Owning Your Truth: Authenticity’s Responsibility.
In my last blog, I made a call to arms: Cognitive authenticity is the ultimate power play - so why are we still playing by someone else’s rules?
In response to recognizing barriers to cognitive authenticity out in the world, I boldly suggested we take it upon ourselves to build the bridge between how we think and how the world expects us to function. Specifically, I challenged us to play a game for a week:
Disrupt the script in every conversation you enter!
If a conversation feels shallow, push it deeper.
If a meeting moves too fast for real thinking, slow it down.
If you see someone struggling to translate their thoughts, hold space for them.
But now, I need to turn that challenge inward. Because if I’m going to demand cognitive authenticity from others, I have to be responsible for my own.
You see, authenticity isn’t just about speaking your truth; it’s about how that truth lands. It’s about creating connection, not disruption. It’s easy to challenge the system and yet way harder to actually build a bridge between the worlds. My core intent is not to harp on the problems, rather it’s to fuel a movement that will lead us to solutions. So if I want people to join this voyage, I have to meet them where they are, not just where I think they should be.
So let’s have some fun and apply the last Power Heist challenge to my own words. Let’s examine how well I played the same game everyone else is playing.
Did I Push the Conversation Deeper?
Yes - up to a point. I called out the ways cognitive authenticity is suppressed and the systemic forces that shape our thinking. I made a case for why this isn’t just a personal struggle but a structural issue.
But did I go deep enough?
Not quite.
I had quoted “The workplace? It’s optimized for people who think in bullet points. The school system? It’s a factory that spits out obedience, not original thought.” Looking back, that was pretty darn blunt! But was it accurate?
Yes and no. It’s true that many environments weren’t designed with neurodivergent, nonlinear, or deep thinkers in mind. But it’s also true that structured communication has its place. Bullet points work in corporate culture because they prioritize efficiency. Meetings run fast because businesses operate on tight timelines. Schools have standardized methods because they have to reach a wide range of students.
So instead of framing these structures as the problem, let’s recognize that systems aren’t inherently bad. To be real, regardless of the setting, the end game is and should always be achieving effective communication within our human dialogue. So the challenge isn’t tearing these systems down. It’s integrating authenticity within them. It’s learning to navigate structured environments while making space for deeper, more diverse thinking.
I also stayed shallow in the sense that I didn’t fully explore why the cognitive authenticity struggle is real. I didn’t examine the internal resistance - the fear of standing out, the exhaustion of constantly translating ourselves, the very real consequence of being misunderstood.
Which brings me to this:
In our attempt to achieve effective communication without sacrificing cognitive authenticity, we need to communicate in a way that makes people listen. That means learning how to deliver your thoughts with both power and precision.
If you think in layers, lead with the headline. Start with the core idea, then expand. Give people a way in.
If you think fast and direct, create space for depth. Ask follow-up questions. Don’t just value the answer—value the thought process behind it.
If you struggle to speak up, train the muscle. Every time you pause instead of speaking, log or take note of what stopped you. Was it fear? Timing? Doubt? Identifying the block is the first step to moving past it.
And let’s address confidence. - Because none of this works if people don’t feel safe stepping into the conversation. Confidence doesn’t mean talking louder. It means trusting that your way of thinking is valuable even if the world isn’t set up to receive it easily.
So let’s create a culture where people don’t have to choose between being authentic and being heard. Where deep thinkers aren’t forced to shrink, and structured thinkers aren’t forced to slow to a halt.
Did I Slow Down the Conversation?
Not really. I moved fast - it was sharp, urgent, designed to wake people up. But sometimes, urgency shadows nuance. Sometimes, a conversation needs space to breathe.
If I want to model the kind of thinking I’m advocating for, I need to show what it looks like in practice. That means also making space for reflection. That means saying: It’s okay to take your time. It’s okay to process before responding. It’s okay to sit in silence and let a thought fully form before you share it.
In hindsight, this movement isn’t about disrupting, it’s about reconstructing. Slowing down isn’t weakness, it’s strength.
Did I Hold Space for Others?
Here’s where I fell short. My piece challenged the status quo, but it didn’t acknowledge the people and organizations already fighting this battle in their own way. I spoke to the reader, but I didn’t speak with them.
If I want to build something real, I need to recognize that this isn’t just my fight. There are people - right this very minute - who are working to shift their workplaces, their relationships, their environments towards deeper connection.
To expand, authenticity isn’t a solo mission. If I want to lead, I have to listen. If I want to fuel a movement, I have to acknowledge the people already in motion.
So thank you for allowing me to circle back and own my own truth.
Your Next Power Heist Challenge: Communicate Authentically in Baby Steps
Let’s stop talking about change and start executing it.
If you didn’t speak up, log it. No judgment. Just track when it happens and why. Patterns reveal opportunities.
If the conversation is moving too fast, interrupt with intention. Try: “Let’s pause here—I want to make sure we’ve fully explored this.”
If your thoughts are complex, lead with one clear sentence. Make it easy for people to grab onto your idea before you expand.
If you’re a fast thinker, challenge yourself to ask one open-ended question per meeting. Depth starts with the right prompt.
The goal? Not to win. Not to dominate. But to bridge. To bring clarity to complexity. To create a space where authenticity isn’t a liability - but a competitive edge.
If we want to create a culture of authenticity, we can’t just encourage people to speak up. We have to create conditions where they feel safe doing so. So let’s stop thinking of this as a war between different minds.
Let’s start thinking of it as a partnership. Because when we combine clarity with depth, structure with flexibility, and efficiency with authenticity - that’s when real power shifts - yet only achieved when we practice responsibility, being accountable for our own truth.
Because until we master the most basic skill, human dialogue, we will never fully unlock the potential of the greatest minds among us.