From the moment I joined the office workforce, back in my early 20s, I was encouraged to dull down my authentic self. I was told my clothes were too loud, that I “cared too much,” and that I was immature because of my love of animals. I diluted myself so much that I created a completely separate work personality.
I wouldn’t make authentic connections at work; I found it hard to trust colleagues or open up to them. The constant reminder of being at work to do my job, not make friends, hung over me. I was scolded when colleagues passed by my desk to make conversation, or when I absent mindedly allowed conversations with clients to drift into the realms of a friendly chat. It was suffocating.
I vowed that if I ever found myself in a position to mentor or manage a team, I would never make them feel the shame I had been made to feel.
I started to move up the ranks in my work, people saw my potential and gave me a shot. The feedback I received from my own approach to leading and supporting teams was overwhelmingly positive. They felt nurtured, seen and supported. I started to realise I wasn’t the problem. “Professionalism” had lost its purpose, becoming a form of suppression.
Why is it that to be “professional” you must water down every ounce of individuality and authenticity to belong in a workplace? In fact, I firmly believe that the best employees are the ones who let their individuality shine through, and the best employers are the ones who embrace difference. The workplace should be a rainbow of personality, not a sea of dull “office appropriate” grey and navy hues.
Professionalism should exist where it really matters: Respectfulness of colleagues and client privacy and maintaining confidentiality. Maintaining moral and ethical conduct. Establishing boundaries to nurture and maintain trust and safety. All of these are examples of professionalism, but which can exist alongside authenticity.
Authenticity belongs in the workplace. You should bring your own authenticity to your work, and by doing so, to also champion and influence your teams to do the same. I want people to feel safe to express themselves, and know that judgement from others is not their weight to carry.
Rejecting old-fashioned ideas of professionalism will bring you more than good feedback from your team. Giving your people the space to be their authentic selves is freeing, and when people feel free and secure in an environment, they’re more likely to deliver good work.
Software and technology need strong problem solving. “Psychological safety” is a buzz word at the moment, but people are going to contribute more when they are free to be themselves, and teams will progress more quickly and ably through challenge and problems.
Authenticity gives your teams the ability to embrace and utilise the benefits of diversity. You’ll have an inclusive environment that celebrates different ways of thinking, approaches and perspectives, the positive impact of which is well researched.
I encourage you to embrace your own authenticity and personality and open the door for your teams to do the same.
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