Technique 1.120 Authenticity
Introduction
Recently there has been a focus to be more authenticity in the workplace
"...people should feel free to speak up when they see a problem, ask for help when they need it, and share their perspectives at work. After all, self-censorship in which people hold back important ideas can damage organisations. Also, being a truly diverse and inclusive organisation means welcoming people to be the true selves rather than expecting them to form to personality type and stifling their originality..."
Denise Hamilton, 2022
Often minorities struggle at work owing to other people's biases (including unconscious ones); these can be triggered by simply the way you act, speak, dress, etc.
Being authentic does not justify being disrespectful or hurtful.
Thus need to value both authenticity and respect; get the balance right.
Some ways to do this include
i) define authenticity clearly, ie
"...Authentic self-expression must take place within the corporate culture that calls for respect, civility, listening and consideration..."
Denise Hamilton, 2022
ii) provide training with real-life scenarios (use examples that pit authenticity against other corporate values; being sympathetic and empathetic about a person's experience while remaining firm on other corporate values; use the below assessment to determine if self-disclosure is advisable or not, ie tick the appropriate column, ie Yes or No
|
Questions
|
Possible Answers
|
Yes
|
No
|
| 1. What formal self-reflection have you done? | You didn't engage in self-reflection, or | ||
| You have taken a self-assessment tests but have rarely got feedback from others, or | |||
| You have completed many self-assessments, and my scores are usually similar to those my colleagues given to me in 360° reviews | |||
| 2. What is your goal in self-disclosure? | You want to demonstrate knowledge, competency, or empathy, or | ||
| You want to connect with your colleagues in order to improve the atmosphere at work, or | |||
| You want to gain the trust of your colleagues in order to make your performance more effective | |||
| 3. What information do you disclose? | You tell a true story that may or may not fit the situation, or | ||
| You tell a true story that fits the emotion of the situation and they empathy, or | |||
| You fabricate or embellish a story to fit the situation | |||
| 4. What personal stories have your colleagues shared with you? | Your colleagues have shared personal information, especially when it is pertinent to the task, or | ||
| No one shares personal information in your workplace, or | |||
| You know a lot about the personal lives of a few friends at work and not much about your other colleagues | |||
| 5. How long have you known your colleagues? | We're had at least one week of formal and informal discussions and have completed at least one significant task, or | ||
| We just met, or | |||
| We have had 1 or 2 formal meetings |
(source: Lisa Rosh et al, 2013)
NB
"...We're told to bring out full selves to the office, or engage in frank discussions, and to tell personal stories as a way of gaining our colleagues' trust and improving group performance. But the honest sharing of thoughts, feelings, and experiences at work is a double-edge sword. If it is hastily conceived, poorly timed, inconsistent with cultural or organisational norms, it can backfire - hurt your reputation, alienate employees, foster distrust, and hinder teamwork..."
Lisa Rosh et al as quoted by Denise Hamilton, 2010
iii) make psychological safety everyone's responsibility (have a non-threatening environment so that people feel safe to speak their mind; toxic behaviour needs to be called out and offenders made accountable; need to understand how inappropriate behaviour can impact on other people)