Vulnerability: A Leaders Most Powerful Superpower

Recently, I found myself talking with a good friend of mine and former colleague from my corporate days and I was quickly reminded of the stigma associated with vulnerability that still seems to be so prevalent with leaders in business.

There exists this powerful notion and implication that vulnerability is a detriment and something to be avoided; that by being vulnerable, one is weak. This depicts, that rather, a leader must be, and should be, formidable, unemotional and unaffected in order to be successful.

But, in truth, that belief could not be further from the truth?…

You see, when you really look at what vulnerability is and demands, you then also recognize that vulnerability is not a sign of weakness, but, actually the converse: it marks the distinction of the very strength and courage within a leader.

Vulnerability is the most powerful tool in a leader’s?arsenal, their biggest asset and ROI, and their greatest superpower.

For it illustrates the depth of a leader’s authenticity, genuineness, compassion, and humility. Vulnerability is the very thing that makes a leader approachable, relatable, transparent, and?… well, human.

God, we could use more human in the world?… especially in light of all the anger, hate, division, separation, and lack of real, meaningful connection.

Yet, we (as a collective culture) seem to be so afraid of it

Leaders so often get caught up in only being focused on the bottom line, despite there commentary on how they are all about their people. Most are more concerned with the return on that investment from a purely financial perspective, that they lose sight of and miss opportunities to connect, engage, and grow a high-trust and high-performing culture within their organization.

By which, many “untapped returns” are left on the?table.

As we dig further the aspects of ROI (return on investment) and where the returns for an organization come from, you will find that a leader’s ability to walk further into their own vulnerability is an opportunity to capture greater returns.

Being vulnerable means a leader is willing to demonstrate the “walk” for others, is willing to go first, be courageous, and acknowledge what they don’t know.

Employee engagement and retention increase as a result.

For people don’t really leave jobs, they leave cultures and management (or lack thereof). Many times employees seek other opportunities due to feeling not heard, not seen, not valued, or for feeling disconnected from something that truly matters and feels meaningful.

When leaders detach from the emotion and soul of their organization’s culture, and "man up", the employees and the clients are the ones that suffer.

Business is lost, the culture becomes very reactive in nature, and employees find themselves going through the motions, where they are not being fully present, engaged, or committed to their work.

This detachment from the bigger picture yields ineffectiveness and inefficiencies, which equates to poor performance, lost revenue, and missed opportunities. Now, it becomes just a job for them that simply pays the bills versus an environment in which they feel they bring value. And, your clients feel this, too.

So, what is the investment a leader can?make?

In order to be a high-performing, transformational thought leader, vulnerability becomes the most critical muscle to build and flex. And, it is a muscle?… one, that in many cases has not been used in a very long time.

The investment in personal development, a coach, or formal mentor, different accountability systems and masterminds all are examples of ways to help leaders connect and step into their own vulnerability.

Visible transparency, trustworthiness, and creating spaces to be human and make mistakes, and then owning those mistakes by taking personal responsibility, all are required to bring vulnerability to the forefront.

From there, it becomes a trickle down effect and a way to enhance and lift the existing culture. For what is modeled is reciprocated.

I know this from personal experience as I lead several high-performing teams over my career, and work with organizations now to help them create more engaged and connected cultures. Vulnerability always is a big hurdle to cross.

I had mentor who told me once earlier in my own career, “Candy, you are a powerful leader ... but that being said, you would be even more effective if you would let others see your vulnerability.”

At first I balked at this, resisted what she said. She was asking me to do what?

Soon I realized she was right.

For if I was going to choose to show up and to serve at my highest and best level, then I also recognized that meant stepping into my own vulnerability.

My choices and my actions helped to give my team permission to do that same simply by the example I chose to set. Trust was deepened, relationships were strengthened, and the need for perfection was released.

My teams, though already high performing on many levels, rose to an entirely new level of performance. And, they were happier, more engaged, and less stressed. They began to take greater risks, to challenge themselves and others on the team more, hold each other accountable to higher standards, and they took greater personal responsibility and pride in the work they did.

Accountability was no longer simply a buzzword, but something we lived and my team fully embodied and embraced.

Lines of communication opened and grew, and individuals stepped up as leaders themselves in their gifts and strengths. I asked my team to push themselves in a way that really scared them, to push beyond their existing comfort zone.

For if it doesn’t scare you, it is not big enough to grow?you.

I asked them to find ways to fail. In fact, I insisted upon it. This is critical in opening up a space of vulnerability, and trust. Mind you, this freak out the executive management team a little (and, my team at first).

With the established trust I earned, they gave me room to conduct my ‘test’. And, man, did we get bloody in the beginning. Not only did we fall and fail, but our newfound transparency and vulnerability had us feeling pretty uncomfortable and unsure. We were challenged with imposter syndrome, fear, and our own insecurities. We had to rewrite the old narrative. We held the course, though, and we grew tremendously together, and as individuals.

It was thrilling to watch every person on my team reached a new best level. To see each one of them stretch grow and evolve; to see them be fully present, engaged, and committed to their work on a brand new level; and to see them purposely seek out new challenges was incredible. The cherry on top was that each person was ultimately promoted within less than 18 months from when we started.

Now, that felt like leadership to me!

Because when we choose to invest in our people, that starts with the investment we make in ourselves as leaders to demonstrate what’s truly possible, to walk the talk first. If we are not willing to take that first step, to actually walk the big talk, then how can we expect our employees and teams to do the same? If we don't offer our own vulnerability, how will they ever truly recognize their own power and gifts, and tap into their full potential, capacity and capabilities?

Being vulnerable starts with the power of choice and in a leader’s ability to take that first step on that walk, to set the stage and a meaningful example.

This ends up being a game-changing investment with a high rate of return!

The kind of return that truly sustains. One that affects the bottom line more than focusing solely on the bottom line. When we choose to invest in our people and invite vulnerability into the workplace, people feel emotionally connected to their work, to their passion, and to their own WHY.

When people are clear about the WHY, engagement is?high!

As a leader you then can help your employees and your teams function as engaging, connected, high-performers playing at their highest and best levels. And, it all starts with making an investment in YOU as a leader first.

Because, leadership ultimately IS a choice. It’s a function of 3 things: how you choose to show up, how you choose to serve, and how you choose to take personal responsibility inside those two spaces. Leadership is everyone's opportunity and it starts with you leading yourself first.

Creating space for vulnerability is a mighty good way to start.