Practicing Inauthenticity

 

Practicing Inauthenticity

Organisational psychologists believe that being authentic all of the time impacts your leadership, it’s a hand brake to performance, it’s a strength overplayed.

So, I’m constantly practicing inauthenticity, I bring the best version of myself to the situation and not the primitive or unmanaged self. Yes, so sometimes I bring vulnerable me, and sometimes it’s the immature me and sometimes it’s the serious me. But believe me, I’ve made a deliberate choice on who turns up, and it’s not just what pops out instinctively.

Journal Article - The impossibility of the ‘true self’ of authentic leadership

World Economic Forum - These are the dangers of being authentic

Video - Body Language Expert Keynote Mark Bowden at TEDx Toronto — The Importance Of Being Inauthentic

Being yourself is terrible advice - Adam Grant Wharton Psychologist

  • Trent Corbett, Lieutenant Colonel (retired)
    Ashley created an environment where my team felt comfortable describing the impacts of my decision making, allowing me to enhance my approach as a leader.
    Trent Corbett, Lieutenant Colonel (retired)
    New Zealand Army
  • James Moohan, General Manager
    Ashley has worked with an array of leaders who have all demonstrated the many and varying styles of leadership. Through an understanding of leadership profiling and the use of development tools, Ashley has aided in their leadership awareness and effectiveness whilst working in an austere environment. Ashley utilises a fully participative instructional delivery style. His inclusive approach allows all to own the lesson/discussion and thereby draw on personal examples to improve. Ashley is an open and enthusiastic individual. His zest for life creates a positive vibe that encourages people to achieve. Challenging people to move out of their comfort zone has associated risk. Ashley puts safety first whilst still achieving challenging and dynamic environments.
    James Moohan, General Manager
    Merit Builders
  • Trent Corbett, Lieutenant Colonel (retired)
    Ashley has an in-depth knowledge of a number of leadership models and tools.
    Trent Corbett, Lieutenant Colonel (retired)
    New Zealand Army
  • Matt Ottaway
    “Throughout my numerous leadership development activities with Ashley, he demonstrated a very impressive understanding of different leadership styles, techniques and behaviours. He was also able to effectively impart his experience and knowledge with a friendly and confident approach that was well tailored to the recipients. His easy going and approachable manner created an excellent learning environment that allowed all participants to gain the most they could from the experience.”
    Matt Ottaway
    Ministry of Defence
  • Trent Corbett, Lieutenant Colonel (retired)
    Ashley's relaxed and personable style made it easy for us to relax and be open about their experiences.
    Trent Corbett, Lieutenant Colonel (retired)
    NZ Army
  • Trent Corbett, Lieutenant Colonel (retired)
    Ashley has an in-depth knowledge of a range of leadership tools. His relaxed and personable style made it easy for us to relax and be open about their experiences. He created an environment where my team felt comfortable describing the impacts of my decision making to me, which allowed me to enhance my approach. We are a stronger team as a result.
    Trent Corbett, Lieutenant Colonel (retired)
    New Zealand Army
  • Matt Ottaway
    “Throughout my numerous leadership development activities with Ashley, he demonstrated a very impressive understanding of different leadership styles, techniques and behaviours. He was also able to effectively impart his experience and knowledge with a friendly and confident approach that was well tailored to the recipients. His easy going and approachable manner created an excellent learning environment that allowed all participants to gain the most they could from the experience.”
    Matt Ottaway
    Ministry of Defence