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Golden Oldies: The Abuse Of Authenticity

by Miki Saxon

It’s amazing to me, but looking back over more than a decade of writing I find posts that still impress, with information that is as useful now as when it was written.

Golden Oldies is a collection of what I consider some of the best posts during that time.

“…that’s the way I am” How many times have you heard it? How many times have you said it? Is it valid? How much damage does it do?

Read other Golden Oldies here.

no-excuseMAP (mindset, attitude, philosophy™) is a wonderful thing, encompassing as it does everything that makes you you.

MAP is also the great excuse, the adult version of the “because I said so” people use on their kids.

How often, when asked why you do X, have you responded “because that’s the way I am.”

Organizations have two versions, “not-invented-here” and “we’ve always done it that way.”

Whether individual or company, both use them to avoid innovation, change and disturbing their comfort zone.

But at what cost?

Marshall Goldsmith calls it an excessive need to be me and tells the story of a CEO who was lauded in other areas, but refused to provide positive feedback because it wasn’t him and would, therefore, be phony.

The example isn’t as extreme as you might think. I’ve talked with many executives, managers and workers who use authenticity as their reason not to change their MAP.

And because authenticity is hot, it’s the perfect excuse for not tackling the root causes of whatever needs to change, although, as with most excuses, it doesn’t hold up well to the light of honest, intelligent analysis.

But what do you analyze; how do you know what to change?

Take feedback from your colleagues, team and customers; then take a hard look whenever the answer to “Why?” is some variation of the reasons mentioned earlier.

Then think it through; ask yourself if there is a real, rational reason to stay that way or if it’s something that would be better to change,

And remember, whether individual or company, the most powerful reason for changing MAP is that doing so pays off handsomely, as the CEO in Marshall’s story learned.

Image credit: pattista on flickr

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