When you think of vulnerability, what do you think of? I bet it’s not positive. Most people think that being vulnerable is a bad thing; it implies weakness and inadequacy. Yet the greatest leaders recognise that showing their faults and flaws is actually a sign of courage and strength.
Ever since I met James Brett of Plant for Peace through the Marketing Academy, and heard his incredible story of overcoming personal adversity to create a business that inspires positive change in the world through subverting the heroin trade with sustainable agriculture, I was overwhelmed by how vulnerable and authentic he was. This is a man who has repeatedly lost everything in his life, and has managed to pick up the pieces and forge ahead. When telling his story, he didn’t put a positive spin on it, he didn’t leave the bad bits out, and he even struggled through parts that were particularly difficult to recount without tearing up. He exhibited such raw emotion and authenticity that his impact on the whole room was electrifying. He had us completely transfixed, inspired, and ready to create positive change.
Meeting James made me realise that, while it may not come naturally to most, and it’s certainly not easy to open yourself up to being emotionally challenged, vulnerability has the potential to completely transform the relationships you have as a leader and the performance of your team.
“The hardest thing about being a leader is demonstrating or showing vulnerability… When the leader demonstrates vulnerability and sensibility and brings people together, the team wins.”
– Howard Shultz, CEO of Starbucks.
Most leaders feel a constant and consuming pressure to perform at a higher level than others. They feel like they’re expected to paint the vision, develop the roadmap for how to pave the way, and answer all the difficult questions that lay ahead. But I’ve come to realise that sometimes the bravest thing a leader can do, is just sit back and listen. Don’t always drive the conversation or feel compelled to be the first one with an idea or the first one to answer a question. Listening attentively allows you to fully hear and embrace your team’s ideas.
Boldly vulnerable leaders excel at discovering the authentic perspective of those they lead and continuously see the business through the eyes of the people they serve. Invite your team to become more involved, have them drive the conversation. When you are vulnerable, your team feels more connected, empowered, respected and central to the company. You get to put your guard down and show your real self.
Brené Brown, researcher and author specialising in vulnerability (watch her TED talk here) tells us that “[It] is the absolute heartbeat of innovation and creativity. There can be zero innovation without vulnerability.” I agree.
Vulnerability is the courage to show up and be seen for who you really are. Being vulnerable means being authentic, and that’s the key to becoming a real leader.
