What Authenticity at Work Really Means

In today’s workplace, “bring your whole self to work” has become more than a slogan; it’s a leadership imperative. When managers show up authentically, they create teams grounded in trust, connection, and respect. But authenticity is often misunderstood as saying whatever’s on your mind or exposing personal details.

As leadership expert Mike Robbins explains, true authenticity lies in the delicate balance between honesty, humility, and vulnerability, a formula he calls the authenticity equation.

Redefining Authenticity at Work

For over 25 years, Mike Robbins has coached executives and teams at leading organizations like Google, Microsoft, and Walmart. In his work, he’s seen how the concept of authenticity has evolved and how it’s often misunderstood.

Some leaders mistake authenticity for bluntne , believing it means being unfiltered or “just telling it like it is.” Others fear that showing their true selves will lead to judgment or rejection. The truth, Mike says, lies somewhere in between.

At its core, authenticity starts with honesty, but that’s not the full equation. Mike explains that to truly operate authentically, we must add and remove key ingredients to our honesty. This is the authenticity equation.

His formula sums it up simply: Authenticity = Honesty – Self-righteousne + Vulnerability

Let Go of Being “Right”

Self-righteousne is one of the biggest barriers to genuine connection. Managers often hold strong opinions, and rightly so; their perspectives shape strategy, guide decisions, and influence their teams. But when conviction cro es the line into self-righteousne , communication breaks down.

Mike describes the difference like this: Conviction is believing something to be true while staying open to other perspectives. Self-righteousne  is the rigid belief that your view is the only correct one. The subtle shift from “I’m right” to “I might be right, but I’m open to learning” can transform team dynamics.

In practice, Mike notes that self-righteousne often shows up in coaching conversations. Managers, with good intentions, try to correct mistakes or share advice, but the me age can unintentionally come acro as judgmental. The problem is that the natural human response to self-righteousne is defensivene .

Instead, he suggests leading with humility and offering input as perspective, not absolute truth. Small language changes can make a big difference:

• Instead of “That’s not how it’s done,” try “Can I share something that’s worked for me?”

• Replace “You should do it this way” with “Would you be open to a suggestion?”

These subtle shifts signal respect and invite collaboration rather than resistance.

Add Vulnerability to Build Trust

If self-righteousne blocks connection, vulnerability is what restores it. Mike draws from Brené Brown’s well-known definition: vulnerability involves risk, emotional exposure, and uncertainty. In other words, any meaningful human interaction requires it.

For managers, vulnerability can be as simple as admitting when something is difficult, acknowledging when you don’t have all the answers, or owning up to mistakes. Mike uses the metaphor of “lowering the waterline on the iceberg,” revealing just a bit more of what’s beneath the surface.

When you share more of what you’re feeling or experiencing, it changes the dynamic in the room. That openne set the tone for the rest of the meeting, permitting others to share more authentically as well. Vulnerability, when modeled by leaders, ripples outward, building trust and psychological safety acro the team.

Find the Right Balance

Of course, not every moment or audience calls for that level of transparency. Mike emphasizes that vulnerability requires discernment. Oversharing or expre ing too much uncertainty can create discomfort or confusion for a team.

He compares it to flying on an airplane: pa engers appreciate it when the pilot acknowledges turbulence and keeps them informed, but no one wants to hear the pilot panic over the intercom. Similarly, leaders should be open and honest without unloading fears that undermine confidence.

Authenticity isn’t about revealing everything; it’s about being genuine within appropriate boundaries. Managers can share personal challenges without turning conversations into therapy se ions. Saying “I’m having a tough week, but I’m doing my best to stay focused” is both authentic and profe ional.

Privacy and Authenticity Can Coexist

A common misconception is that authenticity requires sharing about your personal life. Mike disagrees, explaining that you can be really private and still be vulnerable. Being authentic doesn’t mean disclosing every personal detail; it means communicating truthfully and with intention.

For example, when dealing with personal lo or hardship, managers can acknowledge they’re not at their best without diving into painful specifics. One way to do this, Mike suggests, is simply saying, “I’m going through a lot right now, but I’m doing my best to be present.” This lets others know where you’re at emotionally without making the workplace feel heavy or uncomfortable.

The key is choice. Authenticity doesn’t mean constantly revealing yourself. It means intentionally choosing when and how to show up as your real self.

Lead with Humanity

The pandemic shifted how leaders think about humanity at work. Conversations about mental health, personal challenges, and well-being became more open, and managers often found themselves in unfamiliar territory. Mike reminds leaders that it’s okay not to have all the answers. If a team member shares something deeply personal, managers can respond with empathy while still maintaining boundaries.

“You don’t have to be a therapist,” he says. “If it feels like too much, it’s okay to say, ‘I hear you, and I want to make sure you get the right support.’” Authentic leadership includes recognizing your limits and directing people to appropriate resources when needed.

Authenticity and Belonging

Authenticity also intersects with identity and inclusion. Robbins acknowledges that not everyone feels equally safe bringing their “whole self” to work, especially those from marginalized backgrounds. 

Still, he believes that while every person’s comfort level and lived experience are different, everyone benefits from exploring where they can show up more fully. Culture and context matter, and so does choice.

Managers can take small steps: invite honest dialogue, model openne in safe ways, and show curiosity about others’ perspectives. Mike emphasizes that we all limit ourselves to some degree. The goal is to bring as much of our whole selves as po ible. When we do, we perform better and connect more deeply.

Embracing Imperfect Authenticity

Ultimately, authenticity is a matter of presence. Managers who lead authentically create environments where people feel safe to take risks, share ideas, and grow. They replace control with connection and performance anxiety with purpose.

When leaders show up with honesty, humility, and heart, they remind their teams of that truth, and that’s where real trust begins.

Keep up with Mike Robbins:

- Connect with Mike on LinkedIn here

- Follow Mike on Instagram here

- Visit Mike’s website here

- Follow Mike on X here 

- Follow Mike on TikTok here

Guest Bonus: Book Giveaway: 3 Copies of We're All in This Together: Creating a Team Culture of High Performance, Trust, and Belonging

In this book, corporate consultant Mike Robbins dives deep into the ways great busine es build trust, collaborate, and operate at their peak level. The book’s core principles include facilitating an environment of psychological safety, fostering inclusion and belonging, addre ing and navigating conflict, and maintaining a healthy balance of high expectations and empathy. 

Throughout, Mike shares powerful exercises and tools he’s succe fully utilized in the keynote speeches, group se ions, and corporate retreats that he delivers so that you and your team can communicate more authentically, give and receive feedback with skill, and create deeper connections.

Get this guest bonus and many other member benefits when you joinThe Modern Manager Podcast+ Community.

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