In today’s world, the concept of leadership has evolved far beyond the traditional top-down approach. Authentic leadership, characterized by transparency, integrity, and a genuine connection with people, has emerged as a powerful model.
However, leading with authenticity can sometimes mean facing criticism and disapproval. Being able to embrace your authentic self, even when it’s not always popular, is a superpower that we need more leaders to develop.
From a very young age, I have had a strong personality and a loud voice. I have always been extremely confident, sure of who I am and what I stand for. From early on, I realized that my personality was not everyone’s cup of tea. Being a strong, confident, vocal woman, who has often been “the only one in the room,” I can be described by others as arrogant, overemotional, and/or irrational.
I once had to decide very quickly if I was willing to be my authentic self, even if it would cost me my dream job.
I was selected as the first female head coach for the South African Women’s Water Polo team. This was epic! I was so excited, and I had so many ideas and processes that I wanted to instill to create change and success. The problem was, I was inserted into the position to look good for the federation, and they saw this going differently. The idea they had was for me to keep doing what was already being done, and to not make any changes or ruffle any feathers. I had two choices: I could stay quiet, conform, be a smaller version of myself, make no changes, and go with the flow (if I chose this, I would most likely go to multiple World Championships and maybe even an Olympics, but unable to be authentic to my leadership style or instill any changes I felt were necessary.) The other choice: be true to my authentic self, do my best to instill as much change as I can, stand up for what is right, try fix the broken systems, and be a voice for all of the female athletes―I believed the necessary changes would lead to us truly improving as individuals and a team, instead of just being able to attend these major events.
I definitely did not conform. I chose to try and make a difference. I put in new structures for the athletes, I tracked athletes via testing, I held them accountable, and set clear guidelines―I was authentic and honest at all stages with the team. I continued to follow my authentic leadership style, even though I was told it would be better to conform. The changes I instilled began to reap rewards―the team had some of our best International results against the USA and Australia. The athletes knew what was expected of them and what they needed to do to succeed, and this led to more success.
I lasted less than 6 months before I got fired!
I often come back to this story in my leadership journey. There was a lot of positive that came from my short 6 months with the team. I was blessed enough to form strong relationships with a phenomenal group of players and women. I created a safe place which allowed them to trust me. In turn, they bought into the systems I was building, which was the key to our success and improved performance. I also had the distinct honor of witnessing these players grow in their skills and understanding of the game. I watched them give everything in their training, work harder than they ever had in the past, and completely immerse themselves in wanting to be better, not only individually but also as a team. I started to see a glimmer of hope in their eyes and attitudes―instead of accepting that they would always come in last place. They started to believe that, with consistent hard work, becoming students of the game, and making sacrifices, they could have success.
My authentic leadership style allowed me to build and work with these women while also keeping my integrity. I could look my players in the eyes and have them know that I was fighting for what was best for them, instead of giving in and being a “figurehead” female coach. That allowed me to have ZERO regrets about the path I took for one reason―I stayed true to my authentic self, even if it was not the right match. I was not willing to compromise on my values, even though the alternative might’ve been less work.
When we go into positions of leadership, we can make two mistakes:
1 – We do things the way they have always been done because we think that we must.
It is often scary to come into a new position and do things differently from those who are “above” us or have gone before us. We can forget that we were hired, or promoted into a role, because of our unique gifts and what we can bring to the role. If we don’t act in our gift zone (the intersection of our strengths and passions) and we try do things like others, we can end up losing our authentic selves, then underperforming, feeling unmotivated, and struggling to form relationships.
2 – We don’t bring our full selves to work.
There is this notion that we must leave our personal stuff at the door when we get to work. This is a big mistake when building relationships and rapport with our colleagues. We are not two people, and when we learn to show our personal and authentic selves to others, it forms trust and helps connect on a level that can garner massive success.
Leading authentically, even in the face of criticism, is not just about staying true to yourself, but also about creating a positive impact on those you lead. By embracing your unique Signature, you can inspire trust, loyalty, and innovation within your team. Remember, this is not about being liked by everyone, but about being respected and trusted for who you truly are. Stay true to your values, seek constructive feedback, and continually strive to connect with others on a meaningful level. In doing so, you’ll not only lead effectively, but also create a lasting legacy of authentic leadership.
About the Author
Seri Kravitz: Former Professional Athlete and Director of the Signature Collective & Marketing
Seri Kravitz boasts a distinguished 12-year career as a professional water polo player, representing both South Africa and Australia on the global stage. Upon retiring from active competition, Seri transitioned into coaching, where she demonstrated a knack for nurturing highly successful teams. Her coaching acumen propelled her to the helm of the South African Women’s National team, where she was a vocal advocate for equality for women in minority sports.
Transitioning from the pool to the digital realm, Seri played a pivotal role in the inception and exponential growth of the online community for JEFF Fitness, a South Africa-based startup. As one of the cornerstone members of the company, Seri contributed to its remarkable expansion from a modest team of 15 to a robust workforce of over 100 within a year. Under her stewardship, the JEFF community grew from the ground up to a thriving network of over 70,000 members. Seri was instrumental in developing a unique platform, revolutionizing the approach to health and wellness.
Now serving as the Director of the Signature Collective & Marketing, Seri is dedicated to supporting the 3,000-strong alumni of Signature leaders, fostering a vibrant community of trailblazers.
Seri now calls Franklin, Tennessee home, where she enjoys a fulfilling family life with her spouse, two young children, and a beloved dog.
