How leaders punctuate time, for themselves and for those they lead, influences their potential for progress. Society tells us to situate our accomplishments in weeks, months, quarters, and years. Year-end reviews, quarterly reports, and weekly metrics all speak to the power of set periods to define what it means to be productive.
I think where "be authentic" falls down is when people use it as a wedge to bring something about their personal life into a business setting because to do otherwise is "inauthentic".
WRT equating authenticity with permission to be toxic - its beyond the pale to use any excuse as a cover for injuring other people or damaging the company's mission. Anyone that's "authentically" abusive needs to be seperated from the organization.
Beyond that I think where people crave authenticity is for leadership to be honest about what they believe and conduct themselves accordingly. In such an environment people will have a predictable, stable, and safe environment to work in.
If by "authenticity is going too far" you mean being too blunt - I watch for how people react. One tell is if people cringe or look down after I've said something that wasn't about confronting a problem, odds are I've gone too far too hard and need to rephrase what I said to something that would be better received.
If the people I work with believe I have their best interests at heart, am willing to hear them out about their concerns, and have well-communicated and enforced healthy boundaries about conduct w/in the workforce, things tend to go pretty well. (That includes the odd time they feel the need to push back on something I've done. :)
Bonus answer:
I think where "be authentic" falls down is when people use it as a wedge to bring something about their personal life into a business setting because to do otherwise is "inauthentic".
WRT equating authenticity with permission to be toxic - its beyond the pale to use any excuse as a cover for injuring other people or damaging the company's mission. Anyone that's "authentically" abusive needs to be seperated from the organization.
Beyond that I think where people crave authenticity is for leadership to be honest about what they believe and conduct themselves accordingly. In such an environment people will have a predictable, stable, and safe environment to work in.
Absolutely, Tim, candor is valuable until it's void of courtesy.
Do you have personal flags that fly that let you know when your authenticity is going too far?
If by "authenticity is going too far" you mean being too blunt - I watch for how people react. One tell is if people cringe or look down after I've said something that wasn't about confronting a problem, odds are I've gone too far too hard and need to rephrase what I said to something that would be better received.
If the people I work with believe I have their best interests at heart, am willing to hear them out about their concerns, and have well-communicated and enforced healthy boundaries about conduct w/in the workforce, things tend to go pretty well. (That includes the odd time they feel the need to push back on something I've done. :)