The Authenticity Gap: A Call for Change

In today's fast-paced work environment, many of us find ourselves trapped in the routine, doing the same old things without much thought. But perhaps it's time to stop and reconsider our approach.

As I’ve been delving into the latest draft of You Are Your Only Limit, I’ve found myself repeatedly returning to the idea of masking and authenticity. What has struck me is the extent to which the authenticity gap—this divide between who we truly are and the persona we project—has subtly infiltrated every aspect of our lives. What began as a mere mask for the workplace has now extended to our presence on social media, where many feel compelled to present a carefully curated version of themselves.

Disturbingly, this authenticity gap seems to be an accepted norm, especially in workplaces. But isn’t it high time we re-evaluated our methods and allowed people to showcase their true selves, rather than simply ticking boxes in recruitment, promotion, or development interviews?

I am aware that some organisations are already making strides in this direction. Yet, the majority continue to rely on the traditional, high-pressure interview process—where candidates sit in front of a panel with no prior knowledge of the questions. But why do we persist with this outdated method?

Speaking from personal experience, I can learn the process of these interviews, or even pay for a course to master it if needed. However, the outcome is often the same: I leave the interview feeling that the panel hasn’t truly seen me. This is where the authenticity gap begins to form, as the mask of performance becomes the focal point, rather than the individual behind it.

In my research, I explored the concept of professional portfolios—gathering evidence and examples to submit beforehand, followed by an interview that is truly about you. This approach still allows for checks on whether candidates have researched the organisation’s vision and values through scenario-based questions. But more importantly, it ensures that the organisation knows who they are hiring or promoting.

Perhaps this is a simplistic view, but might this approach help in recruiting or promoting the right people from the outset? Those who not only talk the talk but also walk the walk? It could also prevent individuals from advancing based on a falsified persona, which often leads to burnout and other issues down the line.

I don’t claim to have all the answers, but I do have ideas and experiences to share. Today, I wanted to introduce a concept that I will be exploring further in the future: the Authenticity Gap.

As always, these are just my thoughts. But perhaps it’s time we all start thinking differently.