How well do the leaders in your organization understand vulnerability? What about you?
With today’s emphasis on human relations, employee engagement and softer leadership skills, greater emphasis is being placed on interpersonal connection and consideration for people. The great leaders I work with all agree that employee satisfaction is paramount to organizational success. People simply shut down or leave if they don’t feel appreciated. The focus is transitioning from leaders to employees, although this has yet to make deep inroads into every organization.
Defining Vulnerability
The traditional definition of vulnerability is to be capable of, or susceptible to being wounded or hurt; being open to moral attack, criticism, temptation, etc. Most people in business understand these definitions and avoid vulnerability at all costs. Nowhere does this have more impact than in leadership circles.
However, recent research in leadership has exposed many old ways of thinking as outdated, ineffective and damaging. In Daring Greatly, (Penguin, January 2013), Dr. Brené Brown defined vulnerability as, “uncertainty, risk and emotional exposure. It’s having the courage to show up, fully engage, and be seen when you can’t control the outcome. Vulnerability minus boundaries is not vulnerability.”
A Caveat?
I think that’s a great definition for leadership vulnerability, that is to say, leading with vulnerability. And I agree with her caveat:
We are not vulnerable for the sake of being vulnerable. We are open to uncertainty, risk, and emotional exposure because that is the path to courage, trust, innovation, and many other daring leadership skills.
~ Dr. Brené Brown
Definitions are changing with the times, and these behaviors are recognized for their benefits— for employees and leaders alike. The transformations are not easy. It’s difficult to overcome engrained paradigms.
I find, for the majority, that autocratic leadership styles are yielding to democratic ones, where people are individualized and supported. Harsh, impersonal treatment is changing to accountable, considerate acts of empowerment. Cold, impenetrable leaders are learning humility and vulnerability. But I think we can do better. Perhaps the most challenging soft skill many leaders still have trouble grasping is vulnerability.
What do you think? How well do the leaders in your organization understand 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.
