GUEST POST BY Wendy Jenkins OAM, READY RESILIENCE
Ready Resilience helps organisations thrive during times of change and challenge, using practical neuroscience-based resilience tools that have been proven to offer in-the-moment solutions and long-lasting results.
Unleashing the Power of Neuroleadership: True self leadership
Is your brain telling you to hide who you really are from your manager and colleagues? Research shows that six out of ten workers engage in ‘covering’ in the workplace – downplaying aspects of their identities to fit in.
It is important here to distinguish between adjusting your behaviour to adhere to professional standards versus hiding or ‘covering’ one’s true self.
‘Covering’ might involve concealing your opinions that diverge from the majority,
laughing at inappropriate jokes to blend in, or masking family responsibilities to appear more committed to work.
Although these behaviours vary, they all stem from a common underlying fear: being judged and losing respect.
This reaction is deeply ingrained in our brain’s fear response centre, which often views ‘covering’ as a safer alternative to authentic self-expression.
In primitive terms, the fear of being ostracised from the group is associated with loss of resources and security, driving this instinctive response.
While intended to protect us from potential negative consequences, ‘covering’ can have detrimental effects on personal wellbeing and organisational culture.
It can lead to feelings of isolation, decreased job satisfaction, and stifled creativity.
When employees feel they must mask their true selves, it hampers genuine connections and open communication.
Neuroleaders, or leaders who understand and leverage the principles of neuroscience, play a crucial role in addressing this issue.
By recognising and acknowledging the pressures and fears associated with ‘covering’, they can intentionally model and encourage authenticity in their interactions.
When neuroleaders bring their true selves to work and embrace their vulnerabilities, they set a powerful example for their teams and colleagues.
This not only challenges the norms of covering but also creates an environment where team members feel safe to express their authentic selves.
For this transformation to take root, neuroleaders must respond with acceptance and understanding when team members take the courageous step to reveal their true selves.
Validating these moments of authenticity without judgment signals that genuine expression is valued and encouraged.
This approach helps dismantle the fear-based instincts that drive covering behaviours, fostering a more inclusive and supportive work environment.
Does your workplace create a space where diverse perspectives are celebrated rather than hidden?
As a leader, are you role modelling authenticity, or are you also engaging in ‘covering’ behaviours due to your own fears?
ABOUT THE AUTHOR
Wendy Jenkins OAM is the founder of Ready Resilience, Co-Founder of the Lungitude Foundation, Speaker and Lung Transplant Survivor.
Ready Resilience helps organisations thrive during times of change and challenge, using practical neuroscience-based resilience tools that have been proven to offer in-the-moment solutions and long-lasting results. Having been told she had two years to live over seventeen years ago, Wendy is driven to help people transform their perspective on challenges in life. To find out more visit www.readyresilience.com or connect with Ready Resilience Founder, Wendy Jenkins on LinkedIn.
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