{"id":12791,"date":"2026-07-05T13:59:21","date_gmt":"2026-07-05T12:59:21","guid":{"rendered":"https:\/\/salomons.coach\/?p=12791"},"modified":"2026-07-05T13:59:39","modified_gmt":"2026-07-05T12:59:39","slug":"de-authenticiteitsparadox-en-het-werk-van-worden","status":"publish","type":"post","link":"https:\/\/salomons.coach\/nl\/the-authenticity-paradox-and-the-work-of-becoming\/","title":{"rendered":"De paradox van authenticiteit en het werk van het worden"},"content":{"rendered":"<div data-elementor-type=\"wp-post\" data-elementor-id=\"12791\" class=\"elementor elementor-12791\" data-elementor-post-type=\"post\">\n\t\t\t\t<div class=\"elementor-element elementor-element-6803e43 e-flex e-con-boxed e-con e-parent\" data-id=\"6803e43\" data-element_type=\"container\" data-e-type=\"container\">\n\t\t\t\t\t<div class=\"e-con-inner\">\n\t\t\t\t<div class=\"elementor-element elementor-element-9d1c678 elementor-widget elementor-widget-html\" data-id=\"9d1c678\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"html.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t<!-- The Authenticity Paradox and the Work of Becoming | salomons.coach branded blog HTML -->\r\n<style>\r\n  .sc-post {\r\n    --sc-navy: #0b2545;\r\n    --sc-navy-soft: #13315c;\r\n    --sc-gold: #c9a24b;\r\n    --sc-gold-soft: #e3c98a;\r\n    --sc-ink: #1f2a3d;\r\n    --sc-paper: #ffffff;\r\n    font-family: Georgia, 'Times New Roman', serif;\r\n    color: var(--sc-ink);\r\n    max-width: 760px;\r\n    margin: 0 auto;\r\n    line-height: 1.75;\r\n    font-size: 18px;\r\n  }\r\n  .sc-post .sc-hero {\r\n    background: linear-gradient(135deg, var(--sc-navy) 0%, var(--sc-navy-soft) 100%);\r\n    color: var(--sc-paper);\r\n    padding: 48px 40px 40px;\r\n    border-bottom: 4px solid var(--sc-gold);\r\n    margin-bottom: 40px;\r\n  }\r\n  .sc-post .sc-kicker {\r\n    font-family: Arial, Helvetica, sans-serif;\r\n    font-size: 13px;\r\n    letter-spacing: 3px;\r\n    text-transform: uppercase;\r\n    color: var(--sc-gold-soft);\r\n    margin: 0 0 14px;\r\n  }\r\n  .sc-post .sc-hero h1 {\r\n    font-size: 34px;\r\n    line-height: 1.25;\r\n    margin: 0 0 16px;\r\n    color: var(--sc-paper);\r\n    font-weight: 700;\r\n  }\r\n  .sc-post .sc-hero p {\r\n    font-size: 19px;\r\n    color: #dbe4f0;\r\n    margin: 0;\r\n    font-style: italic;\r\n  }\r\n  .sc-post h2 {\r\n    font-family: Arial, Helvetica, sans-serif;\r\n    font-size: 24px;\r\n    color: var(--sc-navy);\r\n    margin: 44px 0 6px;\r\n    line-height: 1.3;\r\n  }\r\n  .sc-post .sc-rule {\r\n    width: 56px;\r\n    height: 3px;\r\n    background: var(--sc-gold);\r\n    border: none;\r\n    margin: 0 0 20px;\r\n  }\r\n  .sc-post p { margin: 0 0 20px; }\r\n  .sc-post .sc-pull {\r\n    border-left: 4px solid var(--sc-gold);\r\n    background: #f7f4ec;\r\n    padding: 20px 26px;\r\n    margin: 32px 0;\r\n    font-size: 20px;\r\n    font-style: italic;\r\n    color: var(--sc-navy);\r\n  }\r\n  .sc-post .sc-cta {\r\n    background: var(--sc-navy);\r\n    color: var(--sc-paper);\r\n    padding: 34px 36px;\r\n    margin: 48px 0 28px;\r\n    text-align: center;\r\n    border-top: 4px solid var(--sc-gold);\r\n  }\r\n  .sc-post .sc-cta p {\r\n    margin: 0 0 18px;\r\n    font-size: 19px;\r\n    color: #dbe4f0;\r\n  }\r\n  .sc-post .sc-cta a.sc-button {\r\n    display: inline-block;\r\n    font-family: Arial, Helvetica, sans-serif;\r\n    font-size: 15px;\r\n    letter-spacing: 1.5px;\r\n    text-transform: uppercase;\r\n    color: var(--sc-navy);\r\n    background: var(--sc-gold);\r\n    padding: 14px 32px;\r\n    text-decoration: none;\r\n    font-weight: 700;\r\n  }\r\n  .sc-post .sc-cta a.sc-button:hover { background: var(--sc-gold-soft); }\r\n  .sc-post .sc-footnote {\r\n    font-size: 15px;\r\n    color: #5a6a82;\r\n    font-style: italic;\r\n    text-align: center;\r\n    margin-top: 8px;\r\n  }\r\n  .sc-post a { color: var(--sc-navy); text-decoration: underline; text-decoration-color: var(--sc-gold); }\r\n  @media (max-width: 600px) {\r\n    .sc-post { font-size: 17px; }\r\n    .sc-post .sc-hero { padding: 34px 24px 30px; }\r\n    .sc-post .sc-hero h1 { font-size: 27px; }\r\n    .sc-post .sc-cta { padding: 28px 22px; }\r\n  }\r\n<\/style>\r\n\r\n<article class=\"sc-post\">\r\n\r\n  <header class=\"sc-hero\">\r\n    <p class=\"sc-kicker\">Leiderschap \u00b7 Zelf &amp; Persoonlijke Groei<\/p>\r\n    <h1>De paradox van authenticiteit en het werk van het worden<\/h1>\r\n    <p>Waarom \"wees gewoon jezelf\" het slechtste advies is dat een groeiende leider kan volgen.<\/p>\r\n  <\/header>\r\n\r\n  <p>Herminia Ibarra zegt iets dat de meeste leiderschapsadviezen ontstemt. Authentiek zijn, op de manier waarop het gewoonlijk wordt gepredikt, kan in stilte een excuus worden om stil te blijven staan.<\/p>\r\n\r\n  <p>Haar punt is zowel eenvoudig als ontwrichtend. Groei begint met gedrag dat onnatuurlijk aanvoelt. Nieuwe rollen vragen je om anders te spreken, anders te beslissen, anders te verschijnen. Dat ongemak wordt verward met onechtheid. Dus leiders trekken zich terug op \"dit is nu eenmaal wie ik ben\" en noemen het integriteit. Het is vaak gewoon vermijding, integriteit als kostuum dragend.<\/p>\r\n\r\n  <p>Ik herken dit van beide kanten van de tafel. Twee keer in mijn carri\u00e8re stapte ik in een rol van Managing Director. Beide keren vereiste de baan een versie van mezelf die nog niet bestond. Directief in de ene cultuur, adviserend in de andere. Bot tegen de directie, geduldig op de werkvloer. Geen van dit alles voelde als mezelf op de eerste dag. Tegen het derde jaar was ik het, uitgebreid. Nu, na meer dan twintig jaar coaching van senior leiders, zie ik mijn cli\u00ebnten door hetzelfde ongemak gaan en verwarren het met een identiteitscrisis. Het is geen crisis. Het is de prijs van bereik.<\/p>\r\n\r\n  <h2>Waar situationeel leiderschap de paradox ontmoet<\/h2>\r\n  <hr class=\"sc-rule\">\r\n\r\n  <p>Situationeel leiderschap vraagt een leider om zijn stijl aan te passen aan de persoon en het moment. Hier directief, daar coachend, ergens anders delegerend. Veel leiders verzetten zich hiertegen. Het voelt als acteren. Het voelt als het managen van vijf verschillende mensen in plaats van leidinggeven als \u00e9\u00e9n coherent zelf.<\/p>\r\n\r\n  <p>Ibarra's herformulering lost dat verzet op. Stijlflexibiliteit is geen verraad aan het zelf. Het is hoe een zelf in ontwikkeling er van buitenaf uitziet. De operationeel manager die op maandag een worstelende nieuwe medewerker begeleidt en op dinsdag volledig delegeert aan een ervaren ingenieur, is niet twee keer nep. Hij oefent een breder bereik, net zoals een muzikant in meer dan \u00e9\u00e9n toonsoort speelt zonder zijn stem te verliezen.<\/p>\r\n\r\n  <p>Ik heb een vierjarig leiderschapsprogramma gebouwd voor honderden operations managers in heel Europa, precies op dit uitgangspunt. Het patroon was onmiskenbaar. De managers die het snelst vooruitgingen waren niet degenen met de sterkste natuurlijke stijl. Het waren degenen die bereid waren zich een nieuwe stijl lang genoeg eigenaardig te voelen totdat deze de hunne werd. En in coachingsessies vandaag de dag is het moment dat een manager zegt \"dat is gewoon niet hoe ik leid\" meestal het moment waarop we het daadwerkelijke werk hebben gevonden om te doen.<\/p>\r\n\r\n  <div class=\"sc-pull\">\"Zo leid ik gewoon niet\" is zelden een beschrijving. Het is een verdediging.<\/div>\r\n\r\n  <h2>Waar continu leren de paradox ontmoet<\/h2>\r\n  <hr class=\"sc-rule\">\r\n\r\n  <p>Continu leren draagt dezelfde valkuil in zich. Echt leren is onhandig voordat het vloeiend is. Een leider die een nieuwe onderhandelingsaanpak probeert, een nieuwe manier van feedback geven, een nieuwe houding in de directiekamer, zal zich een tijdje onaangepast voelen. Dat gevoel is geen waarschuwingssignaal. Het is de instapprijs.<\/p>\r\n\r\n  <p>De meeste mensen geloven dat ze zich als leider moeten voelen voordat ze ernaar kunnen handelen. Onderzoek van Ibarra zegt dat de volgorde andersom is. Handel eerst, op voorlopige en ietwat ongemakkelijke manieren, en identiteit volgt door herhaalde ervaring. Wachten tot je je klaar voelt, is vaak gewoon wachten.<\/p>\r\n\r\n  <p>Ik heb dit exacte moment vaker meegemaakt dan ik kan tellen. Een nieuw benoemde Managing Director, weken in zijn functie, vertelt me dat hij zich nog geen leider voelt. Mijn antwoord is altijd hetzelfde. Goed. Dat betekent dat je jezelf niet terug hebt platgedrukt in je oude vorm. Het gevoel van niet helemaal passen is geen bewijs van falen. Het is de voorhoede van een nieuwe vaardigheid die arriveert.<\/p>\r\n\r\n  <p>Dit is ook waar een coach zijn geld waard is. Niet door antwoorden te geven, maar door de onhandige tussenfase te beschermen, de weken waarin het nieuwe gedrag re\u00ebel is, maar de nieuwe identiteit nog niet is bijgebeend. Organisaties laten leiders in die fase voortdurend in de steek. Een coach doet dat niet.<\/p>\r\n\r\n  <h2>De praktische implicatie<\/h2>\r\n  <hr class=\"sc-rule\">\r\n\r\n  <p>Voor een operations manager, of een Managing Director die zich in een onbekende culturele context begeeft, houdt de nuttige vraag op \"ben ik dit \u00e9cht?\" De nuttige vraag wordt \"is dit een versie van mezelf die ik bereid ben te testen?\"<\/p>\r\n\r\n  <p>Elke uitdagende opdracht, elke interculturele aanpassing, elke bewuste verandering in leiderschapsstijl is een miniatuurweergave van de authenticiteitsparadox. Het ongemak is data, geen diagnose. Het vertelt je dat je aan het leren bent, niet dat je zelf afgedwaald bent.<\/p>\r\n\r\n  <p>Vijfendertig jaar management en twintig jaar coaching hebben me dezelfde les geleerd vanaf tegenovergestelde kanten. Als manager eiste elk land, elke sector en elke crisis een versie van mij die ik nog niet eerder had gebruikt, logistiek, productie, openbaar vervoer, aanpassing aan vijftenveertig landen. Als coach help ik anderen dezelfde reis sneller en met minder brokstukken te maken. Ibarra's paradox is voor mij geen academische nieuwsgierigheid. Het is het mechanisme achter elke leider die ik ooit heb geholpen, en elke leider die ik ooit ben geweest.<\/p>\r\n\r\n  <p>Leiders die dit begrijpen, stoppen met het beschouwen van groei en authenticiteit als concurrenten. Ze beginnen authenticiteit te zien als iets dat is opgebouwd door bewezen gedrag, niet iets dat wordt beschermd door te weigeren nieuwe dingen te proberen.<\/p>\r\n\r\n  <div class=\"sc-cta\">\r\n    <p>In die onhandige middenfase van nu, weken in een rol die nog niet van jou voelt? Dat is precies het gesprek dat ik elke week met leiders voer.<\/p>\r\n    <a class=\"sc-button\" href=\"https:\/\/salomons.coach\/nl\/contact\/\">Begin het gesprek<\/a>\r\n  <\/div>\r\n\r\n  <p class=\"sc-footnote\">Bekijk de lezing van Herminia Ibarra., <a href=\"https:\/\/salomons.coach\/nl\/de-authenticiteitsparadox-professor-herminia-ibarra\/\">\"De Authenticiteitsparadox\"<\/a>.<\/p>\r\n\r\n<\/article>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>","protected":false},"excerpt":{"rendered":"<p>&#8220;Just be yourself&#8221; is the worst advice a growing leader can follow. Herminia Ibarra&#8217;s authenticity paradox explains why growth starts with behavior that feels unnatural, and what 35 years in management and 20 years of coaching confirm: discomfort is the entry fee, not a warning sign.<\/p>","protected":false},"author":1,"featured_media":12796,"comment_status":"open","ping_status":"closed","sticky":false,"template":"elementor_canvas","format":"standard","meta":{"rs_blank_template":"","rs_page_bg_color":"","slide_template_v7":"","_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"footnotes":""},"categories":[1,193,192],"tags":[360,23,183,343,366,585,148,582],"class_list":["post-12791","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-blog","category-self-personal-growth","category-vuca-leadership","tag-authenticity","tag-coaching","tag-executive-coaching","tag-identity","tag-leadership-behavior","tag-leadership-developm","tag-self-awareness","tag-situational-leadership"],"aioseo_notices":[],"aioseo_head":"\n\t\t<!-- All in One SEO Pro 4.9.9 - aioseo.com -->\n\t<meta name=\"description\" content=\"Herminia Ibarra&#039;s authenticity paradox, linked to situational leadership and continuous learning. 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