An increasing body of research suggests that trust impacts almost every measure of success in your professional and personal life. So it just makes sense for each of us to be intentionally searching for ways to bring more trust into our lives.
I hope you enjoy reading these posts, where I’ll share my research, observations and thoughts on how you can develop the confidence required for self-trust, the courage required to trust others, and the combined competence and character to earn others’ trust. If you’d like to receive these posts in your Inbox, click here.
Most of us find it hard to trust someone when they don’t achieve the results we expect of them, or don’t apply themselves to the extent that successful and expected results are achieved … even though they appear to have the talent (and/or competence) to achieve.
Most of us are average – and despite what many ‘motivational gurus’ tell us, it’s ok to be average – it ought to be – because most of us are. Now, I realise as you’re reading this you might be thinking that you’re not average, and that could be so. Although, science validates most of us overestimate our own competence.
In a world where the social media platforms use algorithms to send us information that we seem to be interested in, based on our search and click history, there is a clear and present danger that we are at risk of reducing rather than broadening our perspectives and understanding of diverse and different points of views and experiences.
Scientific research validates people who have found purpose or meaning in their lives report higher levels of well-being in their lives than those who have not found purpose or meaning in their lives. However, there is also evidence that suggests, overtime an unsuccessful pursuit of purpose or meaning can lead people to feeling anxious, depressed, and unfilled.
To be authentic requires us to be intentional, and when other people are making assumptions about our authenticity, and about our trustworthiness, one of the core elements of their decision making is their assumptions about the intentions behind our actions.
Our ability to connect with others with authenticity creates the platform for a more meaningful, flourishing, and prosperous life. To have a genuine intention to connect authentically with others and to make life better for them in some ways. This is why being a person oriented toward integrity is so important.
An authentic leader is one whose actions demonstrate they genuinely believe that leadership is a privilege and not just a position. A question is ‘What actions would demonstrate that … especially when working with remote teams?’
If you were to trace the rise of the topic of authenticity, especially when referring to authenticity in the workplace, you quickly realise it has been in response to a continual global decline in trust. For most people it would seem the idea of being authentic, living an authentic life, and authentic leadership are aspirational and worthwhile … and I readily put my hand up in agreement with that.
Authenticity is a bit of a buzz term at the moment, and it’s being tagged alongside leadership, corporate culture, brands, products and services, and most certainly discussed in terms of individual behaviour as being authentic or inauthentic. But what does it really mean to have authenticity?
Is being authentic something we ought to care about? If being authentic is desirable, how do we know when we are being authentic? What does it feel like when we are experiencing it … in ourselves and in others? What are the contributing elements that allow us to be authentic? What are the contributing elements that cause us to be inauthentic?
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