Authenticity and Fairness: Being Yourself in a People-First Culture

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 to create workplaces where every individual's unique perspective is not just tolerated, but actively sought out, celebrated, and integrated into how work gets done.

Embracing different perspectives may not be the smoothest path. But 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 can draw from a wider range of experiences when facing challenges. Customer service improves because your workforce reflects your customer base. People 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. Others prioritize individual achievement over group consensus. Some communicate through stories, others through data. Instead of forcing everyone to adapt to one way, successful organizations blend approaches.

Authenticity isn't about being nice or politically correct. It's about getting the best out of everyone instead of demanding they all fit the same mold. 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 or one-time training sessions. It requires structural changes, ongoing self-reflection, and a commitment to justice for those historically disadvantaged. This means moving past stereotypes to see each other as complex individuals while acknowledging systemic inequities.

The path forward requires cultural humility and curiosity. This means understanding others requires understanding yourself and acknowledging you can never fully grasp someone else's perspective, while staying curious to learn more.

But authenticity isn't just about individual expression. Authentic workplaces are about creating systems that work fairly for everyone. We must recognize that some identities receive more generosity and advantage than others, and 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 actively harms the very people we're trying to serve.

Where to Start: Authenticity and Fairness in Practice

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

Authenticity and fairness move from the inside out because we all have biases we didn't choose. We may be unaware of our biases or how deep they run.

The damage happens when we pretend these biases don't exist and make decisions without inquiry. Ongoing self-reflection will help your organization 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 understand someone else until you understand yourself, and most of us are strangers to ourselves. We think we're logical when we're emotional, fair when we're biased, clear when we're confusing.

The people who challenge you the most are usually showing you something about yourself you don't want to see. The colleague who "talks too much" might reflect your own fear of not being heard. The person who "doesn't take initiative" might highlight your need to control everything.

Examine Good Intentions

Generally speaking, most people have good intentions - they want things to go well. They want others to be well. But, good intentions aren't everything. 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 speak for all people of color. Celebrating Cinco de Mayo while ignoring systemic pay gaps isn't inclusion, it's performative.

Evidence of real change shows up in who gets hired, who gets promoted, whose ideas get implemented, and who feels comfortable being themselves at work. If your diversity initiatives make great newsletter content but don't change outcomes, it’s time to take a closer look.

The Myth of the Culture Fit

Resistance to new perspectives often occurs under the guise of “culture fit,” which can mean "reminds me of myself" or "won't make waves." It's often unconscious code for hiring people who attended the same schools, share the same sense of humor, and never challenge the status quo.

In reality, the person who questions your processes might save you from costly mistakes. The one who communicates differently might reach customers you've missed. The colleague who doesn't come to happy hour might have insights that only emerge in quieter settings.

Consider hiring for “culture add” instead. Instead of hiring for the culture you have, hire for the culture you want to build. What new perspective does this person bring? Look for key contributions beyond what (or who) looks and feels familiar.

Transform Your Meetings 

Meetings are microcosms of organizational culture and most meetings favor people who think out loud and speak first.  Others sit frustrated, watching good ideas die because they needed a little longer to form.

Being intentional about meetings ensures all voices are heard. And remember, fair doesn’t mean identical. Some people need the agenda in advance, while others may consider it rude to disagree directly with a senior person, especially in a group. When you only accommodate one way of thinking and communicating, you're only getting a fraction of your team's intelligence.

Try starting meetings in different ways. Consider “silent starts” where everyone gets five minutes of individual writing before discussion time. Create space for reflection before discussion, as some people process internally before speaking, while others think out loud.

Or, begin by explicitly inviting different perspectives: "What are we missing? Who isn't represented in this conversation?"

Collect Data

Patterns emerge when evaluating organizational processes. Data collected (qualitative and quantitative) reveals where change is needed.

Look at who gets promoted, who leaves, whose ideas are implemented, who speaks up in meetings, and who gets the benefit of the doubt when things go wrong. Survey staff and clients about whether they feel treated fairly, then listen to their responses without defensiveness.

Develop multiple ways for people (staff and clients) to share concerns and suggestions – anonymous surveys, suggestion boxes, regular one-on-ones, and peer feedback systems. Ensure these systems are accessible to people with different communication styles and comfort levels with authority.

Further, when conflicts arise over "the right way" to do something, get curious about different approaches. What are the advantages of each? How might you combine them? Ask team members to share their problem-solving methods out loud to increase mutual understanding.

Revise Policies Accordingly

From ongoing self-inquiry and organizational data, you can respond with process and policy updates. Can hiring or performance evaluation procedures be conducted more fairly, with equal accountability? If policies or procedures inadvertently favor one perspective, create ways to diversify.

Consider facilitating employee affinity groups where people connect around shared identities or interests. This peer support helps encourage authenticity and reveal more ways to promote authenticity and fairness. Provide these groups with resources, leadership support, and pathways to influence 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 noticing when the same three people dominate every conversation, questioning why certain mistakes get more grace than others, and catching yourself when you assume someone's motivation instead of asking.

This work benefits everyone, not just those from marginalized groups. When organizations honor the full spectrum of human experience and perspective, they become more innovative, resilient, and effective at achieving their missions. They create environments where all people can bring their best selves to work, leading to higher engagement, better retention, and superior outcomes for those they serve.

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