AuthentictyParadox
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Transcript of AuthentictyParadox
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© 2016 Harvard Business School Publishing. All rights reserved. Copying or posting is an infringement of copyright. Please contact [email protected] or 800-988-0886 for additional copies.
The AuthenticityParadoxBased on the Harvard Business Review article by Herminia Ibarra, January–February 2015
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Source: 2015 Edelman Trust Barometer
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Source: 2015 Edelman Trust Barometer
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Source: State of the Global Workplace, Gallup, 2013
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Wanted: Genuine and Believable Leaders
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THE PARADOX
Sometimes just being yourself is the wrong thing to do.
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The Humble Executive’s Dilemma
FEELING FAKE
FAILING
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The Remedy
Amorenuancedviewofauthenticity
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Authenticity Isn’t About:
Beingrigidandunchanging
Stickingwithwhatfeelssafe
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Your Identity Should Guide You Forward But Not Fence You In
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3 Three Problems:New RolesSelling YourselfHandling Feedback
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Taking Charge in New Roles Survivingthefirst90days
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ChameleonsAdaptwithoutfeelingfake
True-to-SelfersStickwithwhattheyknow
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ChameleonsAdaptwithoutfeelingfake
True-to-SelfersStickwithwhattheyknow
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The Transparent Executive’s Quandary
OPEN
CONFIDENT
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Struggling to Balance Authority and Approachability
Knowledge and
Experience
Warmth and
Relationships
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Being authentic doesn’t mean that you can be held up to the light and people can see right through you.
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Selling Yourself Ahardreality(forsome)
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The Numbers Person’s Challenge
FACTS
INSPIRATION
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Seeing the Big Picture
Focusonincreasingyourimpact.
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Handling FeedbackThehigheryouclimb,themorepeoplecanseeyourflaws.
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The Tough Guy’s Temperament
ASSET
OBSTACLE
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Be Adaptively AuthenticDevelop a moreplayful mindset.
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Tactic #1Adopt many diverse role models.
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Copying one author is plagiarism; copying many is research.
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Struggling to Shift from Analyst to Adviser
True-to-selfers doubleddownontechnicalknow-how.
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Mastering the Move from Analyst to Adviser
Chameleonsfakedittilltheybecameit.
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Tactic #2Set goals for learning.
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The Buttoned-Down Manager’s Predicament
SCRIPTED
IMPROVISED
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Tactic #3Create a new story.
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The Aspiring Leader’s Story
NURTURER
EXPLORER
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Small changes can make a big difference.
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For Discussion
Which term describes you best—chameleon or true-to-selfer?Have you ever been in a situation where you felt like an impostor? Why do you think you felt that way?How has your personal style changed over the last 10 years?Which people have approaches that you admire? What might you borrow from them?What learning goals would you set for yourself?What story defines you? Is it time for a new one?
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Learn More
Harvard Business Review Magazine and Web ArticlesThe Authenticity ParadoxHerminiaIbarra
Be Yourself—But CarefullyLisaRoshandLynnOffermann
How to Become an Authentic SpeakerNickMorgan
Women Rising: The Unseen BarriersHerminiaIbarra,RobinJ.Ely,andDeborahKolb
Harvard Business Review Slide DecksBe a Better Leader, Have a Richer LifeStewartD.Friedman
Harvard Business Review Press BooksWhy Should Anyone Be Led by You? RobGoffeeandGarethJones
Total Leadership StewartD.Friedman