The Competitive Advantages of Asking “Who Am I?”

Who Are You?

It is a simple question that often baffles us. Many of us have spent years in the world of work and leadership, yet no one has ever stopped us to actually answer it.

Throughout our careers, we are often told who we should be. We are given leadership obligations or rigid definitions to fit the roles we play. We take personality tests that are frequently swayed by how we want to be seen. These tests often reflect our "professional masks" rather than our true experience.

But it is nearly impossible to fulfill the obligations of leadership or contribute to a high-performing team if we aren't being authentic.

This question has surfaced repeatedly in my workshops since the beginning of the year. More organizations are beginning to understand a fundamental truth: to get the best out of people, those people must be grounded in their authenticity. Authenticity is the foundation for persuasion.

Authenticity is the prerequisite for trust, and trust is the lifeblood of any organization. If colleagues do not trust one another, or if your customers do not trust the people representing your brand, the foundations for persuasive communication simply do not exist. Without that grounding, communication feels hollow or rehearsed. With it, your message gains an unmistakable authority.

Authenticity does not come at the expense of professional behavior. In fact, it is just the opposite. Knowing who you truly are is the necessary starting point for adopting any leadership skill. When we lead from our "essence" rather than a false imitation of someone else’s traits, we create a sense of internal alignment. Authenticity that creates alignment is a needed performance tool.

This internal grounding and alignment can even help mitigate the "fight or flight" responses that so often create havoc in our high-stakes interactions and overall performance. By being centered in who we are, we reduce the internal friction that leads to reactive stress. This allows us to remain composed and clear-headed when it matters most.

Looking back at my career, I can see roles I took that were a poor fit for my values and strengths. Had I been better tuned into my authenticity then, I could have avoided significant frustration. However, those experiences taught me that grounding yourself before considering a role is a sign of strong professional acumen.

Authenticity is dynamic. It is not a "one and done" exercise. Just like market trends or global industries, we are in a constant state of change. Even with a strong understanding of our values, life shifts. We must consistently ask ourselves, "Who am I?" to ensure our work remains in alignment our sense of self squares with our environment.

This alignment doesn't just benefit you. It is a competitive advantage for the organizations where you do your work.

Jay Prewitt-Cruz, EdD, Director of Coaching & Facilitation