Appearances to Authenticity

by Tom Heuerman, Ph.D.

In many regards, the problems confronting executives today are more spiritual than fiscal.

Kenny Moore
Director of Organizational Development at Keyspan Energy
Former Catholic priest, cancer survivor, and artist and poet

New leadership comes from within. Potential leaders are confronted with a crucial life choice: to discover, trust, and listen to their inner wisdom and to move toward their deepest authenticity as human beings or to continue on with the mindless and mechanical conformity required to receive the approval and acceptance of others. If one is to lead today, a personal decision to live from integrity, whatever the cost, must be made.

A break from self-will and compliance, this decision separates people from the beliefs that create a false, externally driven identity and alienate them from nature, people, and their authentic selves. They bring their intentions in line with the natural dynamics of life and support authenticity in all its forms. Their choice of authenticity allows them to let go of their desire to control life and the organizations they lead through positional power and/or the force of their personalities. They tear down walls and develop their relationships with the natural world, with people, and with themselves. They bring forth their humanity for the world to see and become "a person in process," something that is not possible when one lives as a machine (See Pamphlet 15, Authenticity).

If we decide to listen to our inner voice, we need to become acquainted with it. This is the first step toward complete authenticity. A time of inner exploration is called for, and we ask ourselves what our purpose in life is. What do we want to accomplish and contribute and leave as our legacy? What are we here to do? What do we want for ourselves? We understand that our service to life is to find our reason for being here and living it to the best of our abilities. Once we have an idea of our purpose in life (we never finish asking the questions), we think of how we can live it out in a way that uses our unique talents and fits our circumstances.

We also explore the core values that guide and sustain us as we live our purpose and move toward our vision (what we want for ourselves and our organizations). We may find that our most deeply felt values are tarnished and buried under denial and self-deception. We might find that we espouse values for external appearances but do not live them. In reflecting on our values, we realize that the mechanistic and materialistic life is an artificial life designed to win approval and create a false self at the expense of a more true self.

Our introspection opens most of us to a side of ourselves long-neglected. Self-examination is frightening. We confront aspects of ourselves we don't want to look at. We accept and incorporate all of who we are into our consciousness (there is a list of questions to reflect on at the end of this Pamphlet).

As we learn coaches may be helpful for it is through our conversations with them that our thoughts take on meaning and become real. Their experience and hard-won wisdom guide us through a process that others, or even aspects of ourselves, may try to sabotage. By sharing ourselves with another we are able to accept ourselves and our humanity. We become more real. Be sure the coach you select has already done in his/her life what you want to do in your life.

Our deepest essence comes forth. Our inner core is our spirit--our connection to a power greater than ourselves. Our essence is also what connects us to others and to the natural world. We are ready to live out who we are in our deepest authenticity. We listen to our inner stirrings and our long denied inner voice. We claim our freedom from the conformity we live in organizations. We think for ourselves. We feel alive.

New leaders do not identify with rigid schools of thought or specific groups whose boundaries they have to defend and whose rules they have to follow. They do not follow blindly the scientific method and are not trendy in their thinking. They do not conform to the academic worldview or the organizational development paradigm (which is the work traditional leaders ignored, were ignorant of, or lacked the skills to do. New leaders will do this work for themselves).

As they open their eyes new leaders realize many of the gurus, experts, coaches, academics, and authorities, they listen to are charlatans who do not live what they talk and write about. They are phonies who profit from the insecurity of others.

New leaders are artists. Their meaning, direction, and inspiration come from their powerful vision, deep ethical foundation, and profound sense of purpose energized by a fundamental anger at injustice. They identify with life itself and understand life's natural creative processes. These leaders form a symbiotic relationship with others and evolve together to a higher consciousness and wisdom. They rebel against external control and know experimentally (see Pamphlet 7) what to do and have the courage to follow that course--regardless of what others do, say, or think.

Their authenticity, however humble, will offend some and threaten more. They may pay a big price in a material sense for their integrity. But that will be forgotten by all in a short time. They and their God will remember their courage, or lack of it, for eternity.

New leaders who remain in formal leadership roles find their courage to take action in the power of their purpose and vision, and the strength of their values. Deep relationships with their coaches and with other like-minded people are additional sources of strength as they fight the conformity demanded in monocultured organizations. They turn to their inner source of power often and ask for courage, wisdom, and the ability to help others.

What do leaders do if they lead from their authenticity? They take responsibility for themselves. They face themselves honestly and tell the truth--all the time. They accept their imperfections and make a commitment to come to terms with sides of themselves they would prefer not to get to know. They translate their core identity to all areas of their lives and live it, to the best of their ability. New leaders know who they are.

They learn from others and seek honest feedback from a variety of people. They are aware of and take responsibility for the effects of their actions on others and on nature. They take time to think and reflect in solitude. They give themselves credit for the good they do. They contribute their unique gifts to life itself. New leaders live a character-filled life.

But character is not enough. A new world view, new ways to think, and new skills are also required to lead today. Ignorance can be forgiven. Failure to act on knowledge that enhances life is unforgivable. New leaders seek out the vast knowledge that is available and they reformulate their inner landscape of beliefs, models, and assumptions. The learn the skills necessary to apply their new world view in their work. New leaders evolve themselves constantly.

They come to understand that the belief that they are separate and distinct from others is false--a belief at the root of many of their difficulties. Twentieth century science proved what many have known for thousands of years: all levels of life live in dynamic relationship and transform through the connections they make. People are part of nature, connected and intertwined with all of it in an alive and ever-changing way. New leaders internalize the reality of this truth: they impact and are impacted by others.

They know they cannot exploit those they are connected to in a spiritual way. They learn how to be in relationship with others as they preserve their authenticity. They mentor others and surround themselves with diverse people. New leaders understand that relationships are the essence of life.

They learn that the more they trust in the diversity of others, the more options they have for their organizations. They come to understand that each diverse life lived with authenticity makes a unique contribution to the world, the family, the society, and the organization. New leaders realize that all lives are equal lives, worthy of equivalent respect. Their influence flows from living their deepest authenticity and best selves and supporting others to do the same. New leaders honor diversity and the strength it provides.

Great leaders are first whole human beings. Many people read lots of books and go to lots of conferences. They like to talk about all the ideas. More is required. Leaders live their authenticity with courage. New leaders reveal their humanity and connect with others. They share their feelings, thoughts, and blunders and admit their confusion and ask for help. New leaders apologize when they make a mistake, and they will make many. The are compassionate always and tough when needed. New leaders are real.

New leaders serve the greater whole. Instead of making selfish decisions for personal motives or for their fragmented part of the organization, they trust in the interconnections and interdependencies of life.

They make decisions for the sustainability of the larger organization and its connections to the planet, the community, the marketplace, and the environment. These decisions may appear to go against their self-interest as they live out their commitment to their purpose, vision, and values and work for the sustainability of their groups. New leaders identify with life itself.

Choosing to live our deepest authenticity is a risk with great rewards. Our problems come from our misguided beliefs and, sometimes, our abuse of power. When we bring our energy into alignment with life's natural processes, things begin to change. This is a decision of free choice. Letting go and acting in accord with our deepest authenticity as a way of life is hard and requires faith and constant courage. We can always change our minds and return to a life of conformity.

Questions to Ask in Our Self-Assessment

Our Assets

What am I good at? What are my talents?
What do I like to do?
What are my skills? What special knowledge do I possess?
What situations have I handled that I feel good about?
Describe a situation that shows your leadership at its best. What made this such a good experience? What can you do to have this kind of experience more often?
What situation describes my best experience being led? What made this such a good experience? What can I do to provide this kind of experience to those I lead?
What do others say they like about my leadership?
When have I behaved authentically even when it wasn't popular?
Does my job utilize my talents?
When have I:
Admitted a mistake? Apologized? Helped someone else? Made a decision against self-interest? Done something to preserve the environment? Done something good without anyone knowing about it?
Is my job the right one for me?

Harm We Do to Others

Control:

When have I exerted excessive control in my demands of others? Do I drive people crazy with my memos, emails, questions, and interruptions? Do I tell people what I want them to achieve and then proceed to tell them how to do it every step of the way? Do I tell others they are empowered when I've already made the decision? How would others answer these questions about me?

Do I make every decision? Approve every expenditure? Create every strategy? Have every good idea? Dominate every conversation? Do I establish unreasonable and unnecessary timelines? Do I demonstrate my belief that I am the only person who can do things right? What is it in me that makes me behave this way? Would others agree with my self-assessment?

Instincts:

How do my ego, drives, and emotions hurt others? What decisions have I made for selfish personal reasons or for fragmented departmental reasons instead of for the long-term good of the organization and community? Have I undercut others and harmed their careers because they were a threat to me? Have I been vindictive and made business decisions to get even with others? When have I "shot the messenger?" When have I expected special treatment because I am so important? Has my desire to win harmed my relations with others? When have I been a coward and not stood up to injustice, unfairness, and mistreatment of those less powerful? When have I been inauthentic and supported projects or strategies that I know will fail? Why didn't I behave better in these instances?

What impact do I have on those closest to me: my spouse and my children?

Blame:

When have I blamed, demonized, and scapegoated others? The employees, the union, the vendor, the partner, the colleague? Why do I blame others? What can I learn about myself from those instances? Do I see how blame is a defense to avoid awareness of my own complicity?

Harm We Do to Ourselves

Values:

When have I acted in opposition to my values?
Why?
How do I feel about what I did?

Control:

When have I made excessive demands on myself?
Do I drive myself crazy with:
My perfectionism? My inability to make a decision? My constant search for more information? Do I strive to be a hero? What effect does this have on me? My family? Others? On the organization?

Responsibility:

When have I:
Avoided responsibility?
Failed to hold incompetence accountable?
Failed to give honest feedback to avoid conflict?
Failed to end a failed product or project?
Looked the other way to avoid someone feeling angry?
Failed to give credit for a job well done?
Claimed credit for someone else's idea?
Failed to provide opportunity to others for selfish reasons?

Truth:

When have I lied?
When have I:
Told someone what they want to hear? Gone along to get along?
Covered my backside to not admit a mistake or failure?
Voiced support for a plan or project because someone powerful supports it?

Harm We Do to Nature:

Do I know the impact on the environment of the full life cycle of my organization's products?
Does my company map the ecological efficiency of all processes?
Does my company measure the cost to the environment of doing business? Does my company talk about sustainability and measure their movement toward it? Do I know how vendors, suppliers, and partners impact the environment?
Does my company consider the unintended consequences of actions taken?
How do the products and actions of my organization impact connected systems--businesses, communities, and the natural world?
Does my company prevent pollution?
Does my organization recycle waste? Do I in my personal life?
Do my decisions harm the environment? How?
Does the vehicle I drive contribute to environmental problems?
Do I know what my investments support?
Do I purchase products that deplete the earth's capacity?
Am I addicted to material things?
Have I considered a life of simplicity?
Am I aware of the planet's environmental problems?

About the Author:

See Dr. Heuerman's author page in Selfhelp Magazine here [1].