Is true strength in leadership found in what we hide or what we reveal? We are all exposed to the celebrations of leaders who march toward victory in business and life with no sign of wavering. However, from my experience, I'm confident that many unwavering leaders are wearing masks to project confidence, concealing part of their true selves. In this post, I'll share why showing vulnerability is an effective way to lead and why the potential rewards often outweigh the risks.
Vulnerability in leadership means allowing ourselves and our teams to share a broader range of what we experience. Sometimes, we experience strength, confidence, and clarity that makes us joyful. At other times, we experience doubt and confusion, which makes us feel anger, shame, sadness, or fear. When we suppress the unpleasant sensations, we are, in effect, hiding away a part of what it means to be human. What does showing up as a complete human have to do with leadership?
Benefits of vulnerability in leadership
When you can show up as a complete human, you will feel better, and have more physical and mental energy for your team. Your team will notice your human side and dare bring their whole self to work. The shared vulnerability will build psychological safety, which sparks more creativity and innovation and reduces employee turnover and sick days. Before trading your superhero cape for openness, it's essential to consider the potential risks.
In some environments, expressing vulnerability may be perceived as a weakness, which coworkers may try to exploit in, for example, negotiations or competition for advancement. Your workplace culture will determine whether leading with vulnerability will be an advantage. If the culture does not support your leadership style, it may be time to explore other career options (click here for my eight-step career change). Lack of vulnerability can spell both personal and financial trouble.
I saw firsthand how the lack of openness caused a small business in Denmark much trouble. The complexity of the business had outgrown the CEO, and being unable to share his struggles with the board made him hide them away. Eventually, he went on sick leave, and later, the board ousted him. The room for openness could have initiated a timely restructuring that benefitted the company and the CEO since other important roles would have been available. Here are three simple practices you can try to foster more vulnerability:
When you or someone gets angry, look deeper. Often, anger is an unconscious cover-up for being afraid. You simply pause, then calm down and professionally express that the situation makes you fearful and why that is.
Acknowledge when you see someone having a hard time. You can say, "I can see that the situation is challenging for you. What can be helpful for you?". Being seen creates the energy and courage to overcome the challenge.
Express your appreciation when you see others having the courage to share their vulnerability. You are step by step building a culture where vulnerability is a part of a successful business.
A common misconception is that vulnerability in leadership takes extra time. In my experience, vulnerability promotes a safer environment, with teams feeling encouraged to take the initiative, freeing up my time. The safety also brings more transparency on what does not work well, leading to quicker action on getting things right.
Final thoughts
You don't have to be an emotional expert to exercise vulnerability in your leadership. However, you must genuinely wish to foster a culture of openness and psychological safety in your team. I encourage you to give it a try. Practicing vulnerability can benefit your business, your team's well-being, and your leadership resilience.
What has your experience been on the topic of vulnerability in leadership? I would love to hear about your dos and don'ts.
コメント