Vulnerability sounds like truth and feels like courage. Truth and courage aren’t always comfortable, but they’re never weakness.
~ Brené Brown
The greatest leaders I know are courageous. They are willing and able to be to be open and vulnerable. Most didn’t get there in a single bound. They took small steps, and when necessary, began again. How?
When the topic of vulnerability comes up with my coaching clients, we discuss the importance of self-awareness and practice. First, we need to understand our beliefs, core-values and boundaries. (Leaders who are adept at being vulnerable also maintain boundaries; they know what’s okay and what’s not okay, and why.) Then, we need to practice. Start with these two steps:
Practice Leadership Vulnerability
- Practice asking for feedback, help or advice. Leaders demonstrate they want to learn (and recognize and acknowledge that they don’t know everything) and be the best they can be by expressing need. Who doesn’t want to follow someone like that? Their humility and drive for improvement is contagious. Everyone wants in on it.
- Practice admitting when you are wrong. Of course, what we know matters, but who we are matters more. When leaders take responsibility for mistakes by admitting to them, learning from them and making a change, the negative aspects of vulnerability are minimized. Your transparency and accountability will be appreciated.
Truth and Courage
Human connectedness is the new attribute that engages people and draws them to a leader. Admitting and apologizing for being wrong prompts a relational restoration that builds trust. Honesty and authenticity signify a leader who cares about relationships and the strength that they afford. Deeper relationships draw out the best in people, and this enhances attitudes, productivity and loyalty.
Employees want leaders who can relate with them appropriately. As Emma Seppälä points out in What Bosses Gain by Being Vulnerable, people can sense what their leader is feeling, and this influences their response. I think we’ve all seen how pretenses of superiority or infallibility, which are old-school vulnerability missteps, often work against a leader causing damaged relationships and disunity. But when employees see their leader as genuine and willingly vulnerable they feel good about it, and respond favorably with admiration and respect.
What do you think? What steps do you take to practice leadership vulnerability? I’d love to hear from you. You can call me at 561-582-6060, let’s talk. And as always, I can be reached here, or on LinkedIn.
