authentic leadership: a challenge and a process

Employment Relations Today Autumn 2001 79

Authentic Leadership: A Challenge and a Process

Mary Ann Masarech, ofBlessingWhite, in Skillman,New Jersey, helpsorganizations reinventleadership and the meaningof work. She has spent thelast 15 years working withorganizations to achievebusiness results throughtraining and organizationaldevelopment. She may becontacted via e-mail [email protected].

© 2001 John Wiley & Sons, Inc.

AUTHENTIC LEADERSHIP: A CHALLENGEAND A PROCESS

Mary Ann Masarech

The newly appointed vice president of HR approached herfirst staff meeting with trepidation. Her team needed todeliver on key initiatives as the organization shifted busi-

ness strategies. She knew that at least two team members felt thatthey should have gotten her job. She heard that the director of e-learning was lobbying the CEO to move his group into informationtechnology. She was also aware that everyone else was concernedabout their job security, their turf issues, and their pet projects.

She did not want to appear tentative in her new role and waseager to move forward. Her plan was to use her superior creden-tials to justify that she was the right choice for the job and confi-dently walk through a detailed plan for reorganizing HR—withanswers anticipated for all the tough questions likely to arise. Buta close mentor—a leader everyone seemed to want to work for—advised her not to go that route.

The mentor advised, “You need to begin to establish yourtrustworthiness as a leader—not just competence—because youneed your team to fully support and execute the vision you aresetting. That involves stepping into undiscussable issues like turfwars and being understanding and candid about others’ feelings—their questions, mistrust, fear, or anger. It also means expressingyour own concerns, because it is not the credentials leading theteam—it is you. Leaders are not followed because they have all theanswers but because they experienced the same doubts as othersbut have envisioned workable solutions and built commitmentaround them.”

This VP was lucky to have such a wise mentor, because in mycompany’s experience working with executives, we have foundthat her initial inclination is typical of leaders at all levels. Charac-teristics reflecting “competence,” such as business aptitude, clar-

Mary Ann Masarech

80 Autumn 2001 Employment Relations Today

ity, and responsibility, are more highly developed in today’sexecutives than the ability to connect personally with the employ-ees on whom they depend to get the work done. Yet our researchshows that being trustworthy, showing empathy, and creatingmeaning are the characteristics that differentiate high-performingleaders from the pack. Leaders today need to integrate personalconnection with business competence.

CORE PRINCIPLESWe have also found that leaders at all levels can increase their

ability to connect—and achieve results through others—by usinga leadership communication process called Leading Out Loud.The process is described by authentic leadership coach TerryPearce in his book Leading Out Loud (published by Jossey-Bass,1995). It is also the foundation of an executive developmentprogram of the same name offered by BlessingWhite.

Leading Out Loud has three core principles:

1. Discover What Matters. People are moved to action by whoyou are as much as by what you do. The VP’s mentor knew this,as did Thomas Melohn, former chief executive of North AmericanTool and Die. Melohn was one of the first business leaders toestablish “town meetings” in which he candidly communicatedwith employees. His commitment to authentic communication isevident in the first step of his six-step “formula” for leadership:“Be yourself.”

Many leaders immersed in day-to-day business realities donot spend much time on the kind of reflection that puts them intune with their internal drivers. Yet to inspire others, you mustfirst be clear on the source of your own personal convictions.Clarity of core values and convictions can provide you with the“juice” to run on, rekindle your commitment to your job ororganization, and fuel your ability as a leader to engage otherswith enthusiasm and passion.

Questions you might reflect on include the following: Whatpersonal values underlie what I want to do or say? What lifeexperiences have shaped these values? What one or two corethemes represent my “leadership point of view”? How can Iregularly reflect on what matters to me?

2. Find Your Voice. Leadership is a conscious act. Terry Pearceoften counsels, “You don’t become a leader by sitting in a corneroffice any more than you become a car by sleeping in the garage.”As a leader, you need to find your voice, to make the decision toactually lead from your personal convictions. The VP of HR did

Being trustworthy,showing empathy,and creating meaningare the characteristicsthat differentiate high-performing leadersfrom the pack.



not want to appear timid, but her first instincts were to gloss overthe tough issues. It was a defensive strategy, not an act of leader-ship. After reflecting on her convictions, she thought through howto bring her unique character and values to the business at hand.She planned to initiate those difficult conversations and to stateher advocacy boldly despite her initial fears.

Questions you might reflect on include the following: Howimportant is it to me to speak out on this issue? Why am I hesitatingto express my advocacy with candor (what am I afraid of)? Whatam I willing (or not willing) to risk in this situation?

3. Connect with Listeners. It is one thing to voice what you stand for.It is another to successfully engage others so that they not onlyunderstand your advocacy but also care enough to take action. To buildcommitment rather than mere compliance in the people on whom youdepend, a leader must engage both hearts and minds. This requiresinformation, data, and “proof,” as well as personal stories, images, andmetaphors that create personal connection and meaning.

Questions you might reflect on include the following: Whatevidence will engage the mind? What supports the heart? Whatrelevant metaphors or images might help others “see” my point?What stories or experiences might personally engage others tohelp them “feel” it?

BUILDING COMMITMENTConnecting with listeners so they understand and care is not

easy. The five-part Leading Out Loud framework has helpedleaders at all levels think through their communications anddecisions so that they cover “all the bases” in their efforts to buildcommitment.

1. Earn the Right to Be Heard. Position power does not meritattention anymore. In fact, in today’s cynical workplace, a positionof authority can trigger skepticism, visions of veiled “corporatespeak,” or assumptions of hidden agendas. More than ever, aleader has to earn the right to be heard by demonstrating credibil-ity—a blend of competence and trustworthiness.

The VP described above began her meeting by establishing hercompetence and her trustworthiness. She described her relevantexperience and clearly laid out the vision she had for the team. Sheshared why she was passionate about the team’s opportunity andthe organization’s objectives. She even revealed some vulnerabil-ity—her concerns about the enormity of the task ahead.

Although the VP feared she would “open a can of worms,” shealso acknowledged how others might be feeling, and began a

The five-part LeadingOut Loud frameworkhas helped leaders atall levels thinkthrough theircommunications anddecisions so that theycover “all the bases”in their efforts to buildcommitment.

Mary Ann Masarech


dialogue for talking about her role, the recent changes, and theteam’s “undiscussables.”

Questions to reflect on include the following: What is mypurpose? Why do I care—and how can I demonstrate my convic-tion? Why do I care about the listeners? What resistance or concernsdo I need to consider and acknowledge? What worries or personalvulnerabilities do I need to share with regard to this issue?

2. Build Shared Context. People’s reactions to change are influ-enced by the information they have. Building shared context helpsget everyone on the “same page” and connects where you havebeen with where you are going. It provides the meaning necessaryfor everyone to realize—and not fear—the need for the change.People hate change but love progress. The leader gives meaningto change through shared context.

As a leader, you can capture the essence of the situation byusing metaphors and stories that the entire team relates to. The VPlikened the team’s situation to a bus on multiple missions—speeding down the highway, stopping at particular destinations,changing direction, with team members getting on, getting off,changing tires (while the bus was moving)—with the danger ofteam members being run over by the bus on the way or the busbreaking down in the wilderness.

Questions to reflect on include the following: Why is thischange necessary now? What are the opportunities or barriers tofuture success? How can I ensure that we share—and under-stand—the same history, priorities, and current reality regardingthis issue? What metaphor might ring true—a musical perfor-mance, sporting event, moment in history, or military exercise?What is my role and what is the team’s role? How do we feel aboutthese roles?

3. Describe the Future. As a leader, you need to make the future“real” for those you are leading by painting a compelling picture.Helping people see more clearly what is ahead creates hope,possibility, and commitment. The more visual and vivid thedescription, the more compelling it is.

To make this picture meaningful to everyone, it is necessary todescribe how each person or group will benefit from what is beingproposed—the bottom line, as well as the human issues involved.It is also necessary to describe the consequence of inaction. Thehuman losses can include pride, morale, innovation, excellence,and community impact, among others.

Questions to reflect on include the following: How will webenefit? What can happen if we do not act? What rich descriptors

As a leader, youneed to make thefuture “real” for thoseyou are leading bypainting a compellingpicture.



can I use to make my vision real? How can I give hope to those whoare discouraged by our present situation? Am I remembering toengage both the mind and heart?

4. Commit to Action. We often hear the phrases “call to action”or “close the sale” as if the end of leadership is others’ commitment.But one of the foundation ideas of Leading Out Loud is this:leaders go first. You, as the leader, need to publicly commit towhat you will do regardless of others’ actions. The more daringyour actions, the greater the commitment others will be willing tomake. At the low end of the scale, you might offer to arrange ameeting to discuss things further. A more ambitious action mightbe to commit to a specific number of hours a week to gather data.Still bolder would be an offer to go to the executive team with theidea. Bolder yet would be to offer to try the new idea with aprominent customer. And to really get others’ commitment, youmight offer to tie your bonus to the success of a particular change.

Once you have made this commitment, you have the right toask others to act as well. Often leaders like the new VP will speakfreely about actions they themselves will take, but then waterdown what they ask of others in anticipation of resistance or in thehopes that the team will just “do the right thing.” The unfortunateoutcome is the impression that they as leaders are not convincedthat the action or change is actually needed. Therefore as a leaderyou need to ask for and expect action.

Questions to reflect on are the following: What am I willing todo—regardless of what others may do? What specific actions willI ask the individuals on my team to take—immediately?

5. Elicit Authentic Response. As a leader, when you advocate achange it is your job to draw out your listeners’ reactions and todiscuss concerns or objections right from the start. Without au-thentic dialogue about issues, you can fall victim to a “nice” butunproductive culture, or a string of meetings in which decisionsare routinely undone. So do not assume that there is agreement.Wade into areas of potential tension and explore.

The VP of HR tried to establish an environment where peoplecould honestly express their thoughts and feelings. She tried toremember that people with the most resistance frequently avoidexpressing their concerns, she watched for non-verbals that wereinconsistent with words, and she stayed alert to requests forclarity that were politely clothed objections or concerns. She alsotried to assume noble intent of the person asking the question,despite any past “baggage” or behaviors that made her discountor question the comment.

One of thefoundation ideas ofLeading Out Loud isthis: leaders go first.

Mary Ann Masarech


Eliciting authentic response on a regular basis as a leader hasa long-lasting benefit. The more you do it, the more the others willwant to listen, and the more you reinforce your credibility—yourtrustworthiness, which helps you earn the right to be heard.

Questions to reflect on include the following: Am I creating anatmosphere where everyone feels his or her concerns, ideas, andcontributions matter? What questions or concerns can I antici-pate? How can I stay attuned to the “question behind the ques-tion”? What kinds of individuals, attitudes, or situations make mefeel defensive? How can I respond with generosity of spirit?

And that vice president of HR? It was not an easy meeting. Itwas not an easy first year. But she continued to reflect on andshape her leadership point of view. She was disciplined in herefforts to deepen her messages, connect with her team, andconduct candid, sometimes difficult conversations. She is leadingher team forward to make a difference in their organization. �

authentic leadership: a challenge and a process

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