There is much talk today about 'authenticity'. When I work with someone I want to see and understand the person. When people hind behind a particular workplace identity this can create unease which can evolve into mistrust. Does anyone else have a problem with the manipulation of purposeful identities that sometimes arise in the working environment which cause this unease?

A key identity for me at work is troubleshooter. However, while this identity was appropriate eight years ago when I joined Compaid and had to turn it around, it is less meaningful now, though I find it hard to shift this mantle.

A second identity is as mentor, particularly to my senior management team. I think this identity came to Compaid with me, and was initially formed around 20 years ago when I underwent Dale Carnegie training. This greatly shaped my skills and desire to understand how others think and help them to find their own solutions.

I am also a sober thinker at work, which I think stems from a rational upbringing and a love of problem solving.

A further key identity issue is that for the last few years, I have been the public face of the charity. I am aware that others, particularly those who use our services, have a key role to play in shaping our public identity.

I always tend to find myself in the role of 'facilitator/organiser' - the person who will develop and nurture the skills of others, and find new opportunities to do so. This has taken the form of my leading community arts projects 'on the ground' and of being a fundraiser for community projects. Now I think about it, in the groups that I get involved with, I will tend to always assume this role, to become responsible for the project in some way. I wonder if I've always been like this my whole life and my work-life simply follows - it must be the case because this identity feels natural for me.

My identity is split into two.

My role is working with applicants for grants and presenting the it to the Trustee who make the final decision..  To the applicants I am a mentor, advisor, collaborator, expert and storyteller;  the object being a cohesive proposal for funding.

To the Trustees I am an advocate for the applicant and agent for change, challenging the prevailing values as to what or not is to be supported.

These identities have been shaped by past experience in accountancy, administration and project preparation, by the many amazing people I meet and the work they do and their struggles for funding and by the personalities of the Trustees, their preferences, priorities and biases.

I believe I am seen as a troubleshooter.  I feel that a large part of my role is handling problems/situations that arise.  I also have been in this role for some time and the knowledge that I have gathered over the years means that staff come to me with queries.

I feel that my workplace identity is different to my personal/social identity.  I more confident and methodical at work.  At home I am more relaxed and creative.

Week 2 – Activity 4 My Organisational Identity

When at work, I am pulling together my personal qualities and professional training into sharper focus. I am on duty when working and want to do the very best to improve the lives of others. So the longer I work with colleagues, the more they are exposed to my personal traits and professional skills. And in doing so, that will allow them to build a proportioned identity of me with growing definition.

So irrespective of how my identity is characterised by my colleagues, or me, my identity has been assembled uniquely throughout my life as has everyone else’s. This will mean that even if I characterise myself as a facilitator, the other traits or qualities that make me, me, will be different to someone else also choosing a facilitator identity. In recognising identity diversity, it is easier to understand the value in collaboration. There is a time and a place for us all to be a leader or a follower.

I would tend to fall in the role of a mentor in my work place. 

This has come from having a great experience with mentors in my own past. The fact that my training has been education/teaching based. It has been an identity shaped by my own working life. Partly through skills and personal preferences in style and partly through need and training to behave in such a way.

I think the negative experience I have had with commanding leadership have also deterred me from following that leadership style. 

Within my organisation I enact the role of mentor to those I directly line manage and active supporter to other member of the team.  Generally seen as the logical facilitator who delivers and has much to contribute.  Mostly these identities have evolved in these over my working life but my strong work ethic which underpins all identities derives from home background.

I think that most of the roles I play in the organisation either come from a mixture of my personality, the training I have had and my experience. I am motivated by making change - so I'm drawn to impact work and evaluation. My professional background was in teaching so I continue to train and facilitate and the systematic nature of teaching in relation to aims/objectives and assessment helps me with writing funding bids/tenders and the quality system assessments I'm involved in. Since working in the sector I have been involved in, facilitated or led a wide range of partnerships and so I've learned  a lot about the challenges and benefits of partnership working. In addition, my personality is suited to working cooperatively with people for the greater good.