Coping With Change Calls On Brave (And Vulnerable) Leaders
Brands today are facing more challenges than ever. From a global pandemic to rising political tensions, global conflict, and an uncertain economy both domestically and abroad.
The Great Resignation has left leaders scrambling to attract and retain talent, threatening their brand’s viability and forward movement.
And in what is being called the Great Resignation, employees in almost every industry are asking themselves “Is there a better place to work than my current job?”
Many factors contribute to strong workplace cultures. In this article we will touch on one of the most important and effective ways to turn around your organizational culture–your leadership.
Goodbye, expired leadership notions 👋
“Today is the day for tough and confident leaders!”
Well, yes and no. For years our expectations for leaders has been that they are charismatic, are strong-willed, face down challenges, know all the answers, and can lead us through tough times. While some of this is still true today, our understanding of leadership is changing in necessary ways to accommodate the transformation occurring right now in the workplace and in society.
After two decades of research by Brené Brown, who studied vulnerability in the military, corporate world, and nonprofit world, this notion is evolving. We are learning that leaders who are brave, place themselves in the line of fire, build cultures of belonging, and fiercely protect their people share something in common: displaying their vulnerability.
Hello, new leadership notions 👋
Today’s climate, even prior to the global pandemic, has been commonly referred to as a VUCA world – meaning one that is volatile, uncertain, complex and ambiguous. A recent article by Amy Edmondson and Tomas Chamorro-Premuzic in HBR paints a compelling picture of what is needed in today’s complex and ever-changing world.
They make the case for adaptable leaders. An adaptable, or agile, leader is one who is aware of their limitations, is curious and courageous, creates open relationships with others, and exhibits humility which grounds them. These leaders are open to criticism because they know they don’t have all the answers. They don’t perceive this as a weakness and instead, they take advantage of the opportunity to collaborate with others and seek out honest feedback in order to grow. It’s a new kind of bravery… personal bravery. And at the core of this bravery is vulnerability.
Edmondson and Chamorro-Premuzic offer excellent advice for leaders who want to step up their vulnerability skills in an effort to better lead in today’s complex world.
Start by telling the truth. It’s best to be candid with others and not just tell them what they want to hear. It’s helpful to your team when you are clear about the challenges and open about your limitations. That becomes a sign of strength, not weakness. Brené Brown often talks about pairing the “gritty facts” with “gritty faith.” Being transparent about challenges doesn’t mean you’ve failed. It’s owning the current situation which is a prerequisite for devising a plan to move forward.
Ask for help. Leadership is not about you having all the answers. It’s about unlocking the potential of your people and unleashing their collective power to solve problems. Bringing others in to collaborate and think outside of the box not only leads to stronger and more validated solutions, it also serves as a good model for your team. When you get caught up in telling yourself you “should” know something, remember that it’s okay you don’t know everything and that’s why you have a team behind you.
Go outside your comfort zone. One reason leaders fail is by relying on their old habits, strategies, and solutions in today’s VUCA world. Being willing to step outside of your comfort zone and develop new skills makes you more versatile and sets a good example for your team. Taking the time to be curious and learn how to do something new can often cause discomfort for people who are used to being really good at what they do. It’s okay that this discomfort is present. The goal isn’t to remove discomfort, but rather to find ways of coping with the discomfort. If you can find ways to cope and manage it, you’ll come out the other side stronger both personally and professionally.
When you make a mistake, admit it and apologize. Everyone appreciates honesty and admitting your mistakes. After all, mistakes are part of the job. Taking responsibility for them will likely build trust with your team. Whereas trying to convince or prove to your team you’re right when something fails will likely make them question your judgment and hinder trust. Further, when sensitivity blocks seeing, owning, and admitting your mistakes, your peers are likely to be less willing to give you the feedback that you need to hear but don’t want to hear… which is often the best kind to keep developing as a leader. And lastly, it’s often true that blame builds resentment and ownership builds loyalty.
Engage others in your journey of self-improvement. You don’t know what you don’t know. This is where we encourage you to invite your team into your professional development. You can do this by actively seeking out their feedback and being open about what areas you’re working on developing. One approach to this might look like sharing what you’re doing to work on a growth area and stating what you need from your team as you work through it. Additionally, we’re big advocates of working with third party professionals like a coach, consultant, or counselor depending on where you’re at and what you need.
Remember, being at the edge of pushing an organization forward is and will be deeply uncomfortable. There’s no way around that. As we continue to face tremendous uncertainty and situations where answers are no longer clear-cut, we must learn to manage our own discomfort, which requires both vulnerability and bravery.
When we can lead ourselves from that place as leaders, we create workplace cultures where employees feel a sense of safety and belonging.
