Without first understanding the fears of our
people and the environmental factors (policies,
practices, procedures and cultural elements) that
drive those fears, we have little hope of fostering
and sustaining dynamic curiosity culture. We also
need to understand the assumptions behind the
way information is interpreted and processed, how
decisions are made in our team and organizational
unit and ultimately the guiding principles and
frameworks that guide our leaders’ style and
approach. Finally, how we leverage technology
speaks volumes about our priorities, our values,
our commitment to data and assessment and our
commitment to support our people.
The Role of Self-Awareness in Promoting
Authenticity in the Future of Work
Without first understanding ourselves, we will be
hard-pressed to be effective in our interactions with
those around us. Too often, we are rather oblivious to
how we are coming across to others and how we are
impacting those around us, despite what may be our
best intentions. Additionally, without self-awareness,
it is near impossible to be our true, authentic self as
we interact with members of our team.
As leaders, we need to model, encourage and
promote authenticity among our team. In a recent
Forbes article, the author states today’s employees
“want to work for someone they feel they know well
and trust. They don’t expect perfection; they expect
honesty and openness. ... Authentic leaders know
this. They openly face their gifts and strengths
as well as their vulnerabilities and development
challenges. They know themselves well. They
don’t try to be someone they’re not, no matter the
environment or circumstances. And through their
own authenticity, they make it safe for others to be
themselves at work, too.”
If we want an authentically curious culture, we
must create a psychologically safe environment
for our team, where everyone has permission to be
vulnerable and bring their whole authentic self to
work! As said in another recent Forbes article, “This
is generally only achieved in time by allowing people
to express opinions in a non-judgmental space,
contribute to the greater good of the organization,
and be allowed to be different from the status quo
without ramification.”
There is no shortcut to creating this type of
environment, where members of your team feel
safe enough to be their true, whole selves at work.
It starts with developing genuine relationships of
mutual accountability and trust with your people,
which can only happen over time. But as we prioritize
the time and energy to develop these relationships,
psychological safety will increase and team
members’ willingness to be vulnerable and authentic
at work will increase.
In order to find happiness and fulfillment in
life, let alone at work, we first need to foster an
unquenchable curiosity about the world. This
curiosity should extend to ourselves, and as we
become more self-aware, we can then model
authenticity for our team and give everyone
permission to bring their whole authentic self to
work. As we, as leaders, better foster curiosity,
self-awareness, and authenticity, we will be better
prepared to lead dynamic organizations and teams in
the ever-evolving future workplace.
Dr. Jonathan H. Westover is
Chair and Associate Professor of
Organizational Leadership in the
Woodbury School of Business
(UVU), Academic Director of the
UVU Center for Social Impact and
the UVU SIMLab, and Faculty Fellow
for Ethics in Public Life (previously
the Associate Director) in the Center
for the Study of Ethics. He is also
an experienced OD/HR/Leadership
consultant (Human Capital
Innovations, LLC), with experience
transforming organizations across
the globe.
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How To Be Better Prepared To Lead Dynamic Organizations And Teams
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