“To add value to others, one must first value others.” – John Maxwell
Let’s conduct an exercise. I’m going to ask you to envision two people in your mind’s eye. The first we’ll call Person A. This is someone you have worked for or with before, or work with now, with the characteristics, behaviors, and qualities listed below. He or she:
Focuses on what needs to be done, not necessarily how; with guidance, they leave that up to you.
Has your back, especially when things don’t work out as planned.
Is someone you really know personally, have a relationship with.
Takes an active, genuine interest in you and your development.
Is a good listener who truly dials into what you are saying.
Strives to improve themselves by seeking feedback on things they could do better.
Shares success, putting others forward when things are going well, but stands front and center when they are not.
Can admit failure.
Is an energy giver—you don’t feel emotionally drained after spending time with them.
Now I’d like you to consider a different person, Person B, and get that person in your mind’s eye as well. Put him or her alongside Person A. This person can be summed up as follows…he or she:
Is a micromanager, nudging, prodding, cajoling for things to be done their way.
Blows their top when things don’t work out as planned.
Blames others, points fingers, fires people when failure occurs—does everything they can to deflect from their role in the setback.
Is someone you don’t know much about personally.
Makes little to no investment in developing you as long as you produce results.
Is a poor listener—distracted, interrupts, poor eye contact.
Is an energy taker—it’s work interacting with them.
Is someone you have never heard, nor can you envision them every uttering, these words: “Gee, I didn’t know that… thanks for sharing.”
Now, with those two pictures of Persons A and B in your mind’s eye, ask yourself: Which one would you rather work for, or are grateful you had the opportunity to work for or with? I hope it’s Person A… we all do. And the reason Person A is by far the preferable boss or colleague is that he or she has figured out the power of being vulnerable. It’s as simple as that.
All of Person A’s behaviors, skills, and attributes reflect someone who understands the power of vulnerable leadership. They make the effort to establish connections with others, develop relationships, seek common ground, and allow others to peek under the tent flap of who they are. They are their authentic selves, and they realize that like the rest of us, they are works in progress. What’s more, their care for those around them is evident.
The business of leadership is not hard, but it’s remarkable how many people make it so. It boils down to being a human being who other people admire and, in some capacity, would like to emulate. Someone other people know. Vulnerability is the basis for nearly every positive leadership skill imaginable. Put it to use.