Today’s Leaders Need Vulnerability, Not Bravado
Few myths are as pervasive as the notion that leaders ought to appear tough and confident. Or at least, that was the case prior to the current pandemic, which has exposed the many weaknesses of forceful, dominant leaders and highlighted the superiority of those who have the courage to reveal their vulnerabilities.
Consider how Donald Trump, Boris Johnson, and Jair Bolsonaro dismissed the virus, displayed fearless bravado, and undermined the calls to wear a mask or socially distance, putting others at risk. Contrast this with the candid and data-driven approach taken by Angela Merkel, Jacinda Ardern, or Sanna Marin, which saved thousands of lives and mitigated the economic damage to Germany, New Zealand, and Finland.
People in organizations of all types are better off when their leaders are smart, honest, and caring when taking bold, potentially unpopular actions — when their focus is on helping the organization move forward, not on how they look and certainly not on creating a false sense of invincibility that actually harms people.
In a complex and uncertain world that demands constant learning and agility, the most apt and adaptable leaders are those who are aware of their limitations, have the necessary humility to grow their own and others’ potential, and are courageous and curious enough to create sincere and open connections with others. They build inclusive team climates with psychological safety that foster constructive criticism and dissent.
Above all, they embrace truth: They are more interested in understanding reality than in being right and are not afraid to accept that they were wrong. This allows them to welcome criticism — not because they like it any more than the rest of us, but because they know it’s necessary in order to make progress. Altogether, this is a very different type than the macho-style leader who is rarely right yet seldom in doubt.
There are leaders who have excelled because of their vulnerable style. One is Oprah Winfrey, who became the first black female billionaire in history thanks to a multitalented entrepreneurial career that put vulnerability and authenticity at the center, living her life “inside out.” Another is Satya Nadella who resurrected Microsoft by transforming its culture based on his own core drivers: humility, curiosity, and constant learning. And a third is Howard Schultz: When he returned to Starbucks in 2007, after the business experienced a substantial decline, he opened up with his employees and was transparent about his challenges and vulnerabilities, which helped drive a return to growth. Although they and others like them have been admired, vulnerable leaders collectively haven’t received the widespread public attention and accolades that macho, heroic leaders have garnered.
What can you do to cultivate a more vulnerable style of leadership? Here are some suggestions:
Start by telling the truth. Share your candid perspective with others, what you know, and what you don’t know. Although it is easy to tell people what they want to hear, the best leaders tell people the truth, no matter how traumatic. When you are clear about the challenges ahead, you help your team. Being open about your weaknesses is the ultimate sign of strength.
Ask for help. Leadership is not heroic. It is not about the actual person in charge; rather, it is unlocking the forces that bring people together as a team. This requires you to be honest about your vulnerabilities and your need for their support. This authenticity will increase their commitment to you and will unleash their ideas and energy to tackle the challenges at hand. It will make your team stronger.
Go outside your comfort zone. One of the reasons so many people fail to develop into highly effective leaders is that they stagnate, operating on autopilot, self-perpetuating their habits, and repeating what has worked in the past. This is why playing to your own strengths can be a recipe for disaster: Unless you work on your defects, you won’t develop new skills. Yes, this will make you seem vulnerable in the short term, because your performance will always suffer when you are learning a new skill or behavior. But it can only make you stronger in the long term.
When you make a mistake, admit it and apologize. When you do so, no matter how disappointed people are, they will appreciate your honesty and trust you more than if you lie to them. The short-term sense of invincibility you may experience when you refrain from admitting your mistakes is (a) short-lived and (b) delusional. Failing to admit you were wrong is an ineffective strategy to persuade others that you are right, and when this strategy fails, people will question not only your judgment but also your self-awareness.
Engage others in your journey of self-improvement. Over our coaching and consulting careers, we have seen a few leaders who were so serious about their personal development plan that they openly shared their feedback (360s, performance reviews, upward feedback, etc.) with their teams. “Look, I am not very good at giving feedback and developing others’ performance,” one of them said to their team. “So from now on I am committing to communicating more, mentoring others, and helping my team members advance their careers, in the hope that this will improve my leadership skills.”
In short, vulnerable leadership in a world of extreme uncertainty and interdependence is vital to making progress when answers are not clear cut and anyone in the organization may be able to contribute vital knowledge or ideas. As one of us (Amy) noted in her book The Fearless Organization, “For knowledge work to flourish, the workplace must be one where people feel able to share their knowledge!”
This content was originally published here.