Leading With Authenticity
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THE CONTEXT
L holds a critical leadership role, which includes managing a large team, frequent travel, and internal and external influence. When L was promoted to a new level of executive responsibility, her organization engaged Jennifer to help L build her communication capabilities and partner with her supervisor as effectively as possible.
“I have a high-profile role. I need to do this work to be my best.”
- L, Deputy Director
CLARIFYING THE VISION
They began the coaching engagement by discussing L’s long-term career goals and what kind of leader she wanted to be. At first, L didn’t feel at ease on the leadership team she had been promoted to. Her perception was that to gain their respect and have influence, she needed to project power and strength, and to be dominating instead of leading with heart. Jennifer worked with L to stay curious, to explore how there might be alternatives to the story she was telling herself, and to better understand what was true versus what might be a projection of her own leadership fears.
While L had worked with a number of leadership and life coaches in the past, she found that many of them adhered to a set approach that did not take the unique personalities of their clients into account. In contrast, Jennifer worked with L to understand her own strengths and weaknesses—and how those traits were perceived by others.
“Other coaches I’ve experienced want everyone to have a particular leadership style—a very authoritarian leadership style—without recognizing that different people lead differently. Jennifer’s coaching philosophy is more flexible. She believes that finding and being one’s authentic self is the best approach.”
PERSONALIZING THE PATH
Jennifer used the Integrative Enneagram assessment to help L understand which core subconscious motivations could be driving her behavior. The assessment identified L as an Integrative Enneagram Style 2—Considerate Helper. At their best, Helpers excel at making connections and supporting others. When they are under stress, they can come off as interfering or over-controlling.
It was enlightening for L to understand that a specific personality trait can be both a strength and a weakness. Her work with Jennifer has helped her see how certain inclinations can be misconstrued by others, and when she might be overdoing it.
“The Integrative Enneagram is different from other assessment tools. It’s better at showing you how you behave and show up when you’re at your best, versus what it looks like when you’re at your worst. It has been really helpful to understand myself and my strengths and weaknesses—and when my strengths turn into weaknesses.”
CATALYZING GROWTH
The coaching process helped L use her specific personality traits to become a better leader. She now recognizes that she can come off as grouchy or gruff to people who don’t know her well, and that when people think she is on the offensive, they react by going on the defensive. In addition to these valuable insights, L has learned practical tools to adjust her communication style so she can be as effective as possible in her executive role, while leading with authenticity.
“I need to find my authentic style, and use it to my advantage. I’m more grounded and centered when I’m being true to myself.”
L’s coaching work with Jennifer also gave her more clarity about her long-term goals, and she began working towards becoming a CEO. L achieved that aspiration and now leads a high-profile research institute. She credits the coaching work with helping her become a stronger communicator and a better person.