In a recent Harvard Business Review article about brands’ social advocacy, Latia Curry, a Principal with Rally Communications, articulates the backlash or blowbacks where authenticity is either lacking or ill perceived and maps this in a brand advocacy model. In an interview I conducted with Latia Curry she affirmed a key lesson from the advocacy model as being rooted in this simple idea of authenticity.
The model and case study exploration she puts forward in that article applies to one of two people levers in the experience economy: customers. The same ideas, namely where leadership gets authenticity right or wrong, are just as critical with the other human lever: employees.
People are, arguably, the most valuable asset in any business. Without people a business is merely a name, an empty, soulless shell, registered on ASIC’s shelves for a tad shy of $500 plus GST.
Customers buying into your brand are your culture, albeit external, as much as your employees forge your internal one.
With this in mind it’s worth considering how leaders may then improve their authenticity scorecard with both groups. We can do so with swift, practical tips. What’s more in context relative to broader leadership models.