"When clients say, 'That doesn't feel authentic,' it's often a signal they're avoiding growth. They're fearfully or righteously attached to a static version of their leadership. This is a major liability. As leaders elevate in seniority, they must adapt their approach. They need to experiment with different ways of thinking, communicating, and engaging to navigate increased scope and complexity."
"Often, when leaders get so attached to their 'authentic style,' they default to off-putting words when they describe the change that people ask them to make. The direct leader sees the call to operate diplomatically as passive-aggressive. The earnest leader sees encouragement to 'strategically influence' as an ask to manipulate. Because these traits are undesirable, leaders feel justified in remaining stagnant."
Authenticity is valuable for building trust and positive work environments, yet senior leaders frequently invoke it to resist growth and development. When leaders claim changes feel inauthentic, they often signal fear-based attachment to static leadership approaches. As seniority increases, leaders must adapt their thinking, communication, and engagement strategies to handle greater scope and complexity. Using authenticity as justification for avoiding change becomes a significant liability. Leaders like Meg, who excel at collaborative problem-solving, may resist feedback to be more visible or bold, claiming such changes contradict their authentic style. Three warning signs indicate authenticity is limiting growth: using extreme labels to reject feedback, mischaracterizing requested changes as negative traits, and remaining blind to how diplomacy, logic, and strategic influence actually demonstrate leadership maturity and effectiveness.
#leadership-development #authenticity-and-growth #executive-coaching #resistance-to-change #leadership-adaptation
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