Howard Shultz, CEO of Starbucks, once said, “The hardest thing about
being a leader is demonstrating or showing vulnerability… When the
leader demonstrates vulnerability and sensibility and brings people
together, the team wins.”
Almost everyone seems to think that being vulnerable is a bad thing –
it implies that you’re weak or defenseless. In fact, when someone is
willing to admit they’re vulnerable, it demonstrates a level of trust
and respect with the person or people they’re opening up to. Great leaders
recognize the importance of bringing vulnerability to work because it
is the foundation for open and nonjudgmental communications. The boldest
act of a leader is to be publicly vulnerable.
"The boldest act of a leader is to be publicly vulnerable."
While it may not come naturally to leaders or people – no one wants
to open himself or herself up to being emotionally challenged –
vulnerability can mean a complete transformation in relationships and
performance. Being vulnerable in the workspace doesn’t mean you walk
around with a box of tissues and share your deepest, most personal
secrets with everyone. Being vulnerable at work simply means you are
ready to let your guard down, put aside any pretenses, and be your real
self. A vulnerable leader is one who checks his or her ego at the door,
is comfortable with not having all the answers, and is ready to
wholeheartedly embrace the perspectives, opinions, and thoughts of his
or her people.
A leader who shows vulnerability is someone who stops feeling
compelled to be the first one with an idea or the first one to answer a
question. Becoming vulnerable requires a mindset shift where you start
to see the aspirations of the business through the eyes of the people
you lead. This invites them to become more involved in – and in fact to
become the drivers of – the conversation. When you are vulnerable, your
employees feel more connected, invested, respected, and vital to the
organization. Everyone benefits.
"A vulnerable leader is one who checks his or her ego at the door, is comfortable with not having all the answers, and is ready to wholeheartedly embrace the perspectives, opinions, and thoughts of his or her people."
Boldly vulnerable leaders are exceptional at discovering the
authentic perspective of the people they lead and continuously see the
business through the eyes of the people they serve. Here are three key
things to think about so you can put titles aside and open up the lines
of honest communication and vulnerability in the office:
1. Change your view on vulnerability.
Leaders feel an almost constant pressure to perform at a higher level
than others. They are the ones expected to paint a vision, develop the
ideas to execute the vision, and answer the tough questions along that
path. But sometimes the boldest thing a leader can do is to just sit and
listen – rather than drive the conversation. No, this doesn’t mean
you’re lazy. In fact, it’s enabling you to fully hear and embrace your
people’s ideas.
2. Accept vulnerability as a strength.
Being vulnerable isn’t a bad thing and it doesn’t make you weak; it
actually makes you a better leader because you stop wasting energy
protecting yourself from what you think other people shouldn’t see. It
allows you to start showing your authentic self. By accepting
vulnerability as a strength, you stop worrying about having every answer
and realize that yes, it’s okay to even be wrong. Regardless of what
you don’t know, or whatever skill you don’t possess, your people are
there to assist. You helped put these people here and it’s important to
leverage all they bring to the table.
"Vulnerable leaders are exceptional at discovering the authentic perspective of the people they lead."
3. Practice and be a student of vulnerability.
Most of us need to practice being vulnerable because we’re used to
working to impress others through our actions and words. A vulnerable
leader is an active listener who isn’t worried about saying the “right”
thing and can remain engaged and focused on the conversation. This
results in being able to better motivate and encourage your people as they develop the next great idea and then work shoulder to shoulder to bring it to life.
