Navigating the Authenticity Paradox: Insights from the Intersection of Culture and Business
Filming The Authenticity Paradox Tea Talk at Oxford’s Said Business School
“Authenticity has become the gold standard for leadership. But a simplistic understanding of what it means can hinder your growth and limit your impact.” Professor Herminia Ibarra
Last year, I spent a very stimulating and enjoyable afternoon talking about The Authenticity Paradox at Oxford’s Said Business School with Leasil Burrow. You can watch the film here if you want to.
Leasil and I are both Associate Fellows at the School as well as programme directors (PDs) (Leasil) for the Women Transforming Leadership Programme, and (me for) the Oxford Strategic Leadership Programme), and as PDs we were asked to offer a dialogue on a theme of interest to us both as part of the Oxford Tea Talks[1] conversation series. How to lead with authenticity is a recurring theme on the School’s executive education open programmes and both of us are very interested in the work of INSEAD Professor, Herminia Ibarra and the paradox that exists here, “Authenticity has become the gold standard for leadership. But a simplistic understanding of what it means can hinder your growth and limit your impact.”
It's not just in business settings that the theme of authenticity raises its head – it frequently comes up on the leadership programmes CAO runs within the cultural, creative, arts and heritage sectors. At CAO we reflect on business school thinking and leadership theory and reframe it to the contexts of leading in the cultural, creative, heritage and arts sectors. My role as Director of CAO, and as an Associate Fellow and Programme Director at Saïd Business School, means I've had the unique opportunity to experience the powerful intersection of the cultural, creative and business sectors. This convergence has not only shaped my approach to leadership but has also illuminated the challenges and opportunities that arise when authenticity meets professional expectations.
At CAO, we've long recognised the symbiotic relationship between the cultural, creative, and heritage sectors and the world of business. Our work spans a diverse range of services, from strategic planning and organisational transformation to audience engagement and community engagement. Through this work we've seen first-hand how the principles of creativity and innovation that drive and power our sector can profoundly impact leadership styles, business strategies, and organisational success.
The skills and perspectives I've gained from my background in the creative and cultural sectors have proven invaluable in my role at Saïd Business School. Creative thinking, adaptability, and the ability to navigate ambiguity are all hallmarks of the cultural and creative worlds that translate seamlessly into effective business leadership. Equally, the structured approaches and analytical rigour of the business world have enhanced CAO’s ability to deliver impactful solutions in the cultural sector.
This blending of creative and business mindsets lends itself to this critical leadership challenge: the Authenticity Paradox. As explored in my conversation with Leasil, this paradox emerges when leaders grapple with being true to themselves while also meeting the diverse needs of their teams, stakeholders, and organisations.
In the cultural sector, we celebrate individuality and unique expression and find creative and ingenious ways to empathetically align this self-expression with needs of others – connecting our purposes to have impact on the communities and stakeholders we work with and for. And, in a business context, as with cultural organisations, leaders must also consider how their authentic selves align with organisational goals and stakeholder expectations. This tension is at the heart of the authenticity paradox.
The cultural and creative industries offer valuable insights into navigating this paradox:
Embracing Diversity. Just as cultural institutions curate diverse collections and performances, leaders can cultivate environments that celebrate a range of authentic leadership styles.
Adaptive Storytelling. Artists and creatives adapt their narratives for different audiences without losing their core message. Similarly, leaders can learn to adjust their communication style while maintaining their authentic voice.
Collaborative Creation. The arts often involve collaborative processes that balance individual vision with collective input. This model can inspire leaders to find authentic ways of incorporating diverse perspectives into their decision-making.
At CAO, we deploy strategies that help leaders in both the cultural and business sectors navigate the authenticity paradox such as:
Reflective Practice. We encourage leaders to engage in regular reflection, much like artists critiquing their own work. This helps in understanding one's authentic self and how it aligns with leadership responsibilities.
Stakeholder Engagement. Drawing from audience engagement techniques in the cultural and creative sectors, we support and encourage leaders to actively listen to and involve their stakeholders and communities, finding authentic ways to meet diverse needs.
Scenario Planning. Borrowing from theatrical improvisation, we use scenario planning exercises to help leaders practice authentic responses to unexpected situations.
While the Authenticity Paradox presents challenges, it also offers significant opportunities for business growth and innovation:
Trust and Transparency. Authentic leadership fosters trust within organisations and with external stakeholders.
Innovation. When leaders are true to themselves, they're more likely to champion original ideas and foster a culture of innovation.
Employee Engagement. Authentic leaders inspire loyalty and motivation among team members.
As we look to the future, the ability to navigate the Authenticity Paradox will become increasingly crucial for leaders across all sectors. It isn't a problem to be solved, but a dynamic to be actively engaged with – particularly in this increasingly digital age dominated by the excitement, opportunity and also fear and concerns AI brings to all sectors. By drawing on the rich traditions of the cultural and creative sectors and combining them with rigorous business practices, we can develop leaders who are both true to themselves and responsive to the needs of their organisations and stakeholders.
[1] Oxford Tea Talks is a conversation series crossing many different ideas and research, which aims to offer fresh perspectives on the thorny issues businesses and business leaders are facing today. Each episode pairs two people - a mix of faculty, associate fellows and thought leaders from Saïd Business School and the University of Oxford - to engage in a dynamic discussion over a cup of tea.” To hear more please click here: https://www.sbs.ox.ac.uk/oxford-answers/tags/oxford-tea-talks.
Jean-Michel Basquiat & Andy Warhol, “African Masks” (c. 1984-1985)