“Bring your authentic self to work.”
It sounds empowering – but it can be a trap.
Authenticity has become a buzzword in leadership circles. And while the intent is often good, the reality is more complicated – especially in the context of equity, diversity, and inclusion.
In our upcoming book Simplifying Inclusive Leadership (Autumn 2025), we unpack why the unqualified pursuit of authenticity can undermine inclusion – and what inclusive leaders must do instead.
When “Authenticity” Hurts Inclusion
Here’s the uncomfortable truth: Not all versions of “authentic” are inclusive.
Some people use “being authentic” as a defence for expressing sexist, racist, or ableist views. Others weaponise it to resist feedback, undermine team cohesion, or avoid adapting to new norms.
And for many employees – especially those from marginalised backgrounds – authenticity isn’t safe.
Bringing their full selves to work might result in exclusion, backlash, or even harm.
So when leaders say “Be yourself,” they must also ask: Who is safe to do so? And who isn’t?
Authenticity ≠ Licence to Offend
Inclusive leadership means holding space for people’s individuality without compromising respect.
Respect is the baseline – not just in intention, but in impact. That means:
- Noticing when your words or behaviours cause harm.
- Listening and adjusting when someone flags an issue.
- Ensuring authenticity is expressed with, not at, others.
If someone flags that your behaviour is offensive, continuing to act the same way becomes intentional harm. That’s not inclusion—it’s disregard.
Inclusive Leaders Contract Respect
One of the most effective strategies we recommend is contracting—establishing shared norms for respectful interaction.
This can happen:
- Before meetings
- When joining a new team
- During a reset after tension arises
Contracting isn’t bureaucratic. It’s inclusive. It creates space for psychological safety, clearer communication, and mutual respect—even across differences.
