In a past article on authentic leadership, titled “Why leaders avoid taking accountability” Michael Bunting reminds us to be mindful to the actions we take; to the way we respond to various challenges that present each day.

Whilst many leaders enjoy the feeling of satisfaction that comes from successfully overcoming challenges, deep down many wish that there just weren’t so many challenges facing them on a daily basis. We would rather smooth sailing…even just for a while.

When we become overloaded with challenges, there is a natural tendency to resist the accountability needed for great leadership. At these times, typical actions might include:

• defensive rationalisation – which can include denial, aggressiveness and blame
• avoidance – through ignoring the issue, effectively running away; stonewalling or passive-aggressive retreat/withdrawal
• deflection, or PR spin – such as reframing

The effect of such behaviour is not only a loss of credibility, but also preventing oneself from learning and growing. This can lead to a narrow, rigid approach to life.

So why is this becoming so common?

Is it perhaps that corporate cultures have for the past two decades been built solely on performance, performance, and performance; with no tolerance for perceived ‘failure’. This leads to a natural defensiveness and desire to ‘be right’ always!.

This dysfunctional behaviour might in the short term lead to a a sense of security and emotional comfort and a temporary reprieve from feelings of vulnerability and discomfort. However, using such emotion-avoidance behaviour as props to avoid facing reality eventually catches up with us. Our scope of emotions narrows, and we dull not only the negative emotions, but also the positive.

We become less present in our lives, robbing ourselves of growth experiences. The real answer lies in building and strengthening our emotional maturity – providing ourselves with simple tools we can use to deal with challenging, stressful situations. In doing so, we open ourselves up to a richer life, an authentic life that is the foundation of conscious leadership.

Authentic leadership is often misunderstood, and is not always easy. It is built on honest and ethical relationships; and that includes being honest about who you are – weaknesses included. However, it doesn’t mean you have to ‘be yourself’. Leadership behaviour must be appropriate for each situation. There are times when you just want to run away and hide – if you were ‘being yourself’ this is exactly what one would do. However, leadership is about facing both opportunities and challenges with an open, honest mindset. Not one closed off in a state of ‘protectionism’. So it is more about being honest in recognising how you feel about a situation, and allow yourself the time to recognise the emotions you are experiencing and responding to them in a positive, compassionate way.

Authentic behaviour is often ineffective. When we get more mindful and honest about our behaviour, we allow ourselves the opportunity to turn ineffective behaviours into effective ones. It provides us with the personal insight to use what makes us naturally effective, while honestly facing what doesn’t. That’s different from just being yourself. Of course, the end goal is to be both authentic and effective.

To reach full leadership potential takes more than intellectual and technical skills, it takes emotional intelligence.