
Embrace Authenticity To Reach Personal And Professional Fulfillment
In our culture, success is often measured by arbitrary benchmarks like our income, where we live and how we look. Because we're constantly faced with these pressures, it's difficult to separate what we really want from what we're told we should want.
In 2023, Hays' annual Diversity, Equity and Inclusion Report found that 37% of people surveyed felt the need to hide aspects of themselves in the workplace. Oftentimes, this fear of judgment creates job dissatisfaction, leading to a decline in employees' well-being. It's no wonder, then, that trying to achieve authenticity can seem like a daunting journey. What does it mean to truly be yourself, and why does it matter?
Authenticity isn't just a buzzword. It's a force that shapes our lives and, as a result, our workplaces. Embracing our true selves can unlock our creativity and foster an environment of transparency, trust and respect. But the journey to authenticity requires the courage to defy societal norms and the resilience to stay true to our values.
When I was 8, I moved to the United States from the United Kingdom. At the time, I believed likeability equaled success. So I began adopting behaviors that might make me more popular, like wearing jeans instead of the skirts I preferred. The more I received praise, the more I started to connect being likable with being worthy.
Pretending to be someone else is an exhausting endeavor, but it's also a hard habit to break. It took many years to realize it was okay to be myself and forge my own path to success. For example, I'm passionate about speaking engagements that empower and educate women. So prioritizing and discerning those types of events—which meant saying "No" to anything that didn't align with this value—became increasingly important. Now, living authentically comes naturally.
Embracing my true self has made me more approachable, accessible and empathetic—all critical attributes for a leader. Once you realize that, it's easier to connect with your true self and unlock your full potential.
So how can you navigate the path to authenticity? And as a leader, how do you invite others to do the same? Here are some strategies I use:
The practice of self-reflection—examining your thoughts, emotions and behaviors—is key to embracing your authentic self. It helps you understand why you feel the way you do about certain things. With that knowledge, you can act in alignment with your values rather than conform to what others expect.
At the beginning of each year, I use a 'Start, Stop, Continue' exercise to reflect on the last 12 months. I consider what I can try out in the new year, what things didn't serve me in the previous year and what still works. This year, I asked myself questions like 'What were the highlights of the year and why?', 'What were the low points?', "What drained my energy?" and "Who am I spending my time with? Is that the best use of time?' Thanks to this exercise, I decided to start going on walks during 1:1s with my leadership team. It felt like a great solution for my desire to connect with others while prioritizing well-being.
So often, the greatest obstacle we face is ourselves. Self-limiting beliefs can create a mental roadblock that hinders progress, often leading us to make inauthentic compromises. In her book The Way of Integrity, sociologist Martha Beck sees these compromises as lies, and I believe she's right. When we compromise based on self-limiting beliefs, we sacrifice parts of ourselves and avoid living in our truth.
For example, when I was choosing between an MBA and a master's in human resources, I had reservations about the business degree's math requirements. I assumed accounting and statistics classes would be too challenging for me. But upon reflection, I realized I shouldn't allow limiting beliefs to prevent me from achieving my goals. In the end, I discovered I was more than capable of succeeding in those courses.
We aren't always right about ourselves. So we must be ready to embrace change and opportunities to learn and improve. If it seems like limiting beliefs are starting to surface, just ask yourself, 'Is that actually true?'
To embrace integrity and authenticity, I live according to a "no lying" philosophy. This certainly has its challenges. Think about all the easy white lies that slip into conversations, like complimenting someone's shoes when you don't like them. These small deceptions, though well intended, can chip away at the authentic life you're trying to build.
To find your own life philosophy, consider what matters the most and what motivates you. If you're drawn to broad statements like 'I want to be a better person,' try to break them down into one or two action steps. For example, you could volunteer in your community or reach out to friends you haven't connected with in a while. Then reflect on the progress you've made regularly, like monthly or quarterly, and adjust your action steps as needed.
While it's a personal responsibility to take charge of being our most authentic selves, leaders must also create a culture of acceptance in the workplace. For example, creating employee resource groups can help employees build strong, internal communities that encourage authenticity. Ultimately, these values should be embedded within the organization and instilled in new employees from the start.
Like any growth journey, learning to be more authentic isn't about perfection. It's important to remember that small wins accumulate over time. Every choice we make can bring us closer to our core values. By intentionally aligning with our true selves, we become a little more authentic every day. Staying on this course is how we ultimately find happiness and success both in work and life.
Forbes Human Resources Council is an invitation-only organization for HR executives across all industries. Do I qualify?

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3 Resources To Help Companies Design And Defend Legal DEI Programs
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'The EEO Leadership Group provides employers information about what they are still required to do under the law, as well as what they are legally entitled to do in their efforts to increase DEI.' For example, the EEO Leadership Group website contains expert analysis of Lucas's March 19, 2025 document titled, 'What You Should Know About DEI-Related Discrimination at Work.' The EEO Leadership Group's response describes Lucas's guidance as misleading employers by overstating the legal risks of well-designed DEI initiatives and ignoring the need for DEI programs to ensure compliance with antidiscrimination laws. The EEO Leadership Group website offers advice on lawful ways to design DEI programs, including trainings to promote inclusion and avoid harassment. The Group's resources explain how to lawfully implement employee resource or affinity groups, expand applicant recruiting pools, and collect workforce data to analyze barriers to equal opportunity. 'The EEO Leadership Group also exists to provide employees with information about their rights under the law, despite efforts by this Administration to undermine those rights,' said Feldblum. Even if federal agencies decline to enforce employment discrimination laws, employees may still file private lawsuits, which means that employers must stay apprised of their legal obligations. 3. Catalyst And Meltzer Center 2025 Report On Legal DEI Organizational leaders trying to navigate DEI backlash may find comprehensive risk-assessment guidance from a report titled, 'The Risks of Retreat: The Enduring Inclusion Imperative,' published on June 11, 2025. The Report is authored by experts from Catalyst, a global nonprofit seeking to advance gender equity at work, and the Meltzer Center for Diversity, Inclusion, and Belonging, a research institute focusing on DEI and the law. 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By sharing data from a large group of organizations, the Catalyst/Meltzer Report also enables companies to benchmark their approaches against peers that are also continuing to invest in legal DEI initiatives. 'This report seeks to equip organizational leaders and decision makers with the information and tools needed to build fair and inclusive workplaces,' said Pollack, 'ones that go beyond mere compliance to create true impact.'


News24
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Despite women heading over 40% of households in South Africa, fewer than a third of the country's financial advisers are female, and even fewer are African, Coloured, or Indian (ACI). In an industry still grappling with deep-seated structural and representational gaps, PSG's Adviser Development Programme (ADP) is steadily changing the face of financial advice. The ADP was established to help young ACI graduates gain both a foot in the door and a pathway to success in financial planning. Through structured training, mentorship, and real-world work experience, the 18-month programme equips participants to become confident and competent professionals. Proof in progress: Phylicia Marule and Lanelle Fortune Phylicia Marule grew up in the village of Rolle Trust in Bushbuckridge, Mpumalanga, with dreams of becoming a doctor. A fear of blood, however, rerouted her ambitions toward accounting. 'I completed my BCom in Accounting and started an internship at a small firm in Nelspruit,' she recalls. 'But I realised I wanted more – a career where I could grow and make a difference in people's lives.' That opportunity came unexpectedly via a LinkedIn message about the ADP. With no previous exposure to financial planning, Marule took a leap of faith. 'I told myself I'd learn as I go, and that's exactly what happened.' Today, she works as an adviser assistant and is planning to complete her Postgraduate Diploma in Financial Planning next year. 'I want to be that adviser who helps people see their finances differently and plan better for their futures,' says Marule. 'The ADP helped me fall in love with this work.' Johannesburg-born Lanelle Fortune also didn't set out to be a financial adviser, but the seeds were always there. Raised by a single mother and surrounded by strong women, she learned early on the value of resilience and empathy. 'I didn't always know what career I wanted, but I knew it would involve listening to people and helping them navigate life's complexities,' she explains. The ADP offered the perfect bridge between Fortune's passion for people and a profession that demands both heart and strategy. 'It was insightful and transformative,' she says. 'The training sessions were practical and engaging, and the support from fellow participants was invaluable. There were moments I doubted myself, but the community around me reminded me I belonged.' Now also working as an adviser assistant, Fortune is focused on building her confidence and capability before stepping into an advisory role. 'It keeps me sharp and continuously learning, while also giving me a closer look at what it takes to take the next step in my career.' Empowering more women to rise Both women agree that the financial services industry is slowly changing for the better, but more progress is needed. 'There's an increasing number of women entering and thriving in this industry,' says Marule, 'but there's still a perception that we can't handle pressure or big responsibilities. That needs to change.' Fortune echoes this sentiment. 'There needs to be more emphasis on creating environments where women don't just fit in but thrive. The industry also needs more intentional mentorship, not just from women but from men who champion inclusion meaningfully.' The ADP is helping catalyse this shift. 'It's more than just a development programme,' Fortune says. 'It's a statement. It says we belong here; we don't have to shrink to fit in; we can take up space.' For other young women considering the industry, both have heartfelt advice. 'Be bold, patient, and always be willing to learn,' says Marule. Fortune adds: 'Trust your fire. You are the answered prayer of generations before you, so don't let self-doubt break what you were born to rebuild.' Affiliates of the PSG Financial Services Group, a licensed controlling company, are authorised financial services providers.