Questioning authenticity in Don’t Be Yourself
The title of Don’t Be Yourself is deliberately unsettling, and Tomas Chamorro-Premuzic uses that discomfort to good effect. This is not a rejection of authenticity, but a challenge to the simplistic advice that leaders should always “just be themselves”.
Reading the book, I found its central argument persuasive: that effectiveness often requires self-regulation, adaptation and growth beyond our default tendencies. Authenticity, Chamorro-Premuzic argues, is about acting in line with values, not indulging impulse.
The book draws on psychological research to show how traits we celebrate, such as confidence or charisma, can become liabilities in certain contexts. Conversely, qualities that are often overlooked, such as humility or restraint, may be far more predictive of long-term success.
What I appreciated most was the nuance. This is not about becoming someone else, but about becoming more intentional. It encourages leaders to understand their impact, particularly under pressure, and to take responsibility for it.
For anyone interested in leadership development beyond slogans, Don’t Be Yourself offers a refreshing and evidence-based perspective.
