Promoting Authenticity and Fairness in People-First Organizational Cultures

In the evolution toward people-first organizational cultures, few principles are as transformative (or challenging) as promoting authenticity and fairness. This core organizational agreement goes beyond surface-level diversity initiatives. It creates workplaces where every individual's unique perspective is not just tolerated but actively sought out, celebrated, and integrated into how work gets done.

The Importance of Embracing Different Perspectives

Embracing different perspectives may not be the smoothest path. However, sanding down all the interesting edges of people into a homogenized point of view limits creativity and problem-solving. If we seek out, integrate, and celebrate authenticity, we must also promise (and be held accountable to) fair treatment in response.

Let’s explore why this is important and how it could look in your organization.

The Business Case for Authenticity and Fairness

When people can be themselves at work, they stop spending energy on pretending to be someone else. That energy gets redirected into solving problems, generating ideas, and caring about outcomes. Teams make better decisions because they're not all thinking the same way. They become more resilient because they draw from a wider range of experiences when facing challenges.

Additionally, customer service improves because your workforce reflects your customer base. People tend to stay longer because they don't have to go home and recover from having to fake it all day.

It's not magic; it’s what happens when you see differences as untapped potential. Some cultures value harmony over efficiency, while others prioritize individual achievement. Some communicate through stories, and others rely on data. Instead of forcing everyone to adapt to one approach, successful organizations blend these methods.

Authenticity isn't just about being nice or politically correct. It’s about getting the best out of everyone instead of demanding conformity. In a world focused on automation, organizations that understand humans have a serious competitive advantage.

Moving Beyond Good Intentions

Creating authentic and fair workplaces requires more than good intentions. It demands structural changes, ongoing self-reflection, and a commitment to justice, especially for historically disadvantaged individuals. This means moving past stereotypes to see each other as complex individuals while acknowledging systemic inequities.

The path forward requires cultural humility and curiosity. Understand that knowing others means understanding yourself. It's vital to acknowledge that you can never fully grasp someone else's perspective, while also staying curious to learn more.

Authenticity isn't just about individual expression; it’s also about creating systems that work fairly for everyone. We must recognize that certain identities receive more advantages. Organizations serious about people-first cultures must grapple with this reality.

We all carry internal stereotypes, biases, and cultural assumptions that require honest examination. At best, failing to do this work keeps true collaboration at bay; at worst, it harms the very individuals we aim to serve.

Where to Start: Authenticity and Fairness in Practice

Becoming fairer and more authentic starts at the individual level. It’s about self-inquiry, curiosity, noticing biases, and listening. What we discover when we look for barriers to authenticity and fairness can become our strategy for shifting culture.

Authenticity and fairness move from the inside out. Each of us harbors biases we didn't choose, often without awareness of their depth.

The damage occurs when we pretend these biases don't exist. Making decisions without inquiry can perpetuate harmful patterns. Ongoing self-reflection enables your organization to collectively reduce bias and move toward a people-first culture.

We all carry internal stereotypes, biases, and cultural assumptions that require honest examination. At best, failing to do this work keeps true collaboration at bay; at worst, it actively harms the very people we're trying to serve.

First, Notice Yourself

Self-awareness is the prerequisite for working well with anyone different from you.

You can’t grasp someone else until you understand yourself. Many of us are strangers to ourselves. We think we're logical when we're emotional, fair when we're biased, and clear when we're not.

The people who challenge you often reveal something you might not want to see in yourself. The colleague who "talks too much" might reflect your own fear of not being heard. The colleague who "doesn't take initiative" might highlight your need to control everything.

Examine Good Intentions

Generally speaking, most individuals have good intentions. They wish for positive outcomes and the wellbeing of others. However, good intentions aren't sufficient; impact matters too.

For example, having one person of color on your leadership team isn’t as progressive as it might seem at face value, especially if they’re constantly asked to represent all people of color. Celebrating cultural events while ignoring systemic pay gaps isn’t inclusion; it's performative.

Real change is evident in hiring practices, promotions, implemented ideas, and employee comfort. If diversity initiatives make great newsletter content but don’t change outcomes, it’s time to reassess.

The Myth of the Culture Fit

Resistance to new perspectives often occurs under the guise of “culture fit.” This usually means hiring individuals who remind us of ourselves or who won't shake things up. It often serves as an unconscious way to exclude diverse viewpoints.

In reality, the person questioning your processes could save you from costly mistakes. The one communicating differently may reach customers you've overlooked. The colleague who avoids social hours could provide insights that emerge only in quieter settings.

Consider hiring for “culture add” instead. This means looking for candidates who will enrich the culture you wish to develop. What new perspective does this candidate bring? Seek contributions beyond what is familiar.

Transform Your Meetings

Meetings reflect organizational culture, yet many favor those who think out loud and speak first. Others may sit in frustration, watching good ideas fade away while they need more time to develop their thoughts.

Being intentional about meetings ensures all voices are heard. Fairness doesn’t mean identical treatment. Some people may need agendas in advance, while others might avoid direct confrontation with senior colleagues.

Consider starting meetings in new ways. You could introduce “silent starts” where everyone takes five minutes for individual note-taking before discussion. Allow for reflection before engaging in dialogue.

You might also explicitly invite differing opinions: "What are we missing? Who isn't represented in this conversation?"

Collect Data

Collecting data helps identify patterns in organizational processes. Qualitative and quantitative data reveal where change is necessary.

Look at promotions, retention rates, who speaks up in meetings, and who’s given the benefit of the doubt during challenges. Survey staff and clients on whether they feel treated fairly. Listen to their responses without defensiveness.

Create multiple avenues for feedback — anonymous surveys, suggestion boxes, regular one-on-ones, and peer feedback systems. This ensures accessibility for diverse communication styles.

When conflicts arise regarding methods, explore the benefits of each approach. How can you combine different perspectives? Encourage team members to vocalize their problem-solving methods to foster mutual understanding.

Revise Policies Accordingly

From ongoing self-inquiry and organizational data, responsive process and policy updates can be made. Can hiring and performance evaluation processes be fairer? If certain policies inadvertently favor one perspective, seek diversification in approach.

Facilitate employee affinity groups to connect individuals around shared identities. This peer support helps promote authenticity and fairness. Equip these groups with resources, leadership backing, and avenues for influence on organizational decisions.

The Ongoing Journey

Creating authentic workplaces is less about grand gestures and more about the cumulative effect of many small choices. It's crucial to notice when the same individuals dominate discussions, question why some errors are overlooked, and avoid assuming motivation without inquiry.

This endeavor benefits everyone, not just marginalized groups. When organizations honor the full spectrum of human experience, they become more innovative, resilient, and effective in achieving their missions. They cultivate environments where all individuals can present their best selves, leading to higher engagement, better retention, and improved outcomes for everyone they serve.

Authenticity and fairness are key components of trauma-informed organizational change. Read more in our *Complete Guide to Trauma-Informed Values