Authenticity at Work
By: Uchenna Uwechue
Tags: Workplace

Authenticity at Work

Authenticity has become a trending buzzword floating around in conversations and has only recently been challenged to understand its true meaning. Countless of global organisations, businesses have conducted studies on the impact of authenticity at work. Coherence in findings have not always found the meaning to be aligned but has created room for an appropriate discussion. With so many interpretations, what exactly is authenticity at work, and how does it affect you and your team?

An example case study includes the well-known Carla Harris who joined a leading international bank right out of college. She believed that success would come from delivering solid numbers and working hard. “Secure the highest returns, bring in the most clients, keep your head down, and get the work done”. For years Carla did just that, receiving recognition for her exemplary work on complex deals. But despite earning the great performance ratings in her group, she kept getting passed over for promotion. One day she worked up the nerve to ask her boss why. “You are really good at your job, but the problem is that the managers feel they don’t really know you”. She also found she had been unusually silent in meetings and conversations that took place at work.

From then on, Carla worked hard to improve that perception. She began seeking out lunches and other social opportunities with managers and finding common areas of authentic interest, such as gospel singing. She began exercising her voice. She began talking more openly about her interests outside the office — a key to building relationships. “Once I did that, things started to turn around,” she says. Today Carla Harris is a managing director at a leading investment bank.

Defintion

Authenticity can be described in the maxim: “the act of expressing one’s true self, being true to ones-self by not downplaying aspects of your identity”. How about in the workplace? Should authenticity be embraced in professional settings, or is it better not to let one’s guard down?

New research forthcoming in the journal Personality and Individual Differences examined the relationship between workplace authenticity, job performance, and job satisfaction. Specifically, a team of researchers led by Anna Sutton of the University of Waikato in New Zealand found that acting authentically at work is just as important as acting authentically in life.

“This meta-analysis unambiguously concludes that authenticity, or the feeling of being true to oneself, is key to both well-being and employee engagement,” states Sutton. “As both of these outcomes become increasingly important for measures of economic and societal success, creating the space and encouragement for diverse authentic expressions of self is […] likely to have wide reaching positive impacts at work and in wider society.” While correlation does not equal causation (greater gender and ethnic diversity within does not automatically translate into more profit), the correlation does indicate that when companies commit themselves to diverse leadership, they are more successful.

Benefits of an Authentic workplace

An “authentic workplace” can be referred to as an environment where employees bring their authentic selves to work and feel inspired to do their best work as a result. It’s an environment where your humanity is embraced, where it’s safe to be vulnerable, and share a deeper version of yourself. The point here is not about walking into work wearing jeans and T-shirts when the code of your workplace is conservative suits, being authentic means choosing pieces of you in which you are comfortable to work in.

Authenticity creates a work culture where people feel more in tune and connected to their work community and loyal to their organisation and its purpose, which helps attract and retain talented people to do their best work. Employees experience being themselves. They do not have to hide or cover up the differences that make them unique. Differences and diversity are welcome.

Conclusion

Being inauthentic is not an effective strategy for optimal performance in the workplace. Rather, research suggests that acknowledging and highlighting authenticity, along with the related challenges, can go a long way toward kindling relationships. People do not need to be “best friends” to work effectively together, but friendships tend to create happier workers and more-effective teams. Bonding around the work itself is powerful, especially for those who are collaborating across racial boundaries. However over time, deeper relationships depend on people’s opening up about their own uniqueness. For that to happen, colleagues must be intentional about getting out of their comfort zones and connecting with people who are different. That may feel like a risk, but it’s one worth taking.