Who we are is how we lead

In a world where artificial intelligence is increasingly touted as the key to making better leadership decisions than humans – and despite all the enthusiasm I personally feel for the topic of AI – I want to pause for a moment and share some thoughts about the unique value of authenticity in leadership that can only be created by humans.

Dealing with vulnerability

As Brené Brown, a leader I greatly admire, puts it : « Who we are is how we lead. » True leadership isn’t dictated by our job titles or positions ; it’s shaped by our values and the way they form our character. This means not only how we connect with others and make them feel valued, but also how we handle setbacks and overcome our own fears.

Overcoming perfectionism

One important aspect of authentic leadership – staying with Brené – is the willingness to be vulnerable. It can be difficult to show vulnerability, especially in a professional setting where there is often pressure to appear confident and in control at all times. However, authentic leaders understand that true vulnerability is actually a strength, not a weakness. By being comfortable with expressing emotions and admitting mistakes, they can build trust and empathy with those around them.

Finding your voice

Finding and expressing our true voice can be challenging, particularly when we are just starting out in our careers. Many of us may be uncertain about their values and how to stay true to themselves. It takes time and effort to reflect on our beliefs and identify what truly matters to us. And to know, what we really, really want is quite a journey. Also, this is often an uncomfortable process as we must confront our own biases and insecurities. In addition, we need full clarity on our values.

Understanding one’s own behavior

I can very much relate to these challenges from my own experiences. When I first started my career, I often found it difficult to speak up. I was a highly ambitious and wanted everything to be perfect. Probably, that’s why I was often worried about saying the wrong thing or making a mistake. I begun to adapt behaviors that were more suited to the environment I was in than to myself. And it took me a while to realize that my behavior in certain sitations didn’t really match with what I really thought or wanted. In addition, I felt pressure to always project an image of strenght and confidence.

Finding the way to authenticity

Over time, however, I came to realize that finding my voice was essential to my personal growth and success. I learned to embrace my emotions and the fear of saying something wrong and not being perfect. I also discovered that being true to myself and my values was more important than trying to please everyone or fit into a certain mold.

Developing trust

Authentic leadership is built on trust, which can take time to establish. It requires consistent and transparent communication, a track record of delivering on promises, and again a willingness to admit mistakes and make changes. This can be particularly challenging in a fast-paced business environment, where there may be pressure to prioritize short-term results over long-term relationships. Authentic leaders are patient and persistent, and they prioritize relationship-building over immediate results. I think that’s also a differentiator when we talk about trust in the context of AI. Here, “trust” is more about “we rely on the AI’s results and therefore trust the AI’s decisions”, whereas with humans, “trust” is always connected with emotions and how someone makes us feel. However, these thoughts are to be continued…

Being self-aware

In conclusion, being an authentic leader requires a high degree of self-awareness and self-leadership. This is all about emotional intelligence, and the ability to navigate complex interpersonal relationships. It takes time and effort to develop these skills. However, it will definitively not be possible to outsource this to an AI. That’s why it’s all the more important, that we work on what makes us unique.