“Vulnerability is uncertainty, risk, and emotional exposure.
But vulnerability is not weakness; it's our most accurate measure of courage.
When the barrier is our belief about vulnerability, the question becomes: 'Are we willing to show up and be seen when we can't control the outcome?'
When the barrier to vulnerability is about safety, the question becomes: 'Are we willing to create courageous spaces so we can be fully seen?” – Brené Brown.
As high-achieving leaders, we can find it difficult to be vulnerable, especially in front of our peer team, direct reports, and even our family and friends.
We leaders know that trust and vulnerability are vital to establishing a humanizing workplace culture, but we often feel we cannot display that same vulnerability as leaders. Historically leaders have been expected to have all of the answers, display infallible confidence, and be in control. This narrative is deeply entrenched in American workplace culture.
Being vulnerable as a leader requires you to be brave, and move beyond your transactional, organizational
titles.
Points for reflection:
• Vulnerability shows others that you are human; trying to portray that you are “superhuman” creates dissonance, a lack of connection, and an “illusion of heroism”.
• We connect more with others when we
can share in our displayed struggles versus our perceived strengths.
• Vulnerability requires truthfulness in the workplace and reigns in unrealistic expectations of others.
• Vulnerability fosters creativity and innovation.
Is it easy to practice a lifestyle
of vulnerability in the workplace? No. But the next time you find yourself struggling with a task, admit it to someone that needs to see you struggle. If you see your supervisor or direct report struggling, address it directly, and meet them with no judgment. Let’s transform the norm of what it means to lead.
