I spent much of my early career feeling like an outsider. I left school at 16 with only a few qualifications, and jumped straight into a commission-only sales job.
Even though I was proud of my working-class upbringing and the strengths it gave me, I didn’t see myself represented in the corporate world I eventually found myself in. Imposter syndrome wasn’t just a passing feeling, it was my daily reality.
For years, I didn’t feel comfortable being my true self. I believed that to succeed, I had to suppress parts of my identity that didn’t fit the corporate mould I saw every day. This wasn’t the fault of the organisations or people I worked with; it was mine.
During the week I was leading a global sales team at a large multinational corporation. At weekends I was a house music DJ playing at some of the biggest clubs in London.
For years, I kept these two versions of myself separate. This meant I was never fully 'showing up'. Work didn’t get the best from me and I didn’t get the best from work.
Read more: Authenticity essential for leadership
In 2008, the arrival of my first child and a corresponding career break allowed me the space to reconsider my approach to work, leadership and authenticity. That journey has shaped how I lead today.
I believe that when people feel comfortable being themselves, they do their best work. That means embracing diversity, not just in gender, ethnicity and sexuality but also in backgrounds, interests and perspectives. It means fostering an environment where people feel valued, heard and challenged.
When leaders embrace authenticity, and lead from that place, they give others permission to do the same. Showing up consistently gives others confidence in who you are, which builds trust. When people feel they can be themselves at work, they are more engaged, more innovative, and build more meaningful relationships with colleagues, making them more likely to stay.
The power of kindness in leadership
Much is written about culture, and it is too often defined in sweeping, idealistic terms. But for me, culture isn’t just about words on a company website but the day-to-day behaviours we encourage and nurture.
Read more: Why kindness should be fundamental for leadership
At Brightmine, our culture is built on two things: kindness and ambition. Our collective ambition is to help our customers create amazing places to work, and attract and retain the talent they need to succeed. We pair that ambition with an equal measure of kindness.
To be clear, kindness isn’t about being 'nice'. It’s not about avoiding difficult conversations or sugarcoating feedback. It’s about being honest in a way that helps people grow.
Take the classic ‘spinach in your teeth’ example. A nice person won’t say anything because they don’t want to embarrass you. A kind person will tell you so you’re not walking around all day with spinach in your teeth. That’s the kind of culture we need in businesses – an environment of mutual accountability for outcomes, and hence a shared willingness to provide feedback and critique that improves us as individuals.
For this to land in a way that feels supportive, individuals need to trust each other. This takes us back to the importance of authenticity and the role it plays in building trust.
Create a thriving workplace
At Brightmine, we work hard to create an environment where people feel valued. That starts with listening – actively seeking feedback and using it to shape policies and initiatives. We invest in professional development because we know people want to grow. And we celebrate achievements, big and small because recognition matters.
Leadership isn’t about perfection; it’s about creating a space where people feel empowered to be their best. For me, that starts with kindness, showing up as your true self and communicating with honesty, even if it’s not what we always want to hear – spinach and all.
By Scott Walker, CEO of Brightmine
