The value of vulnerability

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The word 'vulnerability' was nowhere to be found in business literature 25 years ago. It would most certainly have been considered a weakness, or something to avoid.

As you're reading this, gauge your reaction to saying, "I am vulnerable". Or try to complete the sentence, "I am vulnerable when ..."
So, what has changed in the landscape of leadership that now regards vulnerability to be necessary - even a required - attribute of a successful leader?

The answer lies in the realm of safety.

Specifically, the notion that it is unsafe to lead people without being cognisant of weakness, past failures, areas of discomfort or incompetency, or that a task might be a bridge too far. And - here's the kicker - these days it's important to go public about being vulnerable.

Historically, leadership has existed in the domain of the masculine and has been the preserve of strong, charismatic, follow-me-I'll-lead-you-to-the-promised-land type of men. Which has been a good thing, considering that much of this type of leading meant fighting wars, protecting communities from danger, and providing for families.

The net result, however, is that we have some very significant modern-day problems as a result of this tone of leadership, specifically:

• Depleted and finite resources that the planet needs to survive on;
  
• A larger-than-ever gap between rich and poor, resulting in one death every three seconds from lack of food or water;
  
• Huge environmental degradation; and
  
• An ideologically splintered political and socio-political global landscape.

In light of these problems, we definitely don't need a leadership body that espouses knowing the way forward when it doesn't. That's something that will only deepen and worsen the problem.

Which is where 'vulnerability' comes into play.

So, let's be clear about how this vulnerability plays out in reality. It is not knee-quivering weakness in the face of challenge and risk; it is not ducking out of a challenge and saying "I can't do it, you take over"; it's not about indulgent woe-is-me outbursts.
Rather, it is controlled, calculated, well-timed communication around scenarios that include:

• Where you need support;
  
• Where you are unsure;
  
• Where you need to share responsibility with others;
  
• Where you don't have capacity;
  
• Where you don't have experience; and
  
• Where someone else might know better.

On a purely cold, hard, business facts level, this means that a better decision gets made and a team works at a higher performance level. So there, in and of itself, lies huge value.

Taking a broader leadership view means that people will trust you more and that they will have the permission to acknowledge similar vulnerabilities of their own, thus improving the skill and safety of your entire organisation.

Frankly, this should come as a relief. In my experience, there is a palpable sense of relief when leaders are able to work with their own vulnerability. The mask that has been worn comes off, other people step into the space to share a portion of the leadership burden, there's a realisation that they aren't the only ones feeling the way they feel and - in a surprising way - this acknowledgement of vulnerability emboldens them.