Authentic and vulnerable are two words I am hearing often when I ask people what they like about the person they report to and the people in the top leadership roles. My experience is that these words are mentioned more today than in the past. While they do not mean the same thing, together they are critical in developing relationships. They are vital for self-awareness and building trust.
A couple of quick definitions: Authenticity is being genuine and aligned with your values and beliefs. Vulnerability is the behavior of being open to others.
When coaching executives, I find these concepts can be confusing to many. A CEO sees the financials and realizes they will mean letting some people go. He is anxious about the future of the company and concerned about his ability to lead it. He is scared. In his role, he wants to be straight up with the workforce on this situation. However, he is aware that sharing that he is anxious about the future of the company could lead to increased worry in the workforce about the upcoming departures.
This is where being both authentic and vulnerable is valuable. A leader who is authentic is honest and sincere in their communication. They connect messages to their values and those of the company. Authenticity, like any relationship, is built through time, experience, and consistency. Much of it happens by taking actions that align with the organization’s values and show that a person is on their own journey of self-discovery.
I was fortunate to conduct a workshop for the SouthEast Texas Chapter of the American College of Healthcare Executives (ACHE). During the presentation, I described how obstacles provide opportunities. I shared my journey in healthcare and things I try to be better at today—the main one being relationships. After my presentation, I received very positive feedback. This even led to emails and phone calls from some attendees about their own situation.
I believe it came from being vulnerable. Vulnerability—being emotionally honest and visible to others—is the path to authenticity. In my case, it included being open about my failed marriages and my alcoholism, which I admitted at age 31. I was also honest about my periods of depression that occur even while in recovery for 42-plus years and the fact that I need to listen more and talk less. The response at the end of my talk was enthusiastic. If you have time, I encourage you to listen on LinkedIn to a recent talk at Georgetown University where I also share this story.
In summary, true authenticity requires vulnerability—showing your true self and including imperfections. Authenticity can exist on its own; however, vulnerability strengthens authenticity. (One more note on vulnerability: It’s very much a personal decision on what to share and whom to share with.)
The upside is this: A leader who is seen as authentic will gain a level of trust that helps the entire team navigate the ups and downs every organization experiences.
As the world keeps changing, people will follow leaders who are real, not perfect. Authenticity and vulnerability aren’t soft skills…they’re the new essentials of leadership.
