Organic Processing Vo1.5 #3

Managing
Authentic Leadership: Being True to Your Mission
at the Crossroads of Change
By R. Mark Davis

The organic sector has long prided itself on its use of Triple Bottom Line (3BL) accountability metrics to differentiate its products and services in the marketplace. As the industry continues to grow at double-digit rates, and new and better-financed companies are entering the sector touting the use of 3BL, have we let the role of “Authentic Leadership” of our businesses slip? Do we have leadership or mentoring training programs in place for the next generation of leaders? Are we being true to mission?

With competitive pressure to “make the numbers,” is the sector losing sight of its values to lead businesses that are truly good for everyone as well as the planet? The challenge to know, show and remain true to one’s real self has never been greater. People who look for jobs in our sector are looking for authentic leaders who are genuine, transparent and trustworthy—leaders who are “real” and can be counted on to keep their word.

Ultimately, it is up to us to develop and promote a comprehensive authentic leadership agenda for the sector to produce verifiable and sustainable gains in business performance while remaining true to the spirit of our organic mission.

Leadership success is often measured by our mastery of revenues, profits, new product breakthroughs, cost savings or market share increases. These results are important but defining leadership by these external criteria misses the core question: What leadership traits or actions occurred that enabled this success and achievement?

Leadership is not simply a set of rules to
run our business by, it is a process and a man-

ifestation of who we are in action. At its highest level, leadership is authentic ethical self-expression that creates value. Webster defines ethics as “the basic principles of right action”. In his seminal book, True North, author Bill George says authentic leaders usually demonstrate these five traits:

1. Pursuing their purpose with passion

2. Practicing solid values

3. Leading with their hearts as well as heads 4. Establishing connected relationships

5. Demonstrating self-discipline

Using this framework there are three questions we must ask ourselves: How true are we? How genuine is our self-expression? Are we creating value?

Authenticity is the cornerstone of leadership. How do we express ourselves with actions that come from within ourselves? It is true, as Steve Demos, founder of Silk, has publicly stated, “you can be an authentic dictator, but what value are you creating with this style of leadership?”

Being a leader often makes us think we always have to be right, and have to know all the answers. But when we acknowledge our mistakes, and ask for help from our co-workers we are frequently rewarded with support. It’s all about being real. The web of interdependence that supports our success requires us to acknowledge others. It is through this synergy that together everyone achieves more, giving the word “team” the highest value possible.