Let’s face it: People can tell.

I’ve been playing with the idea, recently, that nothing is really “hidden.” That at a deep level, that which we think we can hide from the world, from other people is actually “out there.” And it can be detected, if not consciously, then subconsciously, by those around us.

Wow, so if there’s truth to this, it’s a game changer. Why? Well for one, it means that “fake it till you make it” and “don’t say you’re nervous, nobody can tell” are…risky. Both of these strategies assume that such deception works, and is effective.

Take for example the case of a leader who is worried about the viability of their business given the economy. (Not much of a stretch, is it?) Such a leader could be outwardly very upbeat, while inwardly worried. I propose that rather than reassuring or inspiring people, such deception will cause more worry.

People pick up on the subtle tension, and when they realize that the outward surface message doesn’t match the more subtle signs, then they really get worried.

That “something is a bit off here” sense can go in any number of directions. Such projections could be personalized, as in “Did I do something wrong?” Or they could lead to paranoia, like “What are you hiding?” Or even a more subtle sense that “something just isn’t right.”

But the solution isn’t as simple as a leader vocalizing every worrying thought in their head. Such thoughts are too easy to take out of context, and amplify into a more worried team that gets paralyzed or starts looking for an exit.

So what is the art of leadership in tough times? I believe the art as a leader is to get clarity on what I see going on around me, how it’s impacting me, and where I see opportunities to move forward. These days it might sound like “Yes, the economy is bad. Yes this could have a serious impact on our business. Yes I don’t like it, and I am worried. Here are my ideas on how we move forward.”

I assert that such authenticity, paired with thoughtful introspection and planning, is reassuring and inspiring to a group. Although hard truth can be initially frightening, it is ultimately compelling, and critical to turning a corner.

So the next time that you approach a difficult issue with your group, ask yourself:

“Am I trying to hide something? If so, how will that go over when it’s detected?”
“How can I be authentic about this challenge, while also being progressive about a solution to it?”

Authenticity is more than a good idea—it’s a law. And there is a body of very interesting research on how well people are able to deceive others. More on that later.