The Vulnerability Of Power

When Howard Schultz retook the helm of Starbucks in 2007 he was faced with a world changed and polarised by social media, and his beloved coffee chain was at the centre of several very large targets.

His approach to getting things back on track was radical. He refused to franchise the stores because it would fracture the core values of the people-based business, he shut stores for half a day to retrain staff, and took 10,000 store managers to New Orleans for a conference to remind them culturally what it meant to be a Starbucks employee.

Slowly, he took the culture back to the one that made his people feel included and valued, and a large part of it was being vulnerable and opening up about what had gone wrong, and the tough tasks that lay ahead to get things back on track.

When asked about balancing his values with strategic thinking*, he said: "Unfortunately, we live in a sea of mediocrity in all walks of life. We also live amid a fracturing of civility. Everywhere we go as consumers, we're getting people who don't want to reach into our hearts or know who we are; they want to reach into our wallets and get some money."

"The equity of the brand is defined by the quality of the coffee but also, most importantly, by the relationship that the barista has with the customer and whether or not the customer feels valued, appreciated, and respected. That is our aspiration every day. The reputation of the company is the reason we can put bottled Frappuccino on a supermarket shelf, or VIA (instant coffee), because there is a level of trust and confidence in the brand name. The only way we can succeed and sustain growth and innovation is linked to the basic elements of one cup of coffee, one customer, and one barista at a time."

What do we mean by 'vulnerable'?

In any context, vulnerability takes courage. It's genuinely scary.

The dictionary definition goes something like this:

adjective

1. Capable of or susceptible to being wounded or hurt

2. Open to moral attack, criticism, temptation, etc

Hardly something a career-focused individual would strive for, especially when the traditional narrative around career building has focused on being tough, being decisive, taking an organisation-first approach, and it all being about the deliverables in as short a term as possible.

But the times are changing, and taking a people-first approach with an enterprise mindset means we need to deliver through some very different means. 

Social psychologist Brene Brown is one of the loudest voices in this vastly under-researched area, and in her book Dare to Lead sends out the call to organisations to harness vulnerability and courage cultures. 

At the very base of it all is that we have been asked by the system, until recent times, to leave part of ourselves - our humanity - at the office door. At the same time, we have seen behaviour from some leaders that would not be acceptable in our homes or social lives, and we've had little choice but to accept it and follow suit. 

And yet, we spend so much of our time at work, we're now responding in more and more positive ways to organisations and leaders who allow that humanity on the office floor, who put staff wellbeing at the top of the list, and who are adopting a person-centred approach to build long-term gains.  

How do I develop my skills as a vulnerable leader?

So, how does one become a vulnerable leader, and yet still be seen as strong?

1. Be authentic - if you're trying to be someone you don't genuinely believe, people will see through you quickly and trust will plummet. It's not an instant switch and relationships with your team members will take time. Be aware of when you're being open and sharing that it's for the purpose of building trust and respect, rather than gaining sympathy. The key is to ask yourself 'How does this help build my team's abilities?'.

2. Allow yourself to genuinely care about your people - including everything they need to deal with both inside and outside work. A person who feels truly seen and valued is someone who will be loyal. 

3. Ask for help - be willing to say: 'I don't know' or even better, 'I don't know yet!'. This gives space for others to contribute their own ideas and talents.

4. Take responsibility for your mistakes when they happen, and share the glory when that comes around.

5. Share the processes you need to go through to land at an outcome. That kind of transparency lets your people see the patterns in the work and helps them understand much more.

6. Say 'Thank you'. It is not often said enough and it is music to your people's ears. 

What are the benefits?

It may seem daunting to think of switching your leadership style, but there are ways to do it without appearing weak, and a measured change from command and control to cooperative work habits is a change your teams will welcome - after a period of acclimatisation. 

Inspiration

Becoming a more vulnerable leader actually lessens your load. When people hear about your challenges as well as your successes, they can more closely relate to you as a person. Knowing what you've faced and overcome, they will then be able to see themselves also rising above similar challenges, taking their inspiration from you. 

Less stress

Because people are now interacting on more complete human terms, the performative aspect of sustaining a work persona is reduced. We relax, and fear and stress dissipate. 

Innovation

You no longer need to have all the answers. A leader who is vulnerable knows that there is talent in their teams and is willing to ask for help and contributions. Innovations are discovered because people are no longer fearful of sharing their ideas.

 Reduced staff turnover

We spend so much time at work, if it's a good place to be, then people will choose to stay. It's as simple as that.

Where to from here?

By having the courage to be vulnerable you'll be catching that wave and reaping benefits for your people, your organisation and yourself.

Gill and her team at Duck Pond Solutions are experts in developing leaders and their abilities. Learning your people's or clients' pain points and how to relate to them in an authentic way may take time, but it pays dividends in the quality of your work and relationships.

Contact Gill for a chat to see how she may be able to help.