The Paradox of Vulnerability in Leadership

When I came to Canada, I brought with me my culture of openness, which is typical of Italians, especially those who come from the south. I thought that by being open all the time, I was to be understood and could be trusted. After all, trust is gained by offering it to others almost unequivocally. I pretty soon learned, however, that the culture in Canada is different and that openness may be seen by some as naive. I had colleagues and staff that loved my openness and others that took advantage of it. I am not saying that in Italy people would not take advantage of someone being absolutely transparent but it is a risk I wish to take to be true to the value of honesty that my father taught me since I was a kid. Only recently, leaders have been talking about genuine leadership, which includes a healthy dose of vulnerability. And this is such an important concept and principle that I wish to touch upon it in this article.

Contrary to the traditional concept of leadership, the one where a leader can never show weakness or “cry,” vulnerability is not a weakness, but rather a strength. In leadership, being vulnerable means being honest, open, and authentic with your team. It means acknowledging your own limitations, mistakes, and challenges, and being willing to share your experiences with others. This type of vulnerability can create trust, build stronger relationships, and foster a more positive and productive work environment.

At its core, vulnerability is about being genuine. When leaders are genuine, they are not afraid to show their true selves to others. They are not afraid to ask for help, admit when they are wrong, or share their own struggles. This type of authenticity can help to build stronger relationships with team members, as it shows that the leader is human and relatable.

I remember years ago, my boss put me in charge for a week while he was on vacation. I thought I would make myself useful and so I took some initiatives with the intent of being helpful. Upon his return, my boss scolded me and threatened me that if I were to take initiative again without his permission, I would be fired. He said, and I cite verbally, “I have fired for much less.” Although this man prided himself to be a true leader, he did exactly the opposite of what he was preaching. This taught me a lesson: if I were ever to be in his position, whether in the same organization or another, I would do exactly the opposite of what he did. And, in fact, I have done so throughout my professional life. I invited genuine leadership, initiative, and vulnerability by first being vulnerable myself and sharing my “feelings” in addition to my business thoughts. This created long-lasting relationships that last to this day.

But in addition to building stronger relationships, vulnerability can also help to foster a culture of innovation and creativity. When leaders are willing to take risks and try new things, they create an environment where others feel empowered to do the same. This can lead to more innovative ideas, better problem-solving, and increased productivity.

An example of this is in the open and genuine relationship I had with a particular department director in one of the local governments I led. The framework for discussion was that we would never hold back our disagreements as long as we would do it respectfully. We both recognized that this approach and attitude would invite synergy for new ideas. This came evident as we worked together in establishing priorities that would be somewhat challenging to the organization and politically difficult for the policymakers who would have to make the final decision on these priorities, including financial considerations that would affect the taxpayers. He proposed; I saw the brilliance, asked for Council’s approval making sure that the credit would be given to where it really belonged – my director – and defended the decision as if it were mine. By establishing this same relationship with the other directors as well, we were able to accomplish things that under other circumstances would have been impossible to do.

However, as I said before, being vulnerable can be challenging, especially in a professional setting. Many leaders feel that they need to appear strong and confident at all times and that showing any type of vulnerability could be seen as a weakness. But in reality, the opposite is true. When leaders are willing to be vulnerable, they show strength and courage and create a more positive and supportive work environment.

One way to be more vulnerable as a leader is to lead by example. Share your own experiences with team members, and be willing to admit when you are wrong or need help. Encourage others to do the same, and create a safe and supportive environment where everyone feels comfortable sharing their own challenges and struggles.

Another way to be more vulnerable is to actively listen to others. When team members feel heard and valued, they are more likely to be open and honest with their own experiences. Take the time to listen to what others have to say, and be willing to show empathy and understanding when they share their own vulnerabilities.

In conclusion, vulnerability is an essential trait for effective leadership. When leaders are genuine and authentic with their team members, they create a more positive and productive work environment, foster stronger relationships, and encourage innovation and creativity. So, if you want to be a successful leader, don’t be afraid to show your vulnerabilities. Be genuine, be open, and be willing to take risks and try new things. Your team will thank you for it.

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