Workplace dynamics have evolved beyond taboos and the old adage of “don’t talk about politics or religion at work.” In a hyperconnected world, where politics, current events, and marginalized identities are brought to the forefront of our societal conversations, colleagues are searching for authenticity in their inclusive work environments. Studies have shown a link between employee engagement and genuine human connections at work, yet a recent Gallup survey shows only 39% of employees believe someone at work genuinely cares about them. What does it mean to “bring your whole self to work”?
Authenticity Means Credibility
Authenticity is less about what we say and more about our actions themselves. Some actions that we all take to create a more authentic work environment include reflecting on your own experiences, and things that have shaped you. Authentic leaders don’t have to know everything, but they do have to be transparent enough to admit fallibility and thus surround themselves with other experts. Authentic leadership also means viewing the mistakes of themselves and others with a growth mindset. We all have something to learn from failure.
Authenticity Means Curiosity
Genuine curiosity about those around you and why they think the way they do can go a long way towards psychological safety at work. We must look at the ways individuals across the whole team vary in their expectations, perspectives, and assumptions about one another. This requires slowing down and being intentional with our interactions. Invite people to share their views, but respect when someone declines full transparency. There could be a very real reason as to why someone wouldn’t feel comfortable sharing.
Authenticity Means Awareness Across Differences
People with marginalized identities or multiple layers of marginalized identities will have a complicated definition of authenticity. For example, people with multi-racial, multi-ethnic, or multi-cultural backgrounds may authentically display seemingly-conflicting or flexible traits, behaviors, or cultural norms depending on who is in the room. The value or necessity of code switching should not be discounted as being less authentic. It may not be accepted or psychologically safe to expose aspects of one’s identity in the workplace for various reasons, however, this shouldn’t be a barrier to genuine human connections. Given the realities of gender, racial, ethnic, and other forms of identities facing bias and discrimination, how does someone with marginalized identities feel empowered to “bring your whole self to work”?
One best practice is to recognize differences in demonstrations of authenticity. Respect that each person’s unique set of experiences adds value to the team, and each person’s unique perspective reveals authenticity in various forms. Find ways to compromise, bridge differences in needs so that everyone feels they can be authentic. Not everyone will feel comfortable with the same levels of transparency or directness. It is important that we allow for authenticity to look different across cultures and identities.
Ideally, our workplace should provide an environment where people feel safe to authentically voice their unique perspectives, in order to reach more creative and holistic solutions. It is, however, up to all of us to find moments of authenticity among our colleagues in ways that feel comfortable to each individual.
Ready to explore what true authenticity looks like in a global workplace? Schedule a call with one of our consultants.
