Independent Banker - March 2021 - 22

PORTFOLIO LEADERSHIP AT ALL LEVELS
Add to top of
illustration
walk the walk. Back up your words
with actions. Lead by example.
Be so completely yourself that
everyone around you feels safe to
be themselves, too. This type of
approach is a catalyst to deepening
trust in relationships.
Having said that, authenticity also
requires self-discipline. Be honest
and share personal stories, but be
conscious of your thoughts and
actions, as well as the eff ect they
have on others. Think about when
and where it's appropriate to share
your personal experiences. You are
building trust and collaboration, not
necessarily making friends. Be sure
to read the room.
How to be an
authentic leader
By Lindsay LaNore, ICBA
T
he pursuit of authenticity
in leadership is not a new
concept. It fi lls shelves in libraries
and bookstores, and a quick Google
search generates countless articles
on the subject. In fact, it's easy to
overthink authenticity to the point
of falling victim to its polar opposite:
disingenuousness.
Luckily, community banking
leaders are known as some of the
most boldly authentic people in
the world. Authenticity has helped
community banks create better
customer relationships and stronger
teams, and this secret ingredient has
contributed to the long-term success
of the industry. But what exactly
is authenticity, and how do you
cultivate it within your bank?
One of the most straightforward
tenets of successful leadership
is simple: Be true to yourself. As
businessman and academic Bill
George wrote in his 2007 book True
North, " No one can be authentic by
trying to be like someone else. "
In other words, know who you are.
Be clear with yourself about your
values and purpose. Self-awareness
is critical to authentic leadership.
Think about the following
questions: Can you list your three
greatest weaknesses or your three
greatest strengths? Do you accept the
feelings you have about yourself? Do
you let others know who you truly
are as a person, not allowing group
pressure to control your actions?
To quote another author, Simon
Sinek, " Authenticity is when you
say and do the things you actually
believe. " This cannot be overstated.
If you talk the talk, make sure to
At the same time, practice being
a good listener and be open to
diff ering opinions. One of the best
ways of keeping an open mind is by
committing to lifelong learning. This
will help you understand customer
needs, your relationships with your
team and new processes that are
being developed.
Feed your connections. On
that note, don't miss this month's
ICBA Connect, a two-day virtual
experience bringing together great
minds, diff ering opinions and new
ideas (icba.org/connect).
Remember that being an authentic
leader requires daily practice. But
it's a practice that generates results,
establishes enduring relationships,
encourages employee creativity
and innovation, and boosts team
performance and engagement.
And it all starts with being
yourself. What could be easier
than that? 
Lindsay LaNore (lindsay.lanore@
icba.org) is group executive vice
president and chief learning and
experience off icer
22 Q ICBA Independent Banker Q March 2021
Photo by Goce Ilievski/Stocksy
http://www.icba.org/connect
Independent Banker - March 2021

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