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Imagine being a leader. Everyone in your organization or team looks up to you. Questioning eyes. Because what’s the plan? How do we tackle that big problem? What will our new goals be? Which direction do we choose? And what does our future look like? All issues on which you're judged harshly. At all levels. From shareholders to employees on the production line. And so, the chest goes out. On the outside, it looks strong and confident. But inside, you're just a human being. You feel the weight of responsibility on your shoulders. And you have your inner questions, doubts, and uncertainties. The question is: are you, as a leader, allowed to show your vulnerability? My answer is a resounding ‘Yes!’
Traditional leadership has long made way for many other leadership styles. But despite that, openness and vulnerability sometimes still lie outside the comfort zone. Quite understandable. Because why would you show your insecurities and less strong sides? You’re not judged on your emotions and gut feelings, but on your hard side, right? On your plans, decisions, actions, and results? Yet, through vulnerable leadership, you could do both yourself and your organization a big favor. Because it brings you understanding, support, and new insights. And if done well, even a completely different company culture. So how do you go about it?
It all begins with reflecting on yourself and your leadership qualities. What are my strengths? What am I confident about? But also: where do my doubts and uncertainties lie? Where could I involve others and ask for help? Of course, you can work on this during off-site days with your management team, in masterclasses, with consultants, and in personal coaching programs. But the struggle with yourself, your leadership dilemmas, and the doubt about whether you can meet all the expectations placed on you often remain outside the view of most people in your organization.
That’s why, after solid reflection, it’s about daring to visibly show your vulnerability. By giving others in your organization open and honest insight into the things you’re not so sure about. Also, insight into the questions for which you might not have an answer at the moment. Engaging your employees in open conversation about these things can lead to surprisingly beautiful and positive results. And yes, at first, it takes courage. Because maybe during the first round of talks in the organization, you’ll even get some ‘crap’ thrown your way: ‘Aren’t you the boss? So you should know and decide everything, right?’ But then, conversations will unfold in which people open up. In which you also receive support and understanding. And in which people also share their own ideas, insights, and doubts. There’s a good chance people will say: ‘We should do this more often.’ A new dynamic emerges. With strong connections, deeper mutual bonds, and more unity and solidarity. Mutual vulnerability becomes mutual strength.
Of course, I hear you thinking: we live in a world that is drifting. People and markets are more restless than ever. Quick actions and fast results are constantly expected from me. And yet… give yourself time and slow down. First, turn inward and then step out open and honest. Go beyond the image that as a leader you must always be untouchable and infallible. Break the hierarchy in conversations. Share and think together. In complete openness. Make room for feelings and emotions alongside analytical thinking and performance-driven action. Together, they form the basis for new insights, new inspiration, new choices, and new actions. That is the power of vulnerability. A power that we should be using—and rewarding—much more often, especially in these times.
Judith Bekel
Ontwikkelingspartners
Of course, I’m curious about you. How do you show your vulnerability? To whom? And what does it bring you?