The word “authenticity” has a problem. It has developed a reputation. It’s been used so often, by so many people who aren’t actually authentic, that it’s lost almost all meaning. I spoke about this in-depth recently with Danny Franklin, Group Commercial Director at IFP UK. We decided to ditch the buzzword and get honest about what being a real leader actually looks like in practice.
Being Yourself isn’t a Free Pass
We challenged the idea that “bringing your whole self to work” gives you licence to do whatever you want. There’s a difference between being yourself at work and using it as an excuse for bad behaviour. Authenticity isn’t a justification for being difficult, unprofessional, or dismissive of others.
Being genuine at work also doesn’t mean oversharing. Danny drew a clear distinction between two types of oversharing leaders fall into: sharing confidential business information they shouldn’t and sharing too much personal detail in inappropriate contexts. Both, he argues, erode trust. And if people don’t trust you, you’re done as a leader.
Vulnerability Builds Psychological Safety
There’s a meaningful difference between managed vulnerability and emotional flooding. My own personal journey of burning out meant that I returned to the workplace wearing a metaphorical suit of armour until I realised it just wasn’t sustainable. When I was honest with my team about the physical effects of the illness, something shifted, and it helped me to build better relationships. Once I was honest, people felt able to open up in return, and the team as a whole functioned better.
Danny described this as contagious: a guarded leader creates a guarded team. An open one creates a psychologically safe environment where people speak up, flag problems early, and aren’t afraid to admit mistakes. In industries like food safety that isn’t just good culture; it’s a serious operational risk if it’s missing.
Your Background is Your Strength
Danny was candid about a moment early in his career when he walked into a highly corporate environment and felt completely out of his depth. The jargon, the dress code, the culture; none of it felt like him. His confidence collapsed overnight, but rather than concluding he wasn’t cut out for leadership, he came to a different realisation: not every environment is the right fit, and that’s okay.
More than that, he came to see his background and lived experience not as liabilities, but as the very reasons he was good at what he did. Telling your story, honestly, without editing out the rough edges, is what makes you relatable, and what gives others permission to believe their own story is enough too.
Real Leaders Listen More Than They Talk
One of Danny’s most practical pieces of advice was, “do the least talking in the room”. Set the agenda, explain the purpose, then get out of the way. Let people speak, take notes, and summarise at the end. This isn’t passivity; it’s intentional leadership. People want to feel heard. When they do, they trust you, they’re more engaged, and the decisions that come out of the room are better for it.
He also spoke about being willing to be wrong in public, and crucially, giving credit where it’s due. If your team changed your mind, say so. Don’t repackage their idea as your own. That single habit builds an enormous amount of trust over time.
The Bottom Line
Being yourself at work isn’t about performing vulnerability or narrating your every inner thought. It’s about leading in a way that’s consistent with your values, honest in the right moments, and professional enough to hold appropriate boundaries. When you get that balance right, you don’t just become a more effective leader, you give everyone around you permission to do the same.
Would you like to learn more about how to be yourself and lead effectively, by mastering your communication skills? Details here: https://fearlessfoodies.co.uk/from-nerves-to-narratives/
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