Authentic Leadership: The Courage to Tell the Truth
When Howard Schultz returned to Starbucks in 2008 during a time of steep decline, he didn’t pretend everything was fine. He didn’t hide behind a polished press release or make vague promises about improvement.
He told the truth.
He acknowledged publicly and transparently that the company had lost its way—that rapid expansion had compromised quality, customer connection, and the soul of the brand. And then, he did something bold: he shut down over 7,000 Starbucks stores for a full day of employee retraining, knowing the financial cost in the short term would be worth the long-term return of clarity, purpose, and pride.
That decision didn’t just turn the company around. It modeled something much deeper:
Authenticity. Accountability. And the kind of leadership that inspires trust.
Why Authenticity Is the Real Leadership Superpower
In public safety—just like in corporate boardrooms—people don’t follow perfection. They follow honesty. And what makes a leader truly credible isn’t that they always have the right answers—it’s that they’re willing to own their missteps, stay aligned with their values, and speak truthfully about what matters most.
As Brené Brown writes in Dare to Lead,
“Clear is kind. Unclear is unkind.”
And:
“You can’t get to courage without rumbling with vulnerability.”
Leaders who practice authenticity create cultures of psychological safety, where team members feel empowered to speak up, offer feedback, and grow. In contrast, when leaders mask uncertainty or fake confidence, it creates mistrust, fear, and disengagement.
What Schultz Did Right (That Every Leader Can Learn From)
He admitted the problem. Instead of blaming others or spinning the narrative, he named what had gone wrong—with clarity and humility.
He acted in alignment with values. Schultz wasn’t just focused on numbers—he re-centered the mission of Starbucks on connection, quality, and human experience.
He invested in people. Closing 7,000 stores for a day of training wasn’t just about coffee—it was about reminding every employee that how they serve matters as much as what they serve.
The result? A revitalized company. Restored customer loyalty. Renewed pride among employees. And a demonstration that authenticity isn’t a leadership risk—it’s a leadership requirement.
Authenticity in Leadership Isn’t Soft—It’s Strategic
In public safety, it might feel like being vulnerable as a leader opens you up to criticism or undermines your authority. But research consistently shows the opposite.
According to Brown (2018), teams led by authentic leaders demonstrate:
Stronger trust and communication
Higher engagement and morale
Better conflict resolution and innovation
Lower rates of burnout and turnover
In short, when leaders show up as real people—flaws, clarity, emotions and all—it gives permission for everyone else to bring their full selves to the table, too. That’s what builds strong culture. That’s what fuels resilient teams.
So What Does Authentic Leadership Look Like in Practice?
It’s not about oversharing or performing vulnerability. It’s about:
Naming the truth—even when it’s uncomfortable
Being clear about what’s working and what’s not
Admitting when you’ve gotten off course—and recommitting to core values
Staying grounded in purpose, even when others are watching to see how you’ll react
Authentic leadership means asking yourself regularly:
“Am I leading from alignment or image?”
“Am I saying what I think people want to hear—or what needs to be said?”
“What would it take to lead with more heart right now?”
Take This With You: A Leadership Clarity Practice
Whether you’re a field supervisor, command staff, or informal leader, take 5–10 minutes this week to reflect on the following:
1. Identify a recent leadership moment where something didn’t go as planned.
Did you name it? Or try to move past it quickly?
How would your team benefit from hearing the truth—with humility and clarity?
2. Write down one core leadership value you want to return to.
Example: “I want to lead with transparency—even when it’s hard.”
3. Take one step this week to embody that value.
Start a conversation you’ve been avoiding.
Acknowledge a misstep and share what you’ve learned.
Invite your team to give you feedback—and thank them for it.
Small moments of truth-telling build trust. And trust builds everything else.
Final Thought: The Most Powerful Thing a Leader Can Be Is Real
Authenticity isn’t the opposite of strength—it is strength.
Just like Schultz’s leadership at Starbucks, your transparency can be the spark that brings a struggling team back to life.
Because people don’t follow titles. They follow people.
And your people don’t need a perfect leader.
They need a present, human, honest one.
Works Cited
Brown, Brené. Dare to Lead: Brave Work. Tough Conversations. Whole Hearts. Random House, 2018.
Schultz, Howard, and Joanne Gordon. Onward: How Starbucks Fought for Its Life Without Losing Its Soul. Rodale Books, 2011.