The courage to be vulnerable

Most leaders dislike the idea of being vulnerable because it makes them think people will perceive them as weak and inept. In fact, the online Oxford Dictionary defines vulnerable as: "exposed to the possibility of being attacked or harmed, either physically or emotionally."

But wait, isn’t that also the definition of courage? Courage is “the ability to do something that frightens one.” What's more frightening than being exposed? Courage originally denoted heart. Therefore, being willing to be vulnerable, to expose your heart as a leader, takes great courage.

Ori Brafman, author of Click: The Magic of Instant Connections, says vulnerability can actually be one of the best ways to engender trust with employees. Watch his short Entrepreneur Thought Leader Lecture, given at Stanford University, where he suggests that vulnerability, instead of giving power away, creates a binding, deep relationship within the workplace.

This week I saw a great example of what can happen when a leader is courageous enough to be vulnerable. I was helping facilitate a crucial meeting for a group of leaders in a manufacturing facility that was needing a transformational change. People recognized that change was overdue, but were also cautious about how to proceed.

The dialogue was exploring half-heartedly the reasons why transformation, and not superficial changes were needed. Until the Vice President that had convened the meeting had the courage to be vulnerable. He remarked that he felt he was the greatest obstacle for them to be willing to step up to the plate. From then on, the dialogue opened up to fearlessly explore innovative ways to solve the challenges.

The other leaders around the table were more willing to share their own contributions to the problem. They also ventured more openly their ideas on how to transition from “the way he have done this,” to taking the risk to explore new models to be more flexible and responsive to the market needs. New energy could be felt. Creativity was flowing. And nobody looked at the VP as “weak.” On the contrary, he was more respected for his courage to be vulnerable.

What about you? Do you have the courage to be vulnerable? To invite candid feedback? To listen to criticism? Can you allow your team to see your humanity? Can you share the emotions you are experiencing as you choose to take on risk moving past prior failures to a bold new vision?

Remember. . .

If you have the courage to be vulnerable, your followers will be also emboldened to take their own risks. They will help you create and take action on a bold vision that can take your organization to the next level of success.

Photo by: Logos Noesis