Vulnerable Leadership

What is the role of vulnerability in leadership?

Simon Sinek suggests that all leaders are human first, and only when they can be vulnerable can they truly lead. Brene Brown, in The Power of Vulnerability and Daring Greatly, has researched the role of vulnerability in leadership. Brown has put the benefits for leaders to accept they do not need to be perfect into mainstream leadership literature. Vulnerability can be a helpful way for a leader to become relatable and approachable.

Being approachable is a critical skill for all leaders. The goal is to accept their imperfections and acknowledge that they are not perfect. A leader who believes they never make mistakes, needs to have all the answers, and appear in control all the time often is unaware of how their actions may be creating waves with their employees.

Brown defines vulnerability as “engaging in life, being all in, dedicating yourself to something.”?Her coaching for why leaders can benefit from being vulnerable is:

• They do not feel the urge to always come up with the first answer or idea.
• They see the world through their employees’ eyes.
• They are interested in employees’ points of view and invite them to drive conversations.

Showing vulnerability never means a leader is weak; it means they dare to be themselves. Vulnerable leaders accept that uncertainty is a part of most workplaces and that all they can control is how they engage authentically with their employees and peers. This doesn’t mean being transparent with their deepest thoughts and emotions. It means being human and sharing concerns and views on what may help close gaps. Being open invites employees to share their thoughts and observations.

A vulnerable leader:

• Shows interest in employees as fellow humans by calling to ask about a sick child or reaching out to someone who has had a loss in their family.
• Asks for help from employees.
• Takes responsibility for something that went wrong.

Brown’s research suggests that when leaders are comfortable being vulnerable they are more likely to build strong social connections with their peers and employees and build trust and alignment to accomplish common goals.

Tips for becoming a vulnerable leader:

• Set realistic expectations for yourself — Accept your limitations as a professional and realize that there is no expectation of being an expert in all things. Recognize the best on the team to complete and support tasks, not those who have the most years of service. Demonstrate that asking for help as a leader or team member is not a sign of weakness. It’s a sign of competency of knowing and accepting your capability and recognizing other valuable talents.
• Honesty about knowledge and skills — You may have been promoted to lead a team with much more knowledge and skills than you. Being open about your limited experience and asking questions to learn what you need to know requires vulnerability and acceptance that you can support your team by removing barriers and helping employees fulfill their assigned roles.
• Open up about concerns — Share your concerns openly with employees to get their input and ideas. For example, “I’m concerned we’re not going to hit our numbers. What do you think we can do to close this gap?” These kinds of conversations show you are vulnerable and need your employees to help achieve organizational expectations. Asking for help can create trust and set the tone that employees’ ideas and creativity are critical for success.
• Create a psychologically safe space —Harvard Business School professor Amy Edmundson defines psychological safety as a commitment to creating a place where all employees are safe for interpersonal risk-taking. This boundary frees employees to speak their minds without fear of being embarrassed, rejected, or punished for speaking up. Some employees may struggle to fit in with their team’s social norms when under stress because of their mental health condition. Don’t judge an employee who reacts negatively to a peer as being bad, nor allow them to feel isolated or rejected. Facilitate forgiveness for the employee’s emotional reaction that led to a mistake. Forgiving doesn’t mean you will accept mistakes but will encourage growth and learning from mistakes.?

Do you feel stuck or caught in a cycle of bad decisions? In my newest book release No Regrets, I?give you the five ingredients that will strengthen your mental fitness and improve your decision-making skills, so you can start making value-based choices with zero regrets. You can pick up your copy of?No Regrets?here: https://www.amazon.com/No-Regrets-Tomorrows-Emotional-Well-Being/dp/1774581833