Introduction

The privilege of a lifetime is to become who you truly are.

—C. G. Jung

It’s no secret (or surprise) that professional environments look quite different today than they did two to three decades ago. Back then, people wanted—and needed—to be managed differently because they thought differently. Job satisfaction was nice to have, but it wasn’t considered imperative. Work was a necessary part of life, and bringing home a steady paycheck was just as motivating for younger employees as it was for older ones. When people found a position that gave them a sense of security and satisfied their basic financial needs, they tended to stay put. Love it? No. But leave it? Never. Most employees’ primary motivation in this antiquated working environment was the professional goals leadership set for them. The recognition of these goals through raises and promotions was viewed as the marker of success. Generations today (X, Y, Z, and everything in between) are motivated by so many other factors, including freedom, connections, the why behind their work, and the ability to fulfill their personal passions through work. People are looking for authenticity in their lives and careers. They want to work for companies that value authenticity and allow them to flourish as individuals.

This shift toward authenticity changes everything. When we were living in a goal-oriented business world, everything was done by the book, which meant every person in the company was managed in the same way. Little thought was given to who employees were as individuals, where they came from, how they might prefer to be managed, or what their unique gifts and aspirations were. For the younger generations in the workforce today, as well as those in older generations who have evolved with the times, this style is no longer effective. Companies who recognize this and do something about it are the ones that are flourishing.

For the often-cited Millennials (and now post-Millennials, known as Gen Z), a large part of job satisfaction hinges upon enjoying their day-to-day work life and engaging with their coworkers. These people want to feel like they can thrive in their work environment, not only materially, but also mentally and emotionally. Today’s employees want to work in an atmosphere where they can create trust and build relationships. They want to show the world who they are and be accepted for their unique strengths, abilities, and even quirks. And those are just some of the reasons authenticity in the workplace is so important. There’s no better way to facilitate trusting relationships than by breeding authenticity and transparency.

You’ve heard the old saying, “It’s lonely at the top.” In today’s world, it can’t be lonely at the top because we have to consider our entire team as cohorts in the trenches alongside us. Steve Jobs didn’t create and grow Apple alone. As author Harvey McKay puts it, “Even the Lone Ranger didn’t do it alone.” To achieve meaningful and lasting success, organizations must focus on corporate culture, employee engagement, and employee happiness, in addition to the products or services they offer externally. Fostering authenticity among team members, within leadership, and as an integral part of your product or service is a big part of this.

Throughout my twenty-year career, I’ve worked for all sorts of different companies—big brands, startups, you name it. I’ve learned a ton of lessons and seen a variety of scenarios in the process. Recently, I decided to interview a handful of top-performing companies and business leaders, which you’ll be hearing about in the pages to come. One thing I’ve noticed, both in my own experience and the experience of others, is that all successful businesses and leaders thrive by creating a culture of trust. In this sort of culture, employees of all levels are not afraid to speak the truth. They’re not afraid to ask for help. Business leaders have begun to recognize a direct correlation between employee engagement and company success. Go figure.

Employees who work in authentic corporate environments feel freer to share their ideas, and tend to be more loyal and productive. There’s little reason to look elsewhere for employment when they’re happy, fulfilled, and see a clear growth path. Because employees understand where both their peers and management are coming from, and always know where they stand, conflict-ridden and superficial relationships fall by the wayside. This doesn’t mean you have to be BFFs with your coworkers, but it does mean you should consider who they are as individuals. Everybody wins when each person can be him- or herself, and we can interact with one another as the unique people we are. This is how teams are created in the true sense of the word, not just corporate-speak.

Authentic Teams Build Authentic Brands

One thing I’ve noticed, both as an employee and as a consultant, is that the same companies that breed transparency in their culture also tend to create the most authentic brands. Brand authenticity is becoming more important with each passing day, thanks to Instagram, Snapchat, and other social media outlets. We are more interconnected today than ever before. The more genuine a brand is, the better connection it can create with its customers.

Companies that haven’t yet adapted to this new, genuine way of doing business present themselves as one thing, but are another in practice. Their mission isn’t supported by their products, services, or culture. Today’s customers are savvy enough to see through these discrepancies, and it’s not a good look.

For a brand to be authentic, everything about it has to be real. This means everything—not just its core offering, but its mission, vision, and actions as well. If customers don’t trust a brand, it doesn’t matter what the product is, where it’s sold, or how it’s priced. A sustainable business cannot be built upon a foundation that isn’t genuine.

Brand authenticity creates the building blocks of a trusting, long-term relationship with customers. It ensures that there will never be any confusion about “who” a company is and what it stands for. This doesn’t mean that a business can’t evolve and change, or do things differently over time. Every business should embrace innovation. However, what matters most is connecting with customers and creating trust. And the only way to do that is by—you guessed it—being authentic.

Types of Authenticity in Business

When we’re talking about this concept in a corporate setting, we’re looking at authenticity from several vantage points. We always begin with personal authenticity and extend outward from there. For the purposes of this book, we’ll concentrate on four types of authenticity:

• Personal Authenticity
• Leadership Authenticity
• Corporate Culture Authenticity
• Brand Authenticity

Personal Authenticity

Who are you? What matters most to you?

Personal authenticity is all about figuring out what makes you happy, what you want to do, and how to do it. To be clear, I’m not going to be talking about realizing your dream and living happily ever after. That’s a topic worthy of another book. What I’m talking about is the opportunity for each one of us to better align our personal goals and our work with who we are at our core. It’s how you can begin to approach work in a way that’s more reflective of who you are, and in a way that makes you happier.

When you own who you are and feel more at ease and at home in your own skin, you have a far better chance of surrounding yourself with people who bring out the best in you. When you are more genuine in your personal life, it also extends to your professional life. You are better equipped to fulfill your potential, and more likely to be the person who lights up the room and inspires others.

Leadership Authenticity

How are you leading others to success?

Many business leaders are under the mistaken assumption that they have to put on a certain persona in order to command respect from their subordinates. Perhaps you think that to lead effectively you have to convey a certain presence or deliver your message in a way that intimidates.

Not only does this not work, but it’s also not sustainable! And, I don’t mean that in the environmentally unfriendly kind of way. It’s not sustainable in the corporate environment. As a leader, you’ve got to build and nurture relationships and create trust. Meaningful relationships can only be developed when you lead as your true self, rather than presenting the “leadership version” of yourself.

Corporate Culture Authenticity

What type of culture and environment are you creating or contributing to?

When I see young leaders putting on a façade of leadership, it makes me question the corporate culture of their company. In a good, transparent culture, those at the highest level will embrace, develop, and create a safe space for those under them. They empower newcomers and young...