I said what I said.
When I’m with my partner, I’m authentically myself.
When I’m with my friends, I’m authentically myself.
When I’m with my clients, I’m authentically myself.
When I’m with my mum, I’m authentically myself.
But in all examples, my behaviours and my actions are different.
Even my language is different.
I swear like a navvy with my friends; I hardly ever do so with my mum.
Does that make my authenticity less authentic?
Does it make me a fraud?
No, of course not.
Your “authentic self” is not a fixed thing that is intrinsic and internal to you alone.
It’s a fluid construct, influenced by social group, norms, and the context we find ourselves within.
We’re not robots.
The environment and our relationships constantly inform us about how we should project ourselves; how we should behave, communicate and build relationships.
This is just one reason why organisational culture needs to be purposefully nurtured.
It can take perfectly decent, honest, and altruistic people and encourage them to make decisions that are contrary. Yet those individuals can still feel they are being true to themselves. They’re being authentic.
(No one in the Post Office scandal was trying to cause the Post Office scandal. No one at Boeing was trying to be less safe.)
Let’s ask ourselves:
What behaviours is your culture encouraging?
Do those behaviours help your organisational goals?
