Managers: don’t fake it, be genuine or you’re letting down the side

Everyone has had a conversation at work with a manager who undoubtedly is being fake.

Behavioural-change speaker, coach and author Suzanne Waldron.

Everyone has had a conversation at work with a manager who undoubtedly is being fake; perhaps they are faking a skill set, an emotion or agreement.

Most can identify when the manager is being disingenuous, though what the organisation may not be so aware of is that this faking practice is consuming the workforce’s valuable energy. Allowing disingenuous managers is costing organisations money.

While this isn’t supposed to be an article about the bottom line, in reality it is. The real bottom line is that time wasted in being inauthentic ultimately will lose opportunities, fragment relationships, reduce effort and prevent results.

Reports repeatedly show Australians are spending more time at work. The pressure for management to perform and get results is intense, often adopting a philosophy of doing more with less. Yet this hidden issue of disingenuous managers is absorbing productive energy at an alarming rate, energy that could be used more productively, in a way that feels good.

What causes anyone to be disingenuous? In the moment, it can be easy to apply judgment or even blame a person who is being fake, though the reasons can be deep. The No 1 reason for being disingenuous is lacking a sense of belonging, quickly followed by a feeling of “I’m not good enough”. Other reasons encompass tiredness, poor social skills and lack of competence or confidence.

While some of these reasons may not be at a surface level or even actively known to the disingenuous person, there is often a degree of awareness.

Workplaces that have intense behavioural conflict, hidden agendas, games or ego-driven managers are demonstrating signs of a disingenuous culture. A disingenuous manager may appear as if they are trying too hard, not admitting to mistakes, showing signs of stress in communication, or using clothes or make-up to hide, producing a social disguise. They may joke too much or overextend themselves socially to please. A common term is “wearing a mask”.

Masks certainly can be useful, especially where an appropriate social filter is concerned. When telling your board or team or peers what you really think, in a way that may otherwise be a career-limiting move, wearing those masks can prove beneficial.

However, masks that prevent managers being true to themselves and inspire those around them are not useful. The energy used to be someone you are not is time wasted in work and life.

Make the time for yourself as a manager, and for your management team, to explore any costs that may be occurring from any lack of genuineness. Increasing organisational awareness particularly in managers will produce a healthier, productive place to spend time.

Increasing levels of genuine leadership skills requires insight and self-inquiry. As a manager it is essential to hone the skill of personal reflection. It is also crucial to get clarity and work on one’s personal leadership strategy. Focusing on who you are positively being as a leader equates to increased levels of genuineness and trust in the workplace. People trust who they can relate to. This requires trust within self, openness to vulnerability and genuine communication skills.

Genuine managers will be actively listening to others, acting with integrity and truly connecting with people. They will spend time getting clear about their own intentions and character in the workplace. After all, genuine self equals genuine leadership. There simply isn’t time for anything else.

Suzanne Waldron is a behavioural change speaker, coach and author.