Authenticity Paradox - Chapter summary from the Book \"HBR\'s 10 Articles for New Managers\" PDF

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Chapter summary from the Book "HBR's 10 Articles for New Managers"...

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The Authenticity Paradox HBR Reading Notes Breeana Berumen October 9th, 2019 Cal Poly Pomona Central Theme: The central theme of this chapter is figuring out how to evolve with new jobs and different people while staying true to yourself. It is vital to adapt to your surroundings while keeping your authenticity. The author calls it a paradox because you are staying authentic while following in the footsteps of other leaders that came before you. Going against our natural inclinations can make us feel like imposters. As the author, Herminia Ibarra put it, “We tend to latch on to authenticity as an excuse for sticking with what’s comfortable.” (102) There are not many jobs that allow you to keep your status quo, if you do, you risk hindering your success. Leaders must change their ways of going about situations such as a promotion or swapped position. When demands and job expectations change, the employee must progressively change alongside with the job. It has been shown in research that people resort to what is familiar when dealing with new and uncomfortable situations. On the other hand, those new and unfamiliar challanges are what teach us the most about being an effective leader. Stepping out of the norm and adapting to a new role takes courage but will create a well-rounded worker in the end. When we view authenticity, it is often a struggle to take on the bigger roles and challenges because of the fear of losing our self in the process. There are a few reasons why leaders today are struggling with authenticity. The first is that there are more frequent changes in the work that we do. In the journey to self-improvement there is an anchor that keeps us from moving forward. The second reason that leaders struggle with authenticity is the differences of cultures in the global workforce. It seems like sometimes you are faced with a decision of choosing between what is expected over what feels authentic. The last reason that leaders struggle is based on how we present ourselves. Our identities are always on display and they say a lot about us. There is a persona that is created for all to see and sometimes it clashes with who we are on the inside. By taking charge of unfamiliar roles, selling your ideas, and learning from diverse role models, the journey in adapting to opportunities can be a smoother transition. Critical Analysis: Psychologist Mark Snyder identified two psychological profiles that inform leaders on how to develop their own personal style. The first profile is the “High-self monitors”, these are the people who adapt well to their new roles and blend in with their background. The author calls these leaders chameleons. Chameleons can acclimate to the demands without feeling fake but are very conscious about their public image. They may not succeed their first time around but are always willing to try new styles to get the right fit within the circumstances. Chameleons have the advantage because of their willingness to be flexible. This flexibility to change style when needed is the reason for their rapid success. There is a downside to the high-self monitor and that is that they are viewed as a sellout. Others around them label these chameleons as disingenuous

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The Authenticity Paradox or lacking a moral compass. The other psychological profile that Snyder mentions is the “true-toselfers” or low-self monitors. True-to-selfers express what they really think and feel about situations. They remain true to their morals even when it proves to be contrary to their demands. The downside of this profile is letting the comfortable behavior stick for too long. If leaders only stick to what they know, they will not grow with their career. Sometimes doing what is uncomfortable is needed. Finding a balance between authority and approachability is important. Many managers have good ideas and the numbers to support them but struggle pitching the ideas to stakeholders. They are aware that these ideas will go nowhere if they do not learn how to do a better job selling themselves. It is hard to utilize others’ emotions to get the reward but instances like that are often needed. It takes time to learn when to use certain situations to your advantage. Leaders often feel like a sell out when using their strengths to influence people. For example, true-to-selfers find it difficult to sell themselves to senior management even though it is what they need. Research has shown that as time goes by, as they gain experience, it gets easier to see the potential they bring. Learning from diverse role models can ease the transition into finding a balance between ones’ true self and their new demands. Most learning involves some form of imitation. Ibarra mentions that, “An important part of growing as a leader is viewing authenticity not as an intrinsic state but as the ability to take elements you have learned from others’ styles and behaviors and make them your own”. (109) Chameleons often borrow styles and approaches from their senior managers and tweak them to best fit their circumstances. This is the reason why chameleons find authenticity earlier on in their careers opposed to the true-to-selfers. They take the idea of imitation and run with it. Setting goals can also help leaders experiment with their identities without feeling like an imposter. Focusing on being perfect and trying to combat failures creates fear within and limits the potential of growth. A way to grow is by stretching the bounds of who we are. Getting out of our comfort zones and learning new things gives us the experience to become the leader we want to be. Main Takeaways: I think this is an important reading because the author lets her readers know that it is okay to evolve with newfound responsibilities. She informs her audience that it can be done while simultaneously staying true to yourself. This article lets new managers understand how to remain authentic in a constantly changing environment. Becoming familiar with your organization and aligning yourself with their goals and mission statement can benefit both you and your organization. If you remain in your comfort zone and continue to lead in the same manner, there is little room for growth. Getting to know the people who came before you and their ways of doing things can give a helpful insight into how to be a successful leader. It is always good to have your own preferred method of reaching success, but it is important not get caught in up that specific way of doing things. With new opportunities comes new demands that are expected of you. It is impossible to think that your old ways will work forever. Keeping the right balance between your ideas and the styles of your mentors can be a recipe for progress. Do not lose sight of who you are and what you stand for but be open to trying new things. The flexibility to adapt to new environments creates a stronger leader with more tools under their belts....