Prince Harry’s ‘Todger’ Tale: A Royal Lesson in Keeping It Real
Merriam-Wesbter’s 2023 word of the year is authentic[1]. There are many definitions for authentic but the specific use of it that resulted in the dictionary publisher giving it top honours is “Not false or imitation. Real.”
One of the methods Merriam-Webster uses to determine its word of the year is by studying search trends and results. Not surprisingly, with the growing popularity of AI where words, images, motion pictures and voice can all be made to seem incredibly real, “authentic” has been tapped into Google plenty.
Plus, the likes of Taylor Swift and Prince Harry promote authenticity by wearing their life on their sleeves. Swift through her Eras concert tour featuring a three-hour rewind through her music filled with tales of her real heart-ache and full heart moments. Prince Harry’s memoir provided a real look behind the velvet curtain of England’s monarchy and included intimate details of his frostbitten “todger”[2].
The editor-at-large responsible for leading Merriam-Webster’s word of the year project says the public definitely has a trust problem. No more evident is this true than how we view politicians. The public’s trust in our elected officials is at a 65 year low[3]. The Pew Research Centre measures this by asking Americans if they trust the federal government “to do what is right.” In 2023 less than 1% of Americans said they expected this “most of the time.”
In Toronto, the left-leaning mayor campaigned on fighting the provincial government to maintain public access to Toronto’s waterfront. However, online forums erupted with cries of betrayal and accusations of her “fakeness” when she horse-traded this posture for uploading infrastructure costs to the Province. Was her vow to fight for this just posturing and a bargaining chip or did she really believe it. If Peter G. Northouse’s, Leadership: Theory and Practice, has any merit then the answer is no[4].
Northouse suggests an authentic leader could not betray their values and purpose because this is at the core of what being an authentic leader is all about.
According to Northouse, authentic leadership is when a leader’s values align with their actions. This authenticity comes from three sources;
- Intrapersonal Perspective: This perspective suggests that a leader’s authenticity is shaped by their experiences, beliefs and values. It’s about how their life story influences their leadership style.
- Interpersonal Perspective: In this view authenticity emerges from the leader’s interaction with their team. It involves building trust and forming connections, where followers perceive their leaders as authentic through these dynamics.
- Developmental Perspective; Northouse proposes that authentic leadership can develop over time. This growth is based on self awareness, ethical standards and a commitment to development enabling leaders to adapt as they learn and progress.
Northouse’s framework suggests that genuine leadership authenticity goes beyond authenticity; it is a process of aligning one’s inner self with their leadership actions.
Leaders should prioritize authenticity not as a fad but as a fundamental aspect of effective leadership. When leaders are genuine they establish a bedrock of trust that’s difficult to undermine. This trust goes beyond sentiment; it yields results. Teams built on trust function like well-oiled machines smoothly navigating challenges, without friction.
Moreover authentic leaders bring a compass to the table. They make decisions that are not only intelligent but also morally right. This ethical leadership sets the tone for everyone’s conduct.
Additionally authenticity has the power to transform culture. It cultivates an environment where individuals feel valued, listened to and empowered. This goes beyond boosting morale; it enhances effectiveness. In cultures employees demonstrate engagement, innovation and dedication. They’re not merely working for a paycheque; they’re contributing to something more genuine. Ultimately authenticity doesn’t just enhance leaders; it elevates the organization[5].
Authentic leadership has its downsides. In particular it is dependent a lot on how well the leader knows themself and how versed they are in self-awareness. Unfortuntaely this can be tricky and not always the same for everyone. Northouse rightly points out critics argue this makes it difficult to accurately measure and replicate authenticity.
Another worry is leaders might be reckless in self-disclosure leading to blurred boundaries and favouritism. Also, what a leader believes might not fit well with what the company or team needs, especially in places with a high level of diversity. It’s important to remember that being a good leader means ensuring what aligns with wider organizational objectives and ethical standards[6].
Thinking of Merriam-Webster’s choice of “authentic” as the word of the year, its significance in our everyday lives becomes evident. In a world that craves genuineness one could argue that “authentic” should be regarded as the word of the decade.
It serves as a call to action urging us to embrace sincerity in our pursuits, leadership roles and relationships. Embracing authenticity is not merely a passing trend: it stands as a north star, for fostering honesty, trustworthiness and ultimately finding fulfillment on our professional journeys.
[1] CBC.
. Available at: https://www.cbc.ca/player/play/2287601731551. Accessed November 30, 2023.
[2] Bulgarella C. Three Ways To Tap Into Taylor Swift’s Authenticity And Build An ‘Eras’-Like Workplace. Forbes. Available at: https://www.forbes.com/sites/caterinabulgarella/2023/10/20/three-ways-to-tap-into-taylor-swifts-authenticity-and-build-an-eras-like-workplace/?sh=6e8665bb18b7. Published October 20, 2023. Accessed November 30, 2023.
[3] Pew Research Center. Public Trust in Government: 1958-2023. Pew Research Center Politics & Policy. Available at: https://www.pewresearch.org/politics/2023/09/19/public-trust-in-government-1958-2023/. Published September 19, 2023. Accessed November 30, 2023.
[4] Northouse, Peter G. Leadership: Theory and Practice. 9th ed. Thousand Oaks, CA: SAGE Publications, 2021, 222
[5] Ibid, p232
[6] Ibid, p235
About the Author
Mathieu Yuill
While raindrops on roses and whiskers on kittens may be a few of Julia Andrews' favourite things, here are a few of mine: Talking to strangers, Learning about what you do for fun, Conversation over coffee. I own a marketing and communications company in Toronto, Canada called Leading With Nice. There are a lot of names I could have given the company but a trusted friend encouraged me to name it that because I really value the humanness in us all. Bah - this is starting to sound like a horrible LinkedIn post. So whatever, let's have coffee. I'd love to hear about what you do for fun!6 responses to “Prince Harry’s ‘Todger’ Tale: A Royal Lesson in Keeping It Real”
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1. As a Swiftie, I thank you for using T-Swift in your blog.
2. Wondering if as you lead Leading with Nice your go-to leadership style is authentic or do you find yourself using a combination of styles?
Ms. Kally:
It’s great to connect with a fellow Swiftie! Taylor Swift’s journey and her openness about her life experiences certainly offer a vivid example of authenticity in the public eye.
In my leadership at Leading with Nice, I do prioritize authenticity as a core component of my approach. However, leadership is often situational, and I find that incorporating a combination of styles is essential for effectively addressing different challenges and scenarios. Authenticity provides the foundation, ensuring that my actions and decisions are aligned with my values. But I also adapt and integrate other styles as needed, whether it’s being more transformational, democratic, or even transactional, depending on the situation. It’s about finding the right balance and being flexible while staying true to my core principles.
Hi Mathieu,
I enjoyed your post. You wrote, “Northouse’s framework suggests that genuine leadership authenticity goes beyond authenticity; it is a process of aligning one’s inner self with their leadership actions.” This reminds me of Simon Walker’s ideas about the front and backstage. You also mentioned the importance of trust in the authentic leadership model. This might sound like an odd question, but in my counseling work with clients who have experienced betrayal and have lost trust in others they often lose the ability to trust themselves as well. Leaders experience betrayal. It is one of those leadership experiences that often doesn’t get discussed. How might this model help leaders (and followers for that matter) to build up the ability to trust themselves?
Jenny Doooooooley. I love saying your name outlaid. It is so nice. You would probably get really tired of me if we spoke in real life too often because I would just say your whole name every time I wanted to talk to you. I would then make your last name longer and longer.
I digress:
In dealing with betrayal, Northouse’s framework can help leaders rebuild trust by emphasizing self-awareness and aligning actions with core values (Intrapersonal Perspective). It also encourages honest, transparent relationships for trust-building (Interpersonal Perspective) and views challenges as growth opportunities (Developmental Perspective). This approach helps leaders and followers alike to regain self-trust by learning from experiences and fostering authentic, resilient relationships.
I love how you bring current thoughts into our work, especially since we’ve been looking backward! I often find my colleagues struggle with boundaries. You quoted “Another worry is leaders might be reckless in self-disclosure leading to blurred boundaries and favouritism. Also, what a leader believes might not fit well with what the company or team needs, especially in places with a high level of diversity. It’s important to remember that being a good leader means ensuring what aligns with wider organizational objectives and ethical standards[6]”.
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Authenticity requires vulnerability but the true wisdom comes from utilizing experiences and authenticity that is well boundried. Can you talk a little more on vulnerability vs. authenticity? how do you utilize this in marketing?
Dearest Jana,
The balance between vulnerability and authenticity in leadership is indeed a nuanced aspect. Vulnerability involves openness and willingness to share personal experiences, which can foster trust and connection. However, authenticity goes a step further by aligning these disclosures with one’s true self, values, and the organization’s objectives.
In marketing, this translates to sharing stories or messages that are genuine and resonate with the brand’s identity, but also respecting the boundaries of what’s appropriate for the audience and the brand’s image. It’s about finding the sweet spot where personal experiences and professional standards intersect, creating content that is both relatable and respectful of the audience’s diverse perspectives. This approach not only enhances the brand’s authenticity but also builds a deeper, more meaningful connection with the audience.
For example, some brands we work with really want to do things to celebrate and promote Black History Month. But I ask them: what do you actually do the rest of the year to promote and celebrate people who identify as black? Oftentimes they do nothing. So we have an honest conversation about virtue signalling. And then they either resent me or reflect and make themselves better lol.