When a leader makes unexpected mistakes, they are plagued with varying emotions and the fear of reactions from people who look up to them, haunt them. They are faced with a tough decision: to share their mistakes with their followers and risk being perceived as a failure or hide the truth and face the ripple effects of the mistake alone. Leaders who choose the former enjoy the relief of a Shared burden and all the encouragement they need to get past that phase while those who chose the latter continue to struggle to get past that phase and continue to wallow in fear. This could lead to irritation at work, grumpiness, transfer of aggression to subordinates, increased tension in the workplace and intense fear of being discovered.
As a leader, you can avoid these negative consequences altogether by doing the needful: sharing the burden with your followers by admitting that you made a mistake and you won’t always have the answers. Not only will this admission of truth help you as a leader, but it will also incur support and understanding from those who look up to you. Leaders are not superman; they have struggles and shortcomings that they are sometimes scared to share and overcoming this fear requires courage. The courage to admit that you don’t have everything figured out and you are afraid to say it. The willingness to learn from colleagues and subordinates even when you are in a position of authority indicates that you have passed the true test of leadership.
Teamwork is an essential factor that makes an organisation thrive amid industry challenges. As simple as teamwork sounds, it can be very nightmarish for a leader to unify people of varying backgrounds, intellects, expectations, and experience to work as a team to achieve a common goal, but it is very possible if leaders position themselves as a ‘people’ person and open themselves up to vulnerability.
Leaders who are not afraid of showing their weaknesses earn an unrivalled commitment and solidarity from their associates, with everyone bringing their best to the table so that things won’t fall apart. When burdens and struggles are not hidden, it breaks the hold they have on the victim. There are less tension and more transparency. Sprouting challenges in the workplace can be easily nipped in the bud before it blows out of proportion because everyone got each other’s back. No employee in the organisation will feel left out or unappreciated because the leader makes everyone feel special and important to the overall success of the organisation.
When a boss is known for not hiding the truth and reality of good and bad situations from his staff, this emboldens others to speak up when they are struggling with challenges at the workplace and it becomes a cultural norm. Your followers will confidently approach you for help and support rather than bottling the issues for fear of being reprimanded. This creates a better working environment that fosters sincerity and truthfulness where those considered as “weak links” can step up their game and become more productive because of the anticipated positive response they will get when they seek assistance. This culture is preserved and becomes a norm in the workplace. There is no fear of being shamed for mistakes made and employees are encouraged to desist from sugar coating the truth of workplace situations just to please their leaders.
When leaders express their vulnerability without shielding it from those closest to them, it breaks the cycle of fear imminent in the workplace and reduces workspace tension and fosters effective communication. Communication is vital to the smooth running of any workplace; it is the foundation of human relationship and dissemination of information across various arms of the organisation. It brings leaders closer to their followers and deepens workplace connection for effective collaboration and increased productivity.
Leaders who communicate effectively with their followers are considered easy to work with and they earn the unreserved commitment of their subordinates. Show me leaders who are not afraid of showing their vulnerability and I will show you those leaders who are loved and respected by their people. Such leaders do not only lead any organisation, but they also enjoy the dividend of open communication. Their associates are not afraid to correct them constructively when such leaders are wrong and they also suggest new ways to make the workplace a more effective place because such associates know that their ideas will be welcomed and received with open arms.
The building of trust is essential for an organisation to continue to grow and succeed, especially in a world that can oftentimes be unstable. Having trust between the leaders and followers makes work go smoother and creates an environment that is conducive for innovation and expansion of knowledge. According to Nienaber, when it comes to building trust there two ways to express vulnerability: either by being passive in terms of reliance behaviour or being active in terms of disclosure behaviour. In practice, this might mean leaders reducing control mechanisms and monitoring systems and sharing of important strategic data and information.
Vulnerability demystifies the air of ferocity that is known with leadership positions, as often people have this image of leaders being stuck up and ruthless when it comes to achieving things. However, many successful leaders have shown that vulnerability does not take away from your tenacity it only enhances it. It builds bridges of communication and sustains a long-lasting work experience that is fun yet impactful at the same time. The followers under such vulnerable leaders connects deeply with the goals and vision of such organisations and are less likely to withdraw themselves from the scene of decision making in the workplace.
Showing your weakness as a leader does not diminish your reputation or abilities, rather it gives you a balanced approach towards leadership and further gives room for increased productivity at the workplace. This increased productivity is possible when leaders create a welcoming and open environment where ideas can flow more freely, by being vulnerable and leading by example. The need to be vulnerable is becoming more and more important especially as we live in a world where changes occur more often than they have ever done before.
Being vulnerable allows leaders to be honest, and to be open to getting the ideas and resources they need to be better at their jobs while also encouraging followers who might not be giving their best because they are afraid of failure. In the end, leaders who are vulnerable are those willing to take risks, and in doing so, they are showing the courage it takes to realign and go onto accomplish greater things. Conclusively, vulnerability in leadership doesn’t translate to weak leaders who are baring their inadequacies to garner pity or accept defeat, but to break the fear of being misunderstood, the fear of making mistakes and admitting that they are humans first before they became leaders. Brené Brown, the vulnerability expert, rightly encapsulates it thus: “Vulnerability is not winning or losing; it’s having the courage to show up and be seen when we have no control over the outcome. Vulnerability is not weakness; it’s our greatest measure of courage.”
TOYE SOBANDE
Sobande is a Lawyer and Leadership Consultant. He is a Doctoral Candidate at Regent University, Virginia Beach, USA, for a Ph.D. in Strategic Leadership. He can be reach through Email: [email protected]
