Living and working through a global pandemic has changed workers’ outlooks and expectations in the workplace. Over 20 years ago, business schools spotlighted leaders like Jack Welch, who successfully led and grew General Electric (GE) over two decades, but he did so at a cost. He supported a top-down leadership view, preferred strong control and managed with high expectations. While Welch was known for his self-awareness, his authoritarian leadership style would not work successfully in today’s world.

The average American spends over 8,750 hours at work each year, according to the Bureau of Labor Statistics. Therefore, the culture of an organization, especially its approach to leadership, has become a nonnegotiable factor for job candidates seeking new employment. For companies looking to improve employee engagement and job satisfaction, enhance innovation and strengthen collaboration, productivity and performance, adopting an authentic leadership approach is a sound strategy. This plan can work for organizations of all sizes and sectors.

Defining Authentic Leadership

After the Enron and Worldcom scandals in 2003, Bill George defined the authentic leadership theory in his book “Authentic Leadership” as effective leaders with “self-awareness, transparency, balance, and strong sense of morality.” George describes authentic leaders through observable behaviors that include:

• Leading with purpose and passion for the work they do (mission-driven, if a nonprofit).
• Demonstrating behaviors that align with values.
• Being intentional with connectedness in relationships.
• Practicing consistent self-discipline.
• Behaving with compassion.

All these behaviors are consistent in an individual with strong self-awareness. For organizations or individuals who strive to practice authentic leadership, embracing a culture of growing strong self-awareness and prioritizing meaningful connections are essential.

According to “Bankable Leadership: Happy People, Bottom-Line Results, and the Power to Deliver Both” by Dr. Tasha Eurich, 95% of individuals consider themselves self-aware. In reality, 10-15% have self-awareness. Self-awareness is the ability to be in tune with one’s emotions, thoughts, tendencies and actions. A self-aware person can:

• Recognize a range of emotions in themselves as they occur.
• Realize their interpretations, preferences and limitations are unique and their own.
• Acknowledge others may not receive their behaviors as intended.

Self-Awareness in Leadership

Self-awareness is the foundational skill of emotional intelligence (EQ). The other skills of EQ include self-regulation, practicing empathy and relationship management. Similar to a cognitive intelligence quotient (IQ), there are various assessments that will allow one to measure their overall EQ and specifically a self-awareness level. Unlike an IQ score, EQ can continue to grow with dedicated practice and intention. This intention also needs to be an organization-wide one if the goal is to transform a company culture.

Improving self-awareness is important for both personal and professional growth. One gains clarity on naming and understanding various emotions as they arise without judgment. This growth includes acceptance and acknowledgment of personal values, strengths and weaknesses.

Additionally, it involves the ability to articulate one’s preferences such as a desire for keeping an organized, structured space and schedule versus being flexible and spontaneous. When one’s preferences are not present, or a pet peeve is present, an individual might become triggered (when an individual experiences an emotional reaction to a situation or person this is known as a trigger). Identifying triggers can help grow self-awareness. The ability to recognize all these aspects are part of the journey to developing strong self-awareness.

Self-awareness is important for leaders because it allows them to show up and lead as their true selves, and to live wholeheartedly, no matter the environment. They will demonstrate transparency, alignment in their values and there is only one version of these individuals. These leaders learn how to adapt, when necessary, without compromising their authenticity. As they live and work authentically, they create a safe space for others to live authentically. Such leaders openly communicate what motivates them, the uniqueness they bring to an organization or team, their limitations, and when needed, the ability to ask for help. These behaviors require vulnerability and awareness.

Leaders on this journey tend to be more compassionate and resilient in the face of setbacks. This resiliency sends a positive message to others in an organization about making mistakes, especially when learning is a result. Those with higher self-awareness can model healthy behaviors of living authentically, which positively influence teams and entire organizations. A company will transform core values that align with empathy, connections, wellness and agility.

Practicing empathy involves giving grace to others as well as oneself. Those with high self-awareness recognize perfection is an unattainable goal for themselves and others. In this setting, people begin to meet others where they are. These leaders are more likely to share stories of personal failure or imperfections, showing humility — this creates a compassionate environment.

Individuals with higher self-awareness value relationships and seek genuine connections with others, another valuable benefit for organizations. Meaningful relationships in the workplace can positively affect organizational outcomes. When leaders invest time to learn about their teams, a company’s culture improves. This can include a leader’s practice and commitment to one-on-ones with staff. One leader shared he once took a poll of his staff asking each of them to share their favorite candy choice. He kept each ones’ favorite candy written by their names on a note in the visor of his car. Occasionally on his way to work, when he would stop for gas, he would pick up a favorite candy bar for a specific employee for no special reason. The staff loved it.

Meaningful connections grow when leaders adopt the golden rule: Treat others the way you want to be treated. It takes time and effort. The outcome is a workplace where people feel more seen, appreciated and heard — and thus more willing to speak up and become engaged. It has the opposite effect of those organizations that choose to still lead by fear.

Leaders become self-disciplined in their personal wellness as they improve self-awareness. The glorification of being busy or overworked is no longer present. The improved culture focuses on creating a healthy balance of self-care and productivity, contributing to a shared mission or purpose. After successful projects, especially when travel and time away from home are involved, leaders can choose to reward teams with wellness time off to rest and recover.

In the nonprofit sector, where some employees serve vulnerable clients, there is the chance of employees experiencing compassion fatigue. This can lead to employee burnout and become a risk for the individual and organization. Leaders can model prioritizing their own self-care and incorporating wellness into team meetings and events to ensure it becomes part of the fabric of an organization.

Developing Self-Awareness

As companies begin to focus on improving self-awareness, they experience a more agile workplace where flexibility and change become easier to accept and manage. Leaders start to show others how focusing on things we can control, like our behaviors, is a healthier choice versus wasting energy on uncontrollable factors. This reduces unnecessary anxiety and stress, creating a more comfortable environment.

Here are some specific strategies that people can adopt to make improvements in growing self-awareness:

• Complete a personal values analysis. There is a great list of values included in “Dare to Lead” by Brené Brown.
• Learn more about one’s preferences via a personality assessment such as a Myers Briggs Type Indicator, Discovery Insights or StrengthFinders.
• Journal about one’s day and emotions experienced for reflection.
• Make a list of personal triggers and then ask a significant other or best friend if they agree.
• Seek guidance from a colleague or friend who has high self-awareness.

Studying leaders who are known for their authentic styles is another possibility for an organization or individual seeking to grow self-awareness. These include leaders such as Satya Nadella, CEO of Microsoft, and Marc Benioff, CEO of Salesforce. Reading, sharing and discussing case studies on self-awareness and authentic leadership are other options.

Leaders focused on making meaningful connections in the workplace can incorporate simple, short icebreakers into their team meetings. This will give everyone an opportunity to learn about each other. Free online tools such as polls or surveys are useful in this effort. Team building should be ongoing, not once a year. Showing a genuine interest and improving active listening skills with teams are more ways to build authentic relationships. When leaders give their employees their undivided attention, it goes a long way.

Adopting an authentic leadership approach will not only attract candidates seeking a new career in a healthy environment, but it will also ensure they stay, make impactful contributions, and grow their careers within an organization. For companies, this leadership style with a focus on self-awareness and meaningful connections can serve as a competitive advantage and differentiator leading to success, recognition and a desirable workplace.