In business environments, state institutions, and society, there is a growing belief that people who are worthy of leading are those who are firm in treading vulnerability. Not unlike how true warriors are always ready to enter unknown territory.
With structured training, anyone who has the will to put their life force into work can undoubtedly fill the role of a true warrior.
Each time we enter a new stage of life, “aren’t we all vulnerable to new environments and potential mistakes?” The process of maturation depends on our sincerity in managing vulnerabilities.
That also applies to the process of leadership development. Leadership, supported by the humility to receive suggestions from the stakeholders, is also an act of entering the vulnerable zone.
A lot of leaders have misinterpreted it. This group believes that by being open with their subordinates, they would be putting a threat to their position. So they cower behind organizational hierarchies to hide their imperfections. They are trapped in an illusion that leadership is an inflated position and ego.
You can easily recognize their characteristics: because they are the boss, they are allowed to regularly be late for meetings, no matter how much. At the same time, their subordinates, who are only five minutes late, get reprimanded. Usually, you could also spot them opening their phones multiple times in the middle of a strategic meeting—only to read messages.
These people would rather blame their subordinates rather than improve their own behavior. Facts and experience have proven that leadership patterns like that are very ineffective and often cause team demotivation and organizational losses.
On the contrary, leaders who live up to the strength of vulnerability spirit—which, lately, has become the new trend within executives of great companies and institutions in many countries—upholds openness.
They have proven that by having the openness of mind and heart towards the team and other stakeholders, they are producing more positive results. Mainly, they are creating a more robust institutional habit and a better bottom line.
This group of leaders generally have clarity and focus on one or two business targets. They are not tempted by new ideas that are distractive and might endanger the organization into sidetracking.
Companies or institutions that they lead usually manage to give extraordinarily positive impacts for the stakeholders.