Best 28 quotes of Henna Inam on MyQuotes

Authenticity is our natural state of being. The authentic self is a state of being where we are centered, creative, adaptive, and inspired.

Authenticity is a choice we make about who we want to be that inspires our greater aliveness.

Authenticity is a practice we choose in each present moment. It is not a plan or a destination to get to. The choices we make in the now are most important because in a fast-changing world, flexing to what’s happening now, and creating from it is a critical leadership skill.

Authenticity is not possible without embracing the “and” within us. Our minds like to categorize things into neatly labeled boxes. Am I right, or is she right? Let’s stretch our minds to I can be right and so can she. Embracing the “and” is like yoga for the brain. When we train ourselves to hold paradoxes by stretching ourselves out of the boxes our minds create, we stretch into new possibilities and adapt more quickly in a fast-changing world.

Authenticity requires us to slow down. Fast times require us to slow down. To be effective, we need to slow down our pace of thought and action and focus on managing our attention. To be authentic leaders we need to act from intention and choice rather than from habit and impulse.

Authentic leadership is about leading from the core of who we are to inspire each of us to our best contribution toward a shared mission.

Authentic leadership is at the root of cultures of great innovation, engagement, outstanding client experiences, and growth.

Authentic leadership is a whole body experience. Our bodies have a lot more to teach us about ourselves than our thoughts.

Authentic leadership is leading adaptively from your core, choosing who you’re most inspired to be to serve the greatest good in this moment.

Authentic leadership is the full expression of ”me” for the benefit of “we”.

Authentic leaders inspire us to engage with each other in powerful dreams that make the impossible possible. We are called on to persevere despite failure and pursue a purpose beyond the paycheck. This is at the core of innovation. It requires aligning the dreams of each individual to the broader dream of the organization.

Being true to ourselves is about having courage to define our own version of what it is to live a successful life.

Confused? Confusion is good. It’s an excellent place to learn something new from.

Don’t believe everything you think. Our minds are thought-creating machines. Most of these thoughts are fear-based. Our authentic self has the power to pick the thoughts that best serve us and those we lead.

If we try to emulate the leadership style of others we perceive as successful, we end up being second-rate versions of someone else.

Most of us think that being authentic is about being true to what we want and who we are, without regard for the impact it has on others. On the contrary, the authentic self is an intelligence at the core of who we are that is inspired, centered, and connected to those we lead. When we are in this centered place of being we are able to choose behavior that serves the greatest good.

Most of us want to be authentic. Yet, we are not who we think we are. We are made up of a rich array of facets and possibilities, many of which we ignore because we label them as “bad”. We create a cardboard cutout image of ourselves to look good to others. The discord between who we are and the image we have to live up to slowly kills our aliveness. When we suppress parts of ourselves, it lowers our mojo, sense of fulfillment, leadership effectiveness and impact in the workplace.

Our being is more important than our doing. We are human beings, acting as though we are human doings. In our frenzied doing, we are often not conscious of our state of being. Yet our deepest impact comes from our state of being because it is at the root of our intentions, our choices, and our behavior.

Our imperfections are what create authentic connections with one another.

Our suppressing who we are to fit in is exhausting. It kills flow and creativity. It also prevents genuine connection with others.

Positive energy is unleashed when leaders give themselves permission to connect and express themselves from the core of who they are. When leaders practice authenticity, creativity, engagement, confidence, and a sense of inner resourcefulness emerge.

Practice holding labels lightly as leaders so you have greater range in your behaviors and are more adaptable and effective in a greater range of situations.

The real you focuses on goals that inspire you and doesn’t let “that’s just not me!” stand in the way.

The struggle to live up to an “ideal image” of who we should be in order to feel safe misdirects and depletes our energy.

To be effective, we have to slow down the speed of our thoughts and focus on managing our attention.

To change any behavior we have to slow down and act intentionally rather than from habit and impulse.

To return to our authenticity, we have to let go of all that we are not. We recognize and let go of the judgments, fears, and “shoulds” that keep us stuck.

When we limit ourselves by being the person we “should” be, we limit our aliveness. We may achieve success but not fulfillment because we are not living out all the important truths about ourselves, truths we need to slow down to excavate.