“Authenticity” is the new buzzword among leaders today. We’re told to bring our full selves to the office, to engage in frank conversations, and to tell personal stories as a way of gaining our colleagues’ trust and improving group performance. The rise in collaborative workplaces and dynamic teams over recent years has only heightened the demand for “instant intimacy,” and managers are supposed to set an example.
But the honest sharing of thoughts, feelings, and experiences at work is a double-edged sword: Despite its potential benefits, self-disclosure can backfire if it’s hastily conceived, poorly timed, or inconsistent with cultural or organizational norms—hurting your reputation, alienating employees, fostering distrust, and hindering teamwork. Getting it right takes a deft touch, for leaders at any stage of their careers.
The term simple living tends to conjure up thoughts of simple pleasures and a break from the rush of life. But getting from full capacity to a more simple life is more pragmatic than just slowing down.
There is no shortcut to anywhere worth going. There is no substitute for doing the work. Meditate on this every day: “I will do the work.” As Einstein once said, “Genius is 1% talent and 99% effort.” You must run to be a runner. You must write to be a writer. You must actively attend to your relationships if you want them to flourish.
Teachers all over the world have had to accept the compromise of focusing more on delivering the prescribed curriculum than developing understanding; test-taking rather than learning. We have what the authors of Making Thinking Visible describe as “a distorted view of teaching that is self-reinforcing and divorced from what we know about effective learning”(Ritchhart, Church, & Morrison, 2011, p.25).