Leader’s Courage To Be Vulnerable

7 08 2015

””We gain strength, and courage, and confidence by each experience in which we really stop to look fear in the face…..we must do that which we think we cannot”  –  Eleanor Roosevelt

There are two main ways in which leaders wear masks. Some conceal their perceived inadequacies and flaws behind the polished facade we have come to expect of ‘great’ leaders, a bit like the Phantom from Andrew Lloyd Webber’s epic musical The Phantom of the Opera. Others take on a new persona at work that they feel is necessary for success, much like Jim Carrey’s character Stanley Ipkiss in the movie The Mask who transforms into a flamboyant green superhero. Both types of mask undermine trust and effectiveness. They also create inner conflict, as leaders struggle to align their work and home lives.(Harvard Business Review, 2013, Leaders, Drop Your Mask’s)

‘Daring Greatly'(Brené Brown, 2012) is an interesting book and a warning about the danger of pursuing certainty and control above all. Dr. Brené Brown, makes us aware of and dispels the cultural myth that vulnerability is weakness and argues that it is, in truth, our most accurate measure of courage. Daring greatly is not about winning or losing. Brown; “It’s about courage. In a world where scarcity and shame dominate and feeling afraid has become second nature, vulnerability is subversive. Uncomfortable. It’s even a little dangerous at times. And without question, putting ourselves out there means there’s a far greater risk of feeling hurt”.

An important management’s task is according the writers of the book; The Drucker Difference, to develop people in a way that make them able to perform in an extraordinary way. “In Concept of the Corporation, Drucker wrote that ‘the most successful and the most durable institutions employ managers who induce  in their members an intellectual and moral growth beyond a man’s original capacities”. This end is embodied in Drucker’s very definition of leadership; “leadership is the lifting of a person’s vision to higher sights, the raising of a person’s performance to a higher standard, and the building of a person’s personality beyond its normal limitations”. (The Drucker Difference, what the World’s Greatest Management Thinker Means to Today’s Business Leaders,2010)

Going back to Brown and Daring Greatly. The author informs us that vulnerability isn’t good or bad, nor a dark emotion, nor is it always a light or positive experience. Brown; “Vulnerability is the core of all emotions and feelings. To feel is to be vulnerable. To believe vulnerability is weakness is to believe that feeling is weakness”.

Brown say that vulnerability is the core , the heart, the centre, of meaningful human experiences. Experiencing vulnerability is not a choice, we can choose how we would like to respond when confronted with uncertainty, risk and emotional exposure.

“When you fail, make sure that you don’t dwell on it. Fail fast, learn everything you can, and move on”. From her book ; The Mountain Within, Herta Von Stiegel has some interesting thoughts and makes us aware that it’s tempting to suffer and get too involved in the mire of failure. Stiegel; “Give failure it’s proper role in your mind, a place to dwell briefly, learn and reflect, and move on”. Uncertainties is always a challenge , either we like it or not. Stiegel; “The future is all about surprises. Expecting them is half the battle. Being ready for the unexpected is the other half. But how can you be ready for something that you don’t or can’t see coming ?” Stiegel shows us the importance of releasing yesterdays or even an hour ago’s attachment. (Berta Von Stiegel, The Mountain Within)( from my Blog)

Back to Brown and where she makes us aware of some very persuasive leadership research which supports the idea of asking for support is critical, as well as that vulnerability and courage are contagious. The author refers to an article (Harvard Business Review, 2011) Authors of this article (Peter Fuda and Richard Badham) is using series of metaphors to explore how leaders spark and sustain change. ” One of the metaphors is the snowball. The snowball starts rolling when a leader is willing to be vulnerable with his or her subordinates. Their research shows that this act of vulnerability is predictably perceived as courageous by team members and inspires others to follow suit”.

Shame is a painful feeling. Brown; “A sense of worthiness inspires us to be vulnerable, share openly, and preserve. Shame keeps us small, resentful, and afraid. In shame-prone cultures, where parents, leaders, and administrators consciously or unconsciously encourage people to connect their self-worth to what they produce, I see disengagement, blame, gossip, stagnation, favouritism, and a total death of creativity and innovation”.

To be open and honest includes among other things; the painful truth and standing up for what’s right, where keeping promises is of huge importance and proves that we can be trusted to uphold commitments and lead as a good example. From their book (Moral Intelligence, Doug Lennic/Fred Kiel)  say; “When leaders betray confidences, they lose more than respect of their work associates. They also dry up valuable sources of information because their employees and colleagues learn to withhold sensitive information from a loose-lipped leader.” (Ingerleg’s blog)

When Brown talks about shame resilience, she explains that it is a strategy for protecting our connection with both ourselves and our connections with the people we care about.

Brown’s four elements of shame resilience:

1) Recognizing Shame and Understanding Its Triggers. Here it is important to physically recognize and feel your way through it when you are in the grips of shame. You can ask yourselves questions like; what is the triggers ? What are my feelings physically ? Are there a way through it ?

2) Practicing Critical Awareness. Here it is important to be aware of the signs that are driving you to shame, and are the messages realistic or attainable ? Are you in pressure of what other people want from you, or is it what you want to be ?

3) Reaching out. Brown;” Are you owning and sharing your story ? We can’t experience empathy if we’re not connecting.”

4) Speaking Shame. Brown; “Are you talking about how you feel and asking for what you need when you feel shame ?”

These four steps can be used in different order and they will always ultimately lead to empathy and healing.

Leaders need to re-humanize education and work in order to reignite creativity, innovation and learning. Brown; “This means understanding how scarcity is affecting the way we lead and work, learning how to engage with vulnerability, and recognizing and combating shame”.

Shame and blame are disruptive in organizations. Showing respect and dignity of individuals should be of the highest values. Brown; “There is no leading by fear”. In an organizational culture where respect is of high value, there is no room for shame and blame and it won’t work as management style. Brown; “We can’t control the behavior of individuals, however, we can cultivate organizational cultures where behaviors are not tolerated and people are held accountable for protecting what matters most: human beings”.

Organizations need creativity and innovation as well as engaged learning to solve complex issues. Brown; “We can’t afford to let our discomfort with the topic of shame get in the way of recognizing and combating it in our schools and workplaces”.

Browns four best strategies for building shame resilient organizations:

1) Leaders who are supportive and willing to arrange honest conversations about shame as well as cultivating shame resilient cultures.

2) Brown; “Facilitating a conscientious effort to see where shame might be functioning in the organization and how it might even be creeping into the way we engage with our co-workers and students”.

3) Normalizing is according to Brown a critical shame resilience strategy where leaders and managers are helping their people to know what to expect. You can ask these questions; What is the common struggles and how to deal with them and what you have experienced ?

4) Brown; “Training all employees on the differences between shame and guilt, and teaching them how to give and receive feedback in a way that fosters growth and engagement”.

Giving feedback is everything, without feedback there can’t be any transformative change. Brown; “A daring greatly culture is a culture of honest, constructive, and engaged feedback”.

“Difficulties mastered are opportunities won.”   – Winston Churchill

Author, Inger Lise E Greger MSc Change Management

https://inger-lise.net/page/2/





Transparency and Leaders Will to Create a Culture of Candor

23 01 2015

There is no diplomacy like candor.     E.V.Lucas

A culture of transparency and candor is a must for every organisation.

From their vital book; “Transparency” —Warren Bennis, Daniel Goleman and Jim O’Toole addresses us with the vital question whether organizations have the courage to be open, honest and most of all, transparent.

The writers make us aware that claiming to be transparent is not the same as actually being transparent. You may believe in transparency without practicing it.

Warren Bennis gives us this definition of being transparent; “It means, in addition to the literal ‘capable of being seen through’, without guile or concealment; open, frank, candid”.

When companies cover up their mistakes instead of learning from them, they will probably do the same another time. Author’s; “But any time an organization makes a seriously wrong decision, its leader should call for an intensive postmortem. Such learning opportunities are too often overlooked”.

The Ten Golden Rules of Leadership, is a book written by, M.A. Soupios and Panos Mourdoukoutas. The book implements thought-provoking ideas from Aristotle, Heraclitus, Sophocles, Hesiod and others.

I have chosen rule 5; Always Embrace the Truth  —–Antisthenes. Authors; “Wise leaders, the men and women who possess genuine insight about administrative life, understand that honest assessment is an essential requirement of effective leadership. However, there seems to be an inverse correlation between level of authority and level of truth. In other words, the higher up the corporate ladder an executive ascends, the less likely it is that person will receive complete and accurate evaluation”

When climbing the corporate ladder, leaders makes the distance to the subordinates to evaluate them harder. They often have their own agenda and is not always sharing their information with their colleagues. “Encouraging to whatever degree such submissiveness on the part of subordinates jeopardizes the welfare of both the organization and the leader”.

Going back to the book on transparency, and let us see what Bennis, Goleman and O’Toole have to say on this important subject. The author’s are signalizing that wise leaders are engaged and close to the actions. “There’s a compelling reason to become more open to information from people at every level; those close to the action usually know more about what’s actually going on with clients, with production or customer service, than those on the floors. ( There’s truth to the maxim, “None of us is as smart as all of us” )

Leaders who cares about a good culture in their organizations, develop a culture of candor. Author’s; “Before an organization can develop a culture of candor, it must examine the cultural rules that currently govern it. Such cultural rules run deep and they typically resist change”.

Leaders need to take action if they want information to flow freely in the organization and in that case be the one who set good examples. “If leaders regularly demonstrate that they want to hear more than incessant happy talk, and praise those with the courage to articulate unpleasant truths, then the norm will begin to shift toward transparency”.

Lead with Humility, written by Jeffrey Krames, translates the pope’s key ideas and practices into practical tactics that anyone can emulate. Krames, emphasize’s Pope Francis great leadership style as a good example for anyone who wants to connect in a meaningful way with employees, teammates and customers for their organization. “He believes that authentic humility empowers leaders like no other leadership quality. “If we can develop a truly humble attitude, we can change the world”, wrote Bergoglio before becoming pope. And he misses no opportunity to show that a person can never be too humble and that people can learn to be more humble. In doing so, he has altered the standards by which we measure our leaders”.

Here are the Pope’s key ideas;

Remove the walls-literally-between yourself and your employees.

-Enlist your executives to join you each year at the front desk or in the delivery truck.

-Consider all points of view, and make decisions in consultation-not as snap judgements.

-Focus on enhancing people’s strengths, not fixing their weaknesses.

-Break the habit of doing things the same old way, and reinvent ineffective process.

-Communicate with everyone, at every level of the organization.

-Surround yourself with truth-tellers-no matter how painful it is to hear.

-Shake up the status quo and get out of your comfort zone.

 Hope is the only good that is common to all men, those who have nothing else possess hope still  —–Thales

Writer,

Inger Lise E Greger/MSc Change Management

https://inger-lise.net/page/2/








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