Today’s organizations are seeking “authentic” employees. According to Merriam-Webster, the definition for the term authentic is “being true to one's own personality, spirit, or character.” Some may take this definition as a license to express feelings and opinions without regard for others. However, in the workplace, authenticity generally means acceptance and conformity to the organization’s core values, mission, and goals.
Authenticity in the workplace
Boards, C-suites, and management teams desire workers that are held to higher levels of internal and external communication, integrity, and commitment. They wish to have employees operate as a team and be on the same page first, and pursue personal aspirations and agendas second.
Often, core values are created, posted on the wall, and forgotten. Some companies may give lip service to them and provide some basic training around their core values. The biggest challenges arise when leaders ignore company values when making decisions. They thereby fail to adhere to a higher level of ethics, falsely believing no one will know the difference.
When the truth becomes known (such as theft, covering up lies to customers, bad hiring decisions, and so forth), it can take the company a long time (if ever) to regain trust, loyalty, and preferred vendor or supplier status. And one thing is sure, the truth will eventually surface.
Successful organizations that have developed authentic work environments have been realistic when communicating their core values and ideals. Putting frosting on a mud pie and telling everyone it’s a cake doesn’t change the fact that it’s simply a mud pie with frosting on it.
Unless, and until, the desired core values are dependably reflected in company practices and communication and have become a meaningful part of the fabric of the organization, they can create false expectations internally and externally.
L&D’s role in authenticity
Program design by trainers and facilitators typically includes fostering respect, valuing different opinions, and feeling safe sharing concerns without fear of retribution. However, knowing when to align on a decision rather than wait for 100 percent consensus, giving each person your full attention by not multitasking, and providing a culture that allows employees to apologize to one another and not have their apology used against them are just a few of the intricacies some facilitators overlook.
Creating an authentic environment is an ongoing process that needs to be nurtured and consistently developed. It cannot occur without holding everyone accountable—from the top down and from the center to outside the organization’s walls, both physical and virtual.
