[2024-07-24] Authentic leadership
This afternoon, I had coffee with a friend whom I hadn't seen in five years. It was an absolute delight to chat with her about anything and everything, something we had little time to do when we were colleagues in the federal Public Service.
We talked about food: our increasing tendency to choose plant-based options, our mutual dislike of food waste, our preference for using the mise-en-place approach to cooking. We chatted about our priorities (exercise, family, friends, health) and our likes (staying informed, maintaining our French, eating good food). We discussed leadership, our careers and post-retirement opportunities. We recalled with fondness numerous colleagues and bosses we had enjoyed working with.
One of the things that struck me most in our conversation was her story of becoming an assistant deputy minister (ADM). When first approached by a deputy minister about her career path, she admitted that she wasn't sure she wanted to be an ADM. At some point, however, she said to herself, "I can be an ADM and still be Jane Doe" (not her real name, of course). The point is that she realized that she could be herself in the job. From my vantage point, she always came across as authentic and down-to-earth. I suspect she was viewed in the same way by her employees; she told me today that, upon her retirement, many of her employees had referenced her authentic leadership in their farewell messages.
I would describe my former colleague as collaborative, positive, appreciative, organized, loyal, corporate-minded and complimentary. She appeared to be confident, but in a quiet way—what I think of as confidence based on competence rather than ego. She was an excellent person to have as a colleague, and I imagine that her employees felt the same way.
Our conversation reminded me of numerous female leaders I had worked with during my more than three decades in the federal Public Service. That's not to say that my friend and I spoke only of women. Honestly, we talked just as much about male leaders who were exceptional to work with and for as we did about female leaders. But it was remarkable to me how many women came to mind as examples of caring, supportive and authentic leaders.
I can't articulate the difference between female leaders and male leaders. I've known women bosses who were nurturing, self-aware, humble, responsible, supportive, inclusive, empathic, collaborative, emotionally intelligent and relationship-oriented. But I've known men bosses who expressed these same qualities. I've known women bosses who were strategic, focused, results-oriented, strong, assertive and decisive, characteristics often associated with men.
So perhaps it's less about the gender of the leader and more about the range of qualities they express in the workplace. When I first became a director in the federal Public Service, at the tender age of 30, the female executives I saw tended to display attributes that were—at least at one time—associated with men; these women could be tough, demanding and driven. But as I advanced in my career, I began to encounter more and more women in senior roles who displayed traits associated with both men and women; they could be strategic and supportive, results-oriented and empathic, decisive and collaborative. In my experience, leaders who expressed qualities traditionally associated with women—such as consensus-building, humility and inclusion—in addition to those traditionally associated with men were better executives. It was inspiring for me to have role models, both female and male, who embodied a wide range of qualities.
Today's conversation reminded me of my 2020 post based on the book Women: The National Geographic Image Collection, which a male colleague sent to me. The book, which presents interviews with two dozen women who are accomplished in their fields or communities, includes quotes that reminded me of today's conversation with my friend:
- Oprah Winfrey: "The truth is the truth is the truth is the truth, and nothing works better in any endeavor than being the truth of yourself."
- Jacinda Ardern: "I believe that empathy is the greatest strength that I have. And I think it's a shame that for too long, strengths like that have been characterized as weakness—because in politics, that's exactly what you need."
- Tara Houska: "Try to remember the line of ancestors behind you and those to come. Feeling like a link in the chain makes you a lot stronger."
- Melinda Gates: "I spent my first few years at my first job out of college doing everything I could to make myself more like the people around me. It didn’t bring out the best in me—and it didn't position me to bring out the best in others. The best advice I have to offer is: Seek out people and environments that empower you to be nothing but yourself."
