NOVEMBER 2023retailtechinsights.com9up perhaps?) I've done my fair share of reading about leadership. And summarising all that into a few words isn't easy, but what I've consistently read (and experienced) is this.... The most important characteristics of authentic leadership are things like being self aware, super transparent, being open to others' views (but ultimately; decisive) and a moral compass that'd make your Mother proud. So let's break that down in a little more detail. Being self-aware isn't straightforward. It means being acutely aware of how you come-across; what your strengths are, your weaknesses - and most importantly, your values. It's impossible to be an authentic leader without a strong sense of what you stand for. In my experience, being open about this with others not only creates trust, but it also connects the team. It creates an environment where we all know what makes each other tick, and are proud of it. If almost 20 years of Marketing experience has taught me anything - it's that it's okay to be human. People might enjoy it when you tell them you're crap at spreadsheets! Perhaps they can relate? So if you're open about where you're strong, what you're working on and what you value - chances are, someone in the team can nullify your weaknesses and (hopefully everyone) will appreciate the genuineness you bring to the table.Next we have transparency. Now this one sounds simple, but honestly it's the thing I've struggled with most in my career. How transparent is too transparent? If you're not 100% transparent, are you `playing the game?' It turns out there isn't a right answer, but what I've found is self awareness and transparency go hand-in-hand. If you create an authentic team who trusts each other - chances are you will know where the line is. But don't take my advice. I'm a sucker for being too open, because I've always valued being genuine and honest above all else (and like it or not, those two things don't always go well in the corporate world). In the end, transparency is about creating a two-way street where the team can be open with each other whether it's good news or not. (And by the way, if you're interested - Google the optimum ratio of positive to negative feedback in high-performing teams, you might be shocked).Next, we have balanced decision-making. Sounds simple right? Well, that's because it is. It's a decision-making process that involves actively seeking out other opinions. Playing Devil's advocate. Challenging your original thinking. And creating an environment where people have the opportunity to share their feedback, warts and all. This approach allows you to see the opportunity from all angles, and creates accountability by putting all views on the table before making a decision. The downfall? A good leader needs to be prepared to make a decision - and stick to it.Lastly, we have the good-ol' moral compass. "Do the right thing." It's the simplest concept, but the hardest to execute. Why? Because how do we know what the right thing is?! Who are we doing the right thing by? Ourselves? The company? The team? In reality, the answer will differ from person to person, and from one situation to another. So I've always fallen back on the most tried and tested method there is. I simply don't make decisions that I wouldn't be prepared to explain to my Mum. We all know what it's like when you've disappointed the old' girl. If it isn't the guilt that kills you, it's the look of disappointment. And in my experience - workplace decisions are no different to any other. There is always a place for doing the right thing. So there you have it. Some of the key traits of authentic leadership. Being self aware, deliberately transparent, clear and open in decision making and lastly creating an expectation (through your own behaviour) to do the right thing. And if you remember only one thing from this article, make it this - remember what being authentic is really about. Expressing your true self and your values, and encouraging others to do the same. Be yourself, because nobody else will. It's impossible to be an authentic leader without a strong sense of what you stand for. In my experience, being open about this with others not only creates trust but also connects the team
< Page 8 | Page 10 >