[MUSIC] To be a genuine leader you must be true and sincere this implies a mixture of authenticity, confidence, and humility in the service of the transparency and ease of communication. It is your ability to be truly yourself while getting involved in the different tasks and various situations. We're going to help you to grow your own self-confidence first and then help others to grow. Candor is transparency combined with personal integrity and high ethical standards. Candor has been praised in recent years as a way to improve performance. Transparency, straight talk, and honesty are described as tools to create a culture of candor, well explained by Warren Bennis, which proves effective in the face of boundless organizations and complex environments. Being candid means being true to yourself while adapting your message to your environment. Maintaining your integrity while playing different roles in different situations as well as allowing your leader to be genuine. Candor gives rise to another important quality, authenticity. But knowing and accepting yourself as you are means to recognize that you're not perfect. Knowing that is one thing, what you do about it, is another story. It is the power of humility, to make you act upon the recognition of your imperfections. Not so easy, is it? In my own experience with sports the rigor, discipline and respect induced by the rules of sports provide great lessons in genuine self awareness. But Kevin is in a much better place to testify to this. >> Winning in sport is not so much about beating others To me it's more about to give your best. The best you can. When it comes to winning talent is useful but not enough. Respecting the rule and working hard are crucial. You can suppress your limit and improve only with practice. You also have to give 100% of yourself and to be genuinely involved if you want to make significant progress. This is an ongoing process to self-questioning and self-improvement. It is a great source of growth. And teaches humility as long as you're capable of learning from your failure and your losses. >> Thank you, Kevin. Very useful, indeed. Hearing this from a world champion should be an inspiring message for you. To be ready to grow, to grow your confidence, autonomy, and authenticity. And you, Apollonia, can you share the situation when being genuine as a leader has helped you? >> When I was 18 years old, I lost my parents in an accident. That's how I took over my family's business. And though I had been groomed by my father to take over the business, I didn't have the same experiences he had. Being genuine with my teams, his, my colleagues, his former colleagues, was key in to building a sustainable work relationship to bring our company forward. >> To share how she has grown her genuine skill from her Chicago Music Project, I have invited Oriane, our friend from the leadership certificate to share a few tips with you. >> Hi there. For me, with the troupe and all the debates we had over who should do what, It was essential to remain myself and to stay strong, because it's very difficult to the peers as they are the same level as you and you don't actually have any authority on them. And all the troop members are actually volunteer students like myself. So to maintain their motivation, I had to stay true to myself and to my beliefs. Here are my four tips to being genuine at heart. First, having confidence and trust in others by giving them autonomy. Secondly, transmitting knowledge and the experience while remaining yourself. Third, practicing frankness. This means for me a mix of transparency, personal integrity, and high ethical standards. And finally, engaging in self-knowledge and accepting it as an unending process. >> Thank you Orian. We must recognize that we're not perfect, and we will work on this aspect of our journey later, with resilience. The question is, what can we do to change. The desire with intensity sometimes leads to make you want to do everything, but no individual is capable of such things. Learning to delegate, or let go, constitutes an essential aspect in leadership. And there are risks with intensity. Indeed, while it is good to be honest and transparent, there are limits to it. See what Apollonia has to say about being too genuine. >> I think it's important to be yourself but sometimes, yes, I've been too genuine. And I can think of numerous examples when because I was just too tired I went a little overboard. I said a little too many things and it just went too far in terms of honesty for people's ability to receive the message. >> Wrap up with the excess with being genuine, here are a few key messages. Do not confuse sincerity and impulsiveness. But you have to share with self control, without giving in to conflict. Sometimes, you have to be quiet and keep your opinions for the better good. And of course, don't be naive. Be aware that sincerity without reserves can lead to naivety and lack of discernment. Being yourself is something you earn with time, experience and hard work. The important thing is that you do not lie to yourself, and work for the better good of everyone involved. Sometimes making sacrifices or difficult decisions, decisions you have to live with when you look at yourself in the mirror, really, again and again. But that's for later. For now, here is our concluding question, which you can address in your SR journal and summarize here to share with your peer. When are you genuine? When aren't you genuine? When are you too genuine?
