The Authenticity Paradox - HBR
Geege Schuman stashed this in Leadership
In my research on leadership transitions, I have observed that career advances require all of us to move way beyond our comfort zones. At the same time, however, they trigger a strong countervailing impulse to protect our identities: When we are unsure of ourselves or our ability to perform well or measure up in a new setting, we often retreat to familiar behaviors and styles.
But my research also demonstrates that the moments that most challenge our sense of self are the ones that can teach us the most about leading effectively. By viewing ourselves as works in progress and evolving our professional identities through trial and error, we can develop a personal style that feels right to us and suits our organizations’ changing needs.
That takes courage, because learning, by definition, starts with unnatural and often superficial behaviors that can make us feel calculating instead of genuine and spontaneous. But the only way to avoid being pigeonholed and ultimately become better leaders is to do the things that a rigidly authentic sense of self would keep us from doing.
So we learn the most when we don't know what we're doing?
I'd say it differently: We learn a lot through trial and error and there's nothing wrong with that.
Ah, trial and error seems like a better way to learn because you discover what doesn't work.