"Always do right. It will gratify some people and astonish the rest."
-- Mark Twain
In the dynamic landscape of leadership, acknowledging one’s limitations and recognizing the strengths of others are hallmarks of being a vulnerable leader. In politics, this principle is especially relevant for high-ranking officials who often face challenges with enormous potential outcomes. Embracing vulnerability and admitting that others might be more capable in certain areas and generate more excitement and interest can all foster a more inclusive, effective, and, yes, winning coalition.
In recent years, there has been a growing consensus around the need for leaders to be more transparent and vulnerable. Within political parties, this approach can significantly enhance trust and cooperation among the electorate, especially the undecided. Leaders who admit their own limitations, acknowledge they are past their prime, and seek advice and input from more capable colleagues are a magnanimous admissions admired by all. Stepping aside and throwing one’s support behind the most talented likely successor is doing what’s best for the greater good. After all, an enterprise approach to leading in a multifaceted, complex organization is not about what’s best for oneself but what’s good enough for the entire organization, or country.
By stepping back and allowing other capable leaders to take the forefront, a high-ranking official can demonstrate humility and a commitment to the greater good. This approach is not about diminishing one's own role but rather about strengthening the overall leadership structure—the enterprise. It’s about a better chance of winning. It sends a powerful message that leadership is not about ego, or one individual, but about serving the best interests of the country. Such a shift can invigorate a party, empower emerging leaders, and ultimately lead to more effective governance and a more united front in addressing the nation’s numerous challenges.
It takes courage and vulnerability to do so, to step aside, to pass the baton and trust in others, but as I write in my book, Large and In Charge No More—A Journey to Vulnerable Leadership, by taking this approach, “Your chances of success soar, and you have the added bonus of leaving a legacy through the people you’ve developed to take your place.”