer

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Source: 2015 Edelman Trust Barometer

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Source: State of the Global Workplace, Gallup, 2013

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Wanted: Genuine and Believable Leaders

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THE PARADOX

Sometimes just being yourself is the wrong thing to do.

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The Humble Executive’s Dilemma

FEELING FAKE

FAILING

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The Remedy

Amorenuancedviewofauthenticity

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Authenticity Isn’t About:

Beingrigidandunchanging

Stickingwithwhatfeelssafe

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Your Identity Should Guide You Forward But Not Fence You In

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3 Three Problems:New RolesSelling YourselfHandling Feedback

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Taking Charge in New Roles Survivingthefirst90days

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ChameleonsAdaptwithoutfeelingfake

True-to-SelfersStickwithwhattheyknow

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ChameleonsAdaptwithoutfeelingfake

True-to-SelfersStickwithwhattheyknow

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The Transparent Executive’s Quandary

OPEN

CONFIDENT

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Struggling to Balance Authority and Approachability

Knowledge and

Experience

Warmth and

Relationships

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Being authentic doesn’t mean that you can be held up to the light and people can see right through you.

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Selling Yourself Ahardreality(forsome)

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The Numbers Person’s Challenge

FACTS

INSPIRATION

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Seeing the Big Picture

Focusonincreasingyourimpact.

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Handling FeedbackThehigheryouclimb,themorepeoplecanseeyourflaws.

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The Tough Guy’s Temperament

ASSET

OBSTACLE

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Be Adaptively AuthenticDevelop a moreplayful mindset.

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Tactic #1Adopt many diverse role models.

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Copying one author is plagiarism; copying many is research.

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Struggling to Shift from Analyst to Adviser

True-to-selfers doubleddownontechnicalknow-how.

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Mastering the Move from Analyst to Adviser

Chameleonsfakedittilltheybecameit.

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Tactic #2Set goals for learning.

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The Buttoned-Down Manager’s Predicament

SCRIPTED

IMPROVISED

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Tactic #3Create a new story.

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The Aspiring Leader’s Story

NURTURER

EXPLORER

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Small changes can make a big difference.

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For Discussion

Which term describes you best—chameleon or true-to-selfer?Have you ever been in a situation where you felt like an impostor? Why do you think you felt that way?How has your personal style changed over the last 10 years?Which people have approaches that you admire? What might you borrow from them?What learning goals would you set for yourself?What story defines you? Is it time for a new one?

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Learn More

Harvard Business Review Magazine and Web ArticlesThe Authenticity ParadoxHerminiaIbarra

Be Yourself—But CarefullyLisaRoshandLynnOffermann

How to Become an Authentic SpeakerNickMorgan

Women Rising: The Unseen BarriersHerminiaIbarra,RobinJ.Ely,andDeborahKolb

Harvard Business Review Slide DecksBe a Better Leader, Have a Richer LifeStewartD.Friedman

Harvard Business Review Press BooksWhy Should Anyone Be Led by You? RobGoffeeandGarethJones

Total Leadership StewartD.Friedman