Lesson 2 – Leadership is personal – know your authentic self
Every great leader shares one thing in common: self-awareness.
Leadership isn’t about copying someone else’s style; it’s about understanding your own.
Too often, leaders try to fit themselves into a one-size-fits-all model of what “good leadership” looks like. But the truth is, every leader brings a unique personality, set of strengths, and blind spots to the table. At T2, we believe that the most effective leaders are those who understand their authentic selves and know when to lean into their natural style and when to stretch beyond it.
Martin Johnson on Lesson 2: Knowing Yourself First
“Leadership is about understanding who you are as a human being.
Rather than following one-size-fits-all leadership models, at T2 we believe leaders must first understand their own personality, strengths and blind spots. The contrast between my own naturally autocratic, directive style, as against leaders who might be more compassionate, empathetic and collaborative, shows how different personalities can be equally effective when they understand themselves.
Too many people think there’s only one way to lead effectively. The truth is, different personality types can all be successful leaders, but only when they truly understand their natural style and work with it, rather than against it.
This philosophy emerged from my own journey. My military background naturally inclined me toward directive leadership, but success in the corporate world required me to develop my empathetic and collaborative skills. Rather than fighting my nature, I learned to recognise when my natural style was appropriate and when I needed to consciously dial up other qualities.
The key insight is that authenticity doesn’t mean being limited by your natural tendencies. Instead, it’s about understanding your default patterns so clearly that you can choose when to lean into them and when to stretch beyond them. At T2, we use psychometric testing and 360-degree feedback to help leaders map their authentic style and identify their development areas.
This self-awareness becomes the foundation for everything else. For example, a leader who knows they naturally avoid confrontation can prepare differently for difficult conversations. One who tends toward micromanagement can build systems to ensure appropriate delegation. The goal isn’t to become someone else, but to become the most complete version of yourself.”
More About Martin Johnson
Martin Johnson is the founder and CEO of T2 The People Performance People, a consultancy at the forefront of leadership development, working with elite sports teams, global businesses, and public sector organisations. His journey from the Royal Navy to leadership consultancy has shaped a philosophy that blends performance psychology with real-world leadership practice.
Now celebrating its 10th year, T2 partners with organisations including INEOS Grenadiers, Manchester United, Specsavers, and Reckitt, helping leaders build confidence, collaboration, and capability that lasts.
This article is part of our 10 Lessons of Leadership series, celebrating 10 years of T2. Each month, we’ll share a new lesson from our CEO, Martin Johnson, designed to give leaders practical insights they can apply straight away.
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