The challenges to being an authentic leader.

People are drawn to authenticity. In the workplace, it’s well established that authenticity can help to build stronger relationships, encourage transparency and create a positive organisational culture where individuals feel empowered to be themselves. With a clear emphasis on collaboration rather than individualism, it can also increase job satisfaction and lead to higher levels of engagement, motivation, and innovation.

Authenticity also plays a key role in building the trust needed to connect leaders with their teams. People want to be engaged and committed to what they're doing, to feel as if their work matters and to believe in their leaders. By being genuine, self-aware and transparent, an authentic leader displays who they are as a person and can share their sense of purpose so employees become happier, more comfortable, and more productive. Like any leadership approach though, it's not without its potential challenges. These can include:

1.     Subjectivity: Authenticity can be subjective and vary from person to person and culture to culture. What seems authentic to one person may not to another. This can create challenges in how authenticity is seen and practiced in a team or organisation.

2.     Overemphasis on Individuality: Authentic leadership often focuses heavily on the leader's individual traits, values, and experiences. This can foster trust and connection, but it may also downplay the importance of broader organisational goals and systemic issues that require collective efforts to address.

3.     Potential for Inauthenticity: Leaders may feel pressured to conform to a certain image of authenticity, which can lead to behaviours that are more about appearing authentic rather than actually being so. This can undermine trust and authenticity within the team.

4.     Lack of Adaptability: Leaders who stick rigidly to their authentic selves may struggle to adapt their leadership style to different situations or contexts. Effective leadership often requires flexibility and the ability to adjust one's approach based on the needs of the team or organisation.

5.     Vulnerability: Authentic leadership encourages leaders to be vulnerable and open about their weaknesses and failures. While this can foster trust and connection, it may also make leaders feel exposed or uncomfortable, especially in environments where vulnerability is not valued or accepted.

6.     Potential for Misinterpretation: Genuine authenticity can sometimes be misunderstood or misinterpreted, leading to unintended consequences or conflicts. For example, a leader's openness about their personal struggles may be perceived as a lack of competence or confidence.

Although being authentic as a leader can present challenges, the impact it can have on both individuals and organisations makes it well worth the effort. Addressing the challenges requires a nuanced understanding of authentic leadership and a commitment to ongoing self-reflection, learning, and adaptation. Leaders who strive to be authentic should also recognise the importance of balancing their individual authenticity with the needs and dynamics of the broader team or organisation

A new path for leadership

Keywords

Resilience - Leadership – Schizophrenic Organisations – Self-awareness – Building Teams – Collective Consciousness - Artificial Harmony - Retreats

In this episode of Resilience Unravelled, Fabrice Desmarescaux, a McKinsey partner and executive coach, emphasises the importance of self-awareness, building strong teams, and being comfortable with risk for effective leadership. He also discusses the challenges and opportunities in modern leadership, the concept of a "schizophrenic organisation," and the need for two distinct organisational models to coexist within a company. Finally, he talks about the benefits of retreats for leaders and the state of the coaching industry.

Main topics

• Encouraging conflict for better decision-making

• The concept of 'artificial harmony'

• The importance of collective consciousness, diverse talent, and a shared goal in high-performing teams

• Leadership and coaching in the context of organisational change

• Why experimentation and learning from failures is needed to make progress

• The importance of retreats as a tool for leaders to disconnect from the busyness of daily life, gain a different perspective, and reconnect with themselves

• The concept of a "schizophrenic organisation"

• The mismatch between an organisations' public values and internal behaviours

• The need for two distinct organisational models to coexist within a company

• Why senior leaders must be comfortable with complexity

Action items

To find out more about Fabrice visit Desmarescaux.com or LinkedIn Fabrice’s book is The Art if Retreats: A Leaders Journey Towards Clarity, Balance and Purpose

You can listen to the podcast in full and find out further information here. Our upcoming guest list is also available along with our previous blogs.
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The egoless leader?

Can you imagine your organisation with egoless leaders? Would it be a more pleasant, less confrontational work environment with better, more open communication? Would employees feel comfortable talking about what gets in the way of them doing their job? Would employee engagement improve because they feel their leader cares about them? Would it increase productivity, improve morale, and improve word of mouth from employees and customers?

Egoless leadership is an approach to leadership and management that minimises personal ego and encourages a collaborative and team-oriented work environment. It’s a concept of management that was made popular by Douglas McGregor in the 1960’s, and it aligns with the principles of humanistic management, of fostering a positive and inclusive organisational culture, that improves employee engagement and satisfaction. It also promotes innovation and creativity within teams and recognises that leadership is not about asserting authority but about enabling and supporting others to reach their full potential.

It's a concept that also understands that a successful leader can have contradictory traits (some leaders strike a balance between egoless leadership and assertiveness depending on the needs of their team and organisation), the art being to find a balance between any potential tensions that might occur between them.

Egoless leaders have a clear vision, build on and use the capability of their team, welcome input from stakeholders, and look for new opportunities to grow or do better. Their personality characteristics drive organisational culture and has a direct impact not only on their performance but also on broader engagement and team operations. They put the needs of the organisation ahead of their own, and act in a way that serves the business first.

Whilst it may not be suitable for all organisations or situations, egoless leadership can have real benefits. Although leaders need to have self-confidence and a belief in their abilities, they also need the ability to strike a balance and to avoid having an inflated ego. In today’s workplace, are humility, empathy, adaptability, collaboration and the well-being of the team and organisation more important than a leader’s ego?

Optimise your teams through psychological safety.

Psychological safety, the belief that you can express thoughts, ideas, and concerns without fear of negative consequences such as ridicule, embarrassment, or punishment has been found to be essential to the success of an organisation. This has been shown recently in research from Google’s Project Aristotle where psychological safety was found to be the single most important factor for effective teams.

Now, with the lack of equity, diversity, and accessibility, falling levels of retention and productivity and a rise in burnout all pointing to people feeling unsafe and unhappy in their workplaces, surely, it’s time for the psychologically safe workplace to play a key role in optimising teams.

In a psychologically safe environment, people feel comfortable taking interpersonal risks, sharing their opinions, and being vulnerable without the fear of being judged or criticised. This sense of safety promotes open communication, collaboration and innovation within a group or organisation. People are more likely to engage in constructive dialogue, provide feedback, and contribute to problem-solving efforts which also enhances creativity, productivity, and overall team performance.

To be effective psychological safety needs to be taken up by employees at all levels in an organisation. Team culture reflects the actions of its leaders so to establish and maintain a psychologically safe workplace, leaders must consistently adopt inclusive behaviours to build new team norms over time and identify when an employee’s threat responses are triggered, and how to effectively deal with them.

Overall, psychological safety creates a supportive, inclusive, and collaborative work environment that enables teams and individuals to perform at their best, contribute their unique perspectives, and drive organisational success. Conversely, when psychological safety is lacking, people may hesitate to speak up, withhold their opinions, and avoid taking risks. This can lead to a culture of silence, poor decision-making, and stifled innovation within a team or organisation.

By prioritising psychological safety, organisations can create an environment where individuals feel valued, empowered, and motivated to contribute their best, leading to higher levels of collaboration, innovation, and overall well-being.

The benefits of team collaboration.

A highly-motivated and engaged workforce that's in-tune with one another not only improves productivity and efficiency, but also the long-term well-being of individuals as well as enabling better idea-sharing and problem-solving.

A recent Stanford University study highlighted the benefits of effective team collaboration by showing that employees who were primed to act collaboratively stuck to their task 64% longer than those that worked alone, The research also reported higher engagement levels, lower fatigue levels and a higher success rate whilst another report by the Institute for Corporate Productivity showed that a collaborative approach helps companies by revealing that firms promoting collaborative working are five times more likely to be high performing.

Team collaboration refers to the process of working together towards a common goal or objective. In a collaborative team environment, individuals come together to share ideas, insights, and knowledge to achieve a shared goal and this is essential for achieving success in any organisation, as it allows individuals to leverage their unique strengths and expertise to create innovative solutions and drive results. When teams collaborate effectively, they achieve better outcomes than individuals working in isolation, by drawing on the diverse perspectives and experiences of all team members.

To foster effective team collaboration, it's important to establish clear communication channels, roles and responsibilities, and to set expectations around how individuals, teams and departments work together. This may involve defining shared goals and objectives, establishing processes for sharing information and ideas, and providing feedback and support to team members.

It is also essential to build a positive team culture that encourages openness, trust, and mutual respect among team members that will promote a growth mindset, continuous learning and development, and the recognition and celebration of individual and team achievements. The correct tools are also required so collaboration software and tools, such as project management software, communication platforms, and file-sharing tools, as well as training and support to help individuals use these tools effectively need to be in place.

Collaboration is all about making staff feel part of a team that is working towards the same goals so when everyone is fully invested and pulling in the same direction, the end result will be far more positive, for both the team and the company.

Ultimately, team collaboration can lead to more effective and efficient work processes, improved outcomes, and a stronger sense of community and purpose within organisations.

Contagious burnout?

No one is immune to burnout. It’s something that can affect people across every sector and discipline, and it’s also something that's on the rise.

The classic signs of burnout, mental exhaustion, disengagement, negativity, cynicism and reduced productivity are well established and, although we generally think about it as something that affects individuals, it can be contagious!  Contagious burnout refers to the phenomenon where an individual’s burnout symptoms are spread to their colleagues or team members. This type of burnout contagion usually happens after there has been some sort of organisational change such as large-scale redundancies, cuts to budgets, policy reviews or alterations to the management team. In the face of such change, employees may experience feelings of fear, confusion, frustration or anger.

If leaders do not address this, burnout may develop in team members who work closely together which can impact the entire team's wellbeing and productivity. It can also create a culture where working long hours and sacrificing personal time is normalised, creating pressure for others to do to do the same and further contributing to the spread of burnout within the team.

To prevent contagious burnout, it’s essential to prioritise self-care, encourage open communication within the team, and ensure that workload and responsibilities are distributed evenly. Employers can also provide resources for employees to manage stress and offer support for those experiencing burnout. By addressing burnout early and proactively, teams can create a culture of wellbeing and prevent burnout from spreading.

Contagious burnout is incredibly disruptive and costly for both the individual and organisation. For the employee, it can lead to presenteeism, absenteeism and a variety of physical symptoms. For the organisation it can mean high staff turnover, lower productivity and ultimately reduced profitability.  Whether looking at contagious burnout from a corporate or individual perspective, the need should be to focus on strategies that will have a deeper impact and create lasting cultural change.

Leading in the hybrid world

For large numbers of people working wherever and whenever they want is now a reality. However, whilst increased flexibility and reduced commuting times are a positive for employees, leaders are dealing with the reality of a hybrid working model.

Leading a hybrid team can be complex. Leaders have to create a collaborative, cohesive culture that merges remote workers with office-based teams. They need to maintain consistently high performance and productivity and deal with interpersonal conflict. They also need to engage and develop talent, lead and support change initiatives, establish goals and priorities and create a sense of inclusion and belonging.

Leaders need to focus on:

1.     Communication: In a hybrid workplace, communication is more important than ever. Leaders must ensure that all team members feel included, informed, and engaged, regardless of where they work. Regular communication channels should be established, such as weekly team meetings, daily check-ins, and virtual office hours. Leaders should also make an effort to communicate in multiple formats, such as video calls, emails, and instant messaging, to accommodate different working styles and schedules.

2.     Flexibility: The hybrid workplace requires leaders to be more flexible in terms of work schedules, work arrangements, and deadlines. Leaders should be open to accommodating different work styles and preferences, and be willing to adapt to the needs of their team members. They should also provide the necessary resources and tools to enable remote workers to be productive and successful.

3.     Trust: Trust is a key component of effective leadership in the hybrid workplace. Leaders must trust their team members to work independently and manage their time effectively, while also being available for collaboration and communication. This requires clear expectations, open communication, and a culture of accountability.

4.     Inclusion: In a hybrid workplace, it's important to ensure that all team members feel included and valued, regardless of where they work. Leaders should be proactive in creating opportunities for team building, such as virtual social events and team-building activities, to foster a sense of community and connection.

5.     Technology: Technology plays a critical role in the hybrid workplace, and leaders must ensure that their team members have access to the tools and resources they need to be productive and successful. This includes providing remote workers with the necessary hardware, software, and training to use technology effectively, as well as ensuring that in-person and remote workers can collaborate seamlessly.

6.     Feedback: Providing regular feedback is essential in the hybrid workplace to ensure that team members are on track and achieving their goals. Leaders should establish a regular feedback schedule and be proactive in providing both positive feedback and constructive criticism.

Overall, effective leadership in the hybrid workplace requires a combination of clear communication, building trust, flexibility, embracing technology, and creating a culture of inclusivity. With these key aspects in mind, leaders can effectively manage and guide their teams and achieve their organisational goals regardless of where they work.

Generational stress in the workplace

Stress is part of everyday life and we are all affected by it at some point. Understanding the factors that drive stress is the key to managing it and this has become increasingly important in organisations with multiple generations in their workforce.

Each generation has its own stress triggers and handles its stress in different ways. On top of the drivers that can affect everyone - changes to the work environment, a difficult situation, a new role or manager, deadline, risks, fear of failure or even something outside of work that generates negative thoughts - there are causes of stress that affect people in specific groups. For example, employees in their 50’s may be dealing with issues such as chronic physical ill health (which can of course have a significant effect on mental health), care of elderly parents or ‘empty nest’ syndrome. Millennials meanwhile could be dealing with anxiety about career progression, social media-related issues such as “FOMO” or low self-esteem that can also lead to anxiety and depression.

Stress can cause a huge number of problems in the workplace so it’s important for leaders to know how their employees handle stress and give them the right resources, whatever their generation. Annual stress audits, regular check-ins with managers and relevant training, development and wellness programme’s, will help organisations to limit stress in the workplace and create healthier, happier employees.

Whilst generational diversity can generate new perspectives, differing values and working styles can lead to conflict and stress. By creating a workplace that doesn’t contribute to unhealthy levels of stress and helps employees to reduce stress drivers, employers will benefit from increased productivity, reduced health care costs, and a more engaged culture.

The positive side of conflict

The word “conflict,” generally conjures up negative associations. It’s seen as hostile, frustrating, negative and uncomfortable with a “win or lose” outcome. Many people fear it, seeing it as something to avoid when in fact it’s a normal and natural part of our lives which, when handled correctly, can be very beneficial.

In the workplace conflict is almost inevitable when people with different goals, opinions, and attitudes work together. Feelings of insecurity, clashes of personality, misunderstandings, breakdowns in communication and competition for limited resources will all emerge in an environment where people care about the outcome. But whatever the reason for it, a sharing of differing viewpoints shows an organisation that has diversity, innovation and risk at its core and a vibrant culture where people are actively interested.

Unresolved though, conflict can quickly escalate and lead to the disintegration of relationships and teamwork, the removal of goodwill and the loss of areas of common ground or agreement. There is also a detrimental financial effect with increased costs in employee turnover, time wastage, increased absenteeism and health or stress-related claims.

Conflict needs to be resolved but it needs to be dealt with so the passion people feel about their work is harnessed and the work environment remains vibrant and healthy. Management fear and a lack of skills in this area means many managers are more focused on avoiding conflict rather than the benefits it can bring. The key to unlock this is to empower managers to see conflict as a core part of a vibrant culture and give them the skills and support needed to recognise and address potential conflict and then to positively manage it.

Handled correctly in the right setting, conflict can be very beneficial and produce new and creative solutions, improved teamwork and a better understanding of the situation and the people involved. There are definitely positive outcomes from conflict - it’s just a case of learning to manage it and harness its potential.

Are you connected?

In today’s turbulent business world, an organisation needs to be adaptive, agile and resilient. It needs to be able to build change, structural resilience and process improvement. In short, it needs a resilient culture.

To achieve this, leaders need to be connected to their teams and to their organisation to drive maximum resiliency. When team members work together, they can solve problems, rise above setbacks, provide innovative and agile solutions and draw strength from each other. They understand their place in the organisation, have the confidence that they know where the organisation is headed and understand how they and their role contributes to its overall success.

If employees take care of their physical, mental and emotional needs so they don't suffer from stress, the organisation benefits through improved productivity, job performance, staff retention, engagement and reduced absence.

Building a resilient culture will result in trust, accountability and flexibility. It will also enable an organisation be better placed to deal with change, so when a crisis or disruption hits, they are better able to adapt and pull through.

How resilient is the culture of your organisation?

The rise of the silent meeting

Meetings are indispensable to the functioning of any organisation. Whilst some people love them, there are just as many who hate them and see them as endless drains on their time, a hinder their productivity or the cause of their anxiety and stress.

Meetings are organised to share and exchange information. But are all meetings effective? Are all attendees equally proactive? Are all presentations engaging? Often the more introverted members of the team aren’t confident enough to put their views forward whilst the more extrovert just don't stop talking. Frequently meeting preparation isn’t done so people are guessing at what was proposed and are putting forward ideas that aren’t based on the complete picture. This all leads to time wasting, less knowledge sharing and the introverts hating meetings even more. But meetings do have their place so simply eliminating them isn’t an option hence the rise of the silent meeting.

Silence at work is often thought to be something that should be avoided so meetings often involve a lot of mindless chatter. But some companies have started to put silence at the forefront of what they do. Instead of the traditional bullet-pointed presentation kicking things off, meetings start with everyone studying a short document to access all the information. They can then make their own notes and think through their point of view before expressing it.

This process might seem to take up a large chunk of the allocated time but, because everyone has fully understood the information before they speak, repetition or confusion is cut out and only what’s really necessary gets discussed. Meetings therefore don’t take as long to conduct and are more productive. Silent meetings also give everyone the chance to speak and share their ideas which is especially important for quieter, more introverted team members who tend to stand back if other more confident people monopolise the conversation.

Silent meetings work in many forms and generally are better for remote attendees, non-native speakers, introverts and often for attendee equality. They operate equally well face-to-face or virtually so why not see if it works for your organisation.

A list of upcoming podcast guests is available here or read our previous blogs.
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Managing the gap

In 2022 we find ourselves in a unique position of having five different generations working together. Although this is great in terms of diversity, managing multiple generations in the workplace isn’t always as easy as it sounds. Each defined generation comes with different expectations and perspectives so a management strategy that harnesses the distinctive skill set of each generation is needed if the best results are to be achieved.  

There is no one-size-fits-all approach to managing multiple generations. With differing work expectations, styles, strengths and concerns, comes misunderstandings, tensions and conflict. But by being aware of each employee’s framework of experience and their point of reference as well as generational work habits, it’s possible to introduce management policies that foster an environment that generates business advantage.

While there are exceptions in every generation, if managed correctly a multigenerational team will combine past learning with new perspectives, not only bringing greater efficiency but also the benefits that the insights and initiatives different age groups bring.