Business Lawyer- Leading with Authenticity

Is being "liked" part of a career objective? Or is the goal to be respected and trusted for your leadership? Should you aim to be liked, respected and trusted? Do men and women aim for the same objectives when they lead? Usually being liked does not rank very high on the list of objectives for men. But it is almost always expected of women. 

Women who are strong, independent and articulate and focus on the mandate of their position are often labeled as overconfident or bitchy. Men on the other hand are celebrated for their strong and assertive leadership.

This is only one manifestation of gender inequality in the workplace.  However, not all women face workplace gender inequality in the same way. As a young brown woman, I have found my leadership questioned in the workplace and in the courtroom-often initially resisted as a token that did not know her place. To combat this I have had to work harder and  be over prepared and anticipate every possible obstacle.  The goal has always been to keep pursuing excellence, uncompromising pursuit of higher education and professionalism. 

What I learned from the experience was that people see you through multiple lenses. Those lenses are built on their own feeling's, perceptions and their own experience of the corporate culture. Especially in the legal profession. There are so many undercurrents and politics and agendas. They can derail the best of intentions.

 As much as you want to make your mark and lead your team you have to be aware of the dynamics of the organization. Once you become aware of the dynamics you learn it is not you but how things work. That allows you move away from worrying about how you look and into how to navigate the challenges you are faced with.To thrive in these circumstances you have to assess and recognize the challenges that lie ahead.

Authenticity in leadership means different things to different people and industries. On one hand leadership is encouraged with key works like “transparency” “open doors” “open spaces”.

This must be balanced with not eroding your leadership with being too open or to guarded. Either can disengage your team and impact your results.

 Don’t work so hard to prove your legitimacy.

Continue to be yourself. Be honest. Be authentic.   

Be aware of your strengths and your limitations. Be aware of your emotions.

At the same time don’t take it personally.

Be consistent and be steadfast.

Remember that you are leading because the organization trusts you to achieve results. 

Keep an eye on the future and remember that being authentic is also a continuing journey of self-actualization When you are truly authentic- it comes naturally, and you will make connections with your team.   It is not heavy, and it should never feel like an act. But it does require patience with yourself and others and leading authentically.

Reflect on the resistance you receive to your authenticity and use it develop your character and strength. Authenticity is natural, and your authenticity is individual, and it evolves as you do.

With respect to sharing too much- As a leader you need to listen and have an open mind. When you are sharing in a professional environment always consider the following:

Is what I am sharing in alignment with the goals of the corporation and my team’s mandate?

Does this sharing add anything of value?

Does this sharing contribute to the development of the team or mandate? Does it add value?  

Don’t put yourself down or use self-deprecation as a tool to make other people comfortable with you.   Get comfortable with silence and limited feedback.