During a recent interview with Bob Knorpp of “The Beancast,” the topic of transparency came up. In particular, should the concept of “transparency” be mandatory for companies and their executives? With the pervasiveness of tools like Twitter, blogs and Youtube, it certainly is a lot easier to be transparent. And given the current state of the financial and auto industries, one might think “corporate transparency” might be ripe for its own constitutional amendment.

While those of you that know me understand that I am a big proponent of transparency, I told Bob in our interview that he’s barking up the wrong tree. While we should all strive toward being as transparent as possible, the real holy grail is actually “authenticity.” Yes, the two are linked conceptually, but they mean fairly different things. One is about allowing for complete visibility into one’s public and private activities. The other is focused on the concept of being genuine and communicating real feelings – good or bad.

What does this mean for you? Well, for one it gives you a little bit of wiggle room when it comes to sensitive issues like employee compensation (most folks agree that we really aren’t ready for everyone to know how much we all make). It also means that how you conduct yourself is more important than what you are willing to tell people. To reinforce this point, just see what people are saying about Bear Grylls of tv show Man vs. Wild fame. While his show is much more engaging and exciting than Survivorman, his lack of “authenticity” has hurt his credibility.

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Most of us tend to think of the first conversation, the content, as the important one. We worry a lot about what to say when we’re preparing for an important meeting, giving a big speech, or proposing marriage. We rarely give as much thought to the second conversation: the body language.  Then when the communication doesn’t go well, we’re surprised and don’t understand why.

The reason is usually that our two conversations have been in conflict with one another. Our words were confident perhaps, but our body language — the second conversation was nervous. And as research into how the brain works grows in depth and sophistication, we’re coming to understand that what I’m calling the second conversation is actually more important in some ways than the first one.

What we’re learning is that we get nonverbal, unconscious impulses for a lot of the important things that drive us: relationships, safety, emotional needs, fears, desires, meeting new people, seeing old friends, and so on.  Our bodies immediately start to act on these impulses, and then, a bit later, we form a conscious thought about what we’re doing. It’s as though our rational minds are explaining to ourselves after the fact why we’re doing something.

For example, we are all unconscious experts at reading other people’s body language. But few of us are good at reading body language consciously. Instead, we get impressions and ascribe intent to the other person. We think to ourselves: “He doesn’t like me very much,” or “She’s trying to cut me out,” or “They really think I’m funny.”  And it’s at this level of intent that most of our own body language begins.

If you start to think consciously about your body language because you want to control it and make it align with your content, you run into a problem: you’re thinking consciously about an unconscious activity, which slows your body language down and makes it happen just a bit late. The people around you, those unconscious experts, sense that something is wrong, but they can’t put their fingers on the problem precisely. They’ll think something like: “He didn’t seem real” or “She looked fake — scripted or something.” They won’t tell you the real problem — that your gestures and content are out of sync — because they’re not consciously aware of what’s going on.

Instead, then, of trying to control your body language consciously, work on it unconsciously.  Get an emotional attitude, and because emotion drives gestures, that will take care of your body language.  So, if you’re giving a big speech, decide what your emotional attitude is toward it:  excitement, passion, fun – anything but nervousness.  Then focus on that emotion hard before you start to speak.  Think to yourself: “I’m thrilled to be able to speak with these people. It’s a great opportunity.  I’m going to rock!” You’ll find that your body language and content are aligned when you do this, and you will become a persuasive, effective communicator.

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