The Authenticity Paradox | Professor Herminia Ibarra 

“Be authentic” — that’s what organizations, brands and people keep being told. But too often, following that advice can limit us, especially at work, says Herminia Ibarra, professor of organizational behavior. She proposes an expansive way to think about authenticity, one that will ensure we keep growing.

Herminia Ibarra is the Charles Handy Professor of Organizational Behavior at London Business School. Prior to joining LBS, she served on the INSEAD and Harvard Business School faculties. An authority on leadership and career development, Thinkers 50 ranks Ibarra among the most influential management thinkers in the world. Her most recent book, Act Like a Leader, Think Like a Leader (Harvard Business, 2015), explains how to step up to a bigger leadership role. She received her Ph.D. from Yale University, where she was a National Science Fellow. “The Authenticity Paradox: Who am I when I’m changing?

Who doesn’t want to be authentic? But, a simplistic understanding of what authenticity means hinders growth and limits our impact. Learning, by definition, starts with unnatural and often superficial behaviors that can make us feel calculating, instead of genuine and spontaneous, and we latch onto authenticity as an excuse for sticking with what’s comfortable. But, the moments that
most challenge our sense of self are also the ones that can teach us the most. By viewing ourselves as works in progress and evolving our professional identities through trial and error, we can develop in ways that both feel right to us and suit our changing circumstances.

Herminia Ibarra is the Charles Handy Professor of Organizational Behavior at LBS. Prior to LBS, she served on the INSEAD and Harvard Business School faculties. An authority on leadership, Thinkers 50 ranks Ibarra among the most influential management thinkers in the world.” This talk was given at a TEDx event using the TED conference format but independently organized by a local community.