After spending the past decade studying vulnerability, courage, shame, and worthiness, I’ve come to believe that leadership has nothing to do with position, salary, or number of direct reports. I believe a leader is anyone who holds her- or himself accountable for finding potential in people and processes.
Contrary to how we traditionally think about organizations, leaders are developing strategies and shaping culture across all levels. And, contrary to the myth of the “all-knowing-all-powerful” leader, inspired leadership requires vulnerability: Do we have the courage to show up, be seen, take risks, ask for help, own our mistakes, learn from failure, lean into joy, and can we support the people around us in doing the same?
In our culture, vulnerability has become synonymous with weakness. We associate vulnerability with emotions like fear, shame, and scarcity; emotions that we don’t want to discuss, even when they profoundly affect the way we live, love, parent, and lead.
Across the private and public sector, in schools and in our communities, we are hungry for authentic leadership – we want to show up, we want to learn, and we want to inspire and be inspired. We are hardwired for connection, curiosity, and engagement.
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