It’s a common cultural norm to have different versions of ourselves. Our personalities, mannerisms, and even our purported values may change depending on who we are with. But when we embed trauma-informed approaches into our lives, those different versions will shift and change so that we can show up authentically as our whole selves in more and more spaces.
Depending on the situation, we tend to present different versions of ourselves. There’s the “work self” we show to colleagues and supervisors, the “home self” reserved for family, the “friend self” who shows up when socializing, and perhaps even a “church self,” “performing self,” or “leader self.”
This compartmentalization can serve as a vital survival mechanism, helping us navigate diverse environments and expectations. However, this survival instinct is one that we can benefit from unlearning. While it can help us protect ourselves, it is also a wall that prevents others from being let into our inner world – and a barrier to resilience.
When we embed trauma-informed frameworks into organizations, one of the most profound changes we can achieve is fostering an environment where people feel safe to show up as their whole, authentic selves.
When people are free to be their authentic selves, they unlock creativity, innovation, and the ability to connect to their colleagues in a more meaningful way.
Authenticity is one of our core values at Chefalo Consulting, and it is also a pillar of the trauma-informed framework, alongside transparency. While we usually think of transparency as being clear about our intentions and actions, transparency also means being honest about who we are.
Authenticity is the bedrock of trust. When individuals feel they can be themselves without fear of judgment or retribution, it fosters a sense of safety and openness. In a trauma-informed workplace, this emotional safety is paramount. Employees are more likely to share their ideas, concerns, and feedback when they believe they won’t be penalized for showing vulnerability or expressing their true selves.
While each person has a unique “self,” we all share our humanity. And that humanity includes making mistakes, being silly, and feeling the entire spectrum of human emotion, from joy to grief to embarrassment and more. By holding space for all feelings and experiences (no matter what they are), we create room for authenticity to flourish.
When people bring their whole selves to work, including their unique perspectives, experiences, and emotions, it enriches the collective intelligence of the team. Diverse viewpoints lead to more creative solutions and innovative ideas. When we celebrate authenticity, we celebrate differences and diversity.
It’s extremely common for us, as humans, to value “sameness” and agreement over diversity. Change and difference are scary to the human brain, and it takes active effort to rewire our brains to not only accept but value differences.
When team members feel valued for who they truly are, not just for their job titles or roles, they are more likely to engage in collaborative efforts – and the more diverse a collaborative team is, the more likely it is that the team will develop effective creative solutions and accomplish their goals.
The constant effort to maintain different personas can be mentally and emotionally exhausting. It can lead to stress, burnout, and a sense of disconnection. By promoting authenticity, organizations can help reduce this strain, leading to improved mental health and overall well-being for their employees. When people feel they can be their true selves, they are more likely to experience job satisfaction and personal fulfillment.
Part of leaning into our authenticity also involves prioritizing our true selves, setting healthy boundaries, and getting in tune with our needs and values – all of which contribute to greater mental well-being, in and out of work.
When we are accepted as our authentic selves, it greatly contributes to our sense of belonging. Feeling that we belong enhances our resilience, enabling us to cope better with challenges and setbacks. A trauma-informed approach fosters this sense of belonging by creating a supportive and inclusive environment where all people are included.
For most organizations where we implement trauma-informed approaches, there are norms, values, and beliefs that actively work against employees and leaders who strive to be authentic at work. By understanding these barriers, we are more able to overcome them.
The concept of having a distinct “work self” often stems from traditional workplace norms that value professionalism over personal expression. The idea that we should “leave our feelings at the door” and not bring our “personal problems” with us to work is pervasive in almost every workplace.
However, this separation of the “work self” and “home self” can be extremely detrimental. By acknowledging that employees are multi-faceted individuals with rich, complex lives outside of work, organizations can begin to break down these barriers. This shift involves recognizing that emotions, personal experiences, and vulnerabilities are part of the human experience and cannot be left at the door.
And that’s not the only benefit to embracing emotions at work!
A trauma-informed organization actively works to create environments where employees feel safe to express their full range of emotions. This involves implementing policies and practices that promote psychological safety, such as open-door policies, regular check-ins, and supportive mental health resources. It also means training leaders to respond empathetically to their team members’ needs and concerns.
Many times, organizations, teams, and individuals find themselves on “auto-pilot,” going through the motions with a clear lack of intentionality or critical thinking. When we find ourselves in this place, we are almost always doing active harm to ourselves and others (often without realizing it).
If you do not actively value and prioritize safety and relationships at work, then embracing authenticity becomes a significant challenge.
The idea that failure is “bad” is a cultural norm that many of us learn when we are young. We see mistakes as justification for punishment or proof that we are not good enough. However, that is not the reality of the situation.
Failure is an essential step on the road to success. Successful people achieve their goals by trying something new, experiencing failure, learning from it, and trying again. If we allow ourselves to be paralyzed by the fear of failure, then we become stuck and can neither set nor achieve goals.
Authenticity includes acknowledging that everyone makes mistakes and has weaknesses. In a trauma-informed workplace, failure is seen as an opportunity for growth rather than a reason for punishment. This perspective shift greatly impacts the workplace culture. By fostering a culture that embraces learning from mistakes, organizations can help employees feel more comfortable taking risks, being honest about their challenges, and showing up as their authentic selves.
Embracing authenticity is a journey that lasts years, especially in organizations and individuals where authenticity has been historically undervalued. However, it is a realistic and achievable goal.
Here are some areas you can focus on to support authenticity in your personal life and in the teams you may lead.
Encouraging self-reflection and awareness is a crucial step toward authenticity. Employees and leaders alike should be given opportunities to explore their identities, values, and emotional landscapes. This can be facilitated through workshops, coaching, and team-building activities that promote self-discovery and connection.
Leadership plays a critical role in setting the tone for authenticity. When leaders model vulnerability and openness, it signals to the rest of the organization that it’s safe to do the same. Leaders should share their own experiences, admit their mistakes, and show empathy toward their teams. Behavior modeling is one of the most powerful tools in your trauma-informed toolbox.
Authenticity is not a one-time achievement but an ongoing journey. Organizations must continuously assess and adapt their practices to ensure they are fostering a safe working environment that supports staff. This involves regular feedback loops, open dialogue, and a commitment to evolving in response to the needs of your team.
Embedding a trauma-informed framework into an organization is a transformative process that goes beyond policies and procedures. It’s about creating a culture where authenticity is celebrated and employees feel empowered to bring their whole selves to work.
By fostering an environment of emotional safety, trust, and acceptance, organizations can unlock the full potential of their teams, leading to greater collaboration, innovation, and well-being. When individuals are accepted as their authentic selves, their sense of belonging and resilience skyrocket, leading to more positive outcomes for all staff and stakeholders.
At Chefalo Consulting, we believe in the power of authenticity and are dedicated to helping organizations create spaces where everyone feels valued, understood, and free to be their true selves. Together, we can create a culture of resilience and support that drives long-term success and well-being.
To stay up to date on Chefalo Consulting news and opportunities, make sure you sign up for our newsletter!
Shenandoah Chefalo
We can signal to others that they are valuable and worth knowing through …
Shenandoah Chefalo
If you want to improve outcomes at your organization, then focusing on improving …
Shenandoah Chefalo
Trauma is pervasive and often overlooked. By understanding how our survival instincts (also …
