Imagine two lists. One contains the qualities that a businessperson should have. The other includes the attributes that most would say they wouldn’t want to have. There’s only one word I can think of that might top both lists: vulnerability
Whether we’re talking about leadership, teamwork, or client service, there is no more powerful attribute than the ability to be genuinely honest about one’s weaknesses, mistakes, and need for help. Nothing inspires trust in another human being like vulnerability. There’s something immensely attractive and inspiring about humility and graciousness.
When a manager can admit that a direct report has better skills in a given area, or a team member asks for help from a peer, or a consultant admits to not knowing the answer to a client’s problem, it sends a powerful message about their confidence and trustworthiness. It actually builds loyalty and commitment more than anything else. That’s not to say competence isn’t important. It’s just that, without honesty and humility, it has limited potential.
Even so, few businesspeople actively strive to grow in vulnerability. Many prefer to project strength and confidence to the people they lead, work with, and serve. Ironically, it’s not the smartest or most competent leaders, teammates, or service providers who are the most successful. If that were the case, success would be much easier to predict. In reality, the most successful people are those who achieve a necessary level of competence then enhance that with as much trust-inspiring vulnerability as they can.
For anyone skeptical about the power of being vulnerable, let’s apply the concept to what we see in the news almost daily. Too often, in business and politics, we see a fear of vulnerability. We watch leaders defend themselves, deny responsibility for mistakes, and reject help, seemingly unaware that this lack of self-awareness is sowing long-term seeds of distrust among those whose support and loyalty they need most. It’s painful and frustrating, because it’s preventable.
In my consulting career, I have never met a CEO who was too intellectually slow to be successful. Most executives have more than enough skill and intelligence to be wildly successful. What sets the best ones apart is their ability to know their limitations; surround themselves with others who fill their gaps; and, perhaps most important, are comfortable admitting their shortcomings. The history of Southwest Airlines, in particular the influence of Herb Kelleher and Colleen Barrett, is proof that such self-aware leaders attract and retain the best employees, which leads to building companies that clients (Customers) not only trust but enthusiastically recommend to others.
XOXO,
