007: The Power of Vulnerability - Sharing Stories in Leadership

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In the world of leadership, particularly within the engineering sector, vulnerability is often perceived as a weakness. However, the capacity to share our stories, especially for men, is a profound strength that fosters connection, understanding, and empowerment. This is a central theme of my book, The SAFE Leader, where SAFE stands for Share, Act, Feel, Empower. As leaders, we must delve into our own diversity stories and recognise what we can offer the world. For some, this may require digging deeper, but the rewards are immeasurable.

Breaking Stereotypes

Traditionally, men have been socialised to appear strong, resilient, and stoic. Expressing emotions or sharing personal stories can be seen as antithetical to these traits. Yet, this outdated notion is precisely what holds many back from achieving true leadership excellence. The engineering sector, known for its technical rigour and precision, can especially benefit from leaders who are willing to break these stereotypes and embrace vulnerability.

Fostering Connection

Sharing our stories enables us to connect on a human level. It breaks down barriers and fosters a sense of empathy and understanding within teams. When leaders share their personal journeys, including their struggles and triumphs, they create a safe space for others to do the same. This mutual exchange builds trust, a cornerstone of effective leadership. In an engineering context, where collaboration and innovation are paramount, trust can significantly enhance team performance and morale.

Acting on Vulnerability

Acting on this principle, as outlined in The SAFE Leader, means demonstrating vulnerability through our actions. Leaders should not only share their stories but also actively encourage others to share theirs. This can be achieved through regular team meetings focused on personal growth, one-on-one check-ins, and creating platforms for team members to share their experiences. When team members see their leaders practising what they preach, they are more likely to follow suit.

Embracing Emotions

Feeling is an integral part of this framework. Leaders must be attuned to their own emotions and those of their team members. Recognising and validating these feelings fosters an inclusive and supportive environment. For men in leadership, this might mean stepping out of their comfort zones to acknowledge emotions publicly. This not only normalises emotional expression but also highlights the leader's commitment to a holistic approach to leadership.

Empowering Teams

Empowerment is the culmination of sharing, acting, and feeling. By embracing vulnerability, leaders empower themselves and their teams. They create an environment where diversity of thought and experience is valued, and where every team member feels seen and heard. This empowerment drives innovation, as diverse perspectives lead to creative solutions. In the engineering sector, where problem-solving is key, this can be a game-changer.

Conclusion

The importance of being able to be vulnerable and share our stories cannot be overstated. For men in leadership, particularly in the engineering sector, this shift towards vulnerability and openness can lead to more effective, empathetic, and innovative teams. The SAFE Leader provides a practical framework for this transformation, encouraging leaders to Share, Act, Feel, and Empower. By understanding and sharing our own diversity stories, we not only enrich our own lives but also inspire and empower those around us.

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Subscribe to The SAFE Leader Insights, packed with more content and valuable wisdom to helping you build cultures of sharing, acting, feeling and empowerment.

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