The Power of Vulnerability in Leadership
When I led a leadership development program at a Fortune 100 company, we began by guiding participants through exercises designed to encourage increasing vulnerability. Our six-month program brought together cohorts of twelve senior leaders from different divisions across the company, providing them with both rigorous support and challenges to help them reach ambitious business and leadership goals.
Setting Big Goals
These goals were no small feat—developing a new $1 billion business, transforming product testing methods, designing a new product life cycle framework, launching a new office site, and more. The participants were excited but also intimidated by the scale of what they aimed to achieve. Their leadership development goals aligned directly with the skills they needed to succeed in reaching these business targets.
Executive Coaching and Cohort Support
To help them along the way, each participant worked with an executive coach who offered personalized one-on-one coaching. Meanwhile, the cohort model fostered hands-on, experiential learning with peers who held similar levels of responsibility but worked in different areas of the company. Together, they formed deep, supportive relationships that challenged each other to grow.
The Surprise Start: Improv!
We started the first session with an unexpected twist: a third-party improv vendor.
Yes—improv!
This surprised many participants. I, too, was hesitant the first time I did it, but I was willing to take the plunge. The improv exercises gave everyone permission to fail safely, have fun, and draw connections to their leadership. The experience helped us all let our guard down, share more openly, and, in doing so, become more vulnerable with each other. Each laugh or mistake during the exercises sparked a sense of playfulness. It was a huge success!
Life Lines: Sharing Personal Leadership Journeys
After the improv session, we took a break before diving into a more personal activity. Each participant shared their “Life Line,” focusing on key experiences that shaped how they lead today. We had given them plenty of notice before the session, complete with examples, and each executive coach checked in with their participant during their initial coaching session to help them prepare. To set the tone, one of our coach-facilitators shared their Life Line first.
During this exercise, we each shared 2-3 personal experiences that had a significant impact on our leadership journey. What we learned was that the depth of vulnerability shown by the first person determined how deep others were willing to go.
The Impact of Vulnerability
The stories that emerged were powerful—beautiful moments and deep tragedies alike. There were tears, laughter, and immense encouragement. Time after time, each cohort leaned into the process, forming lifelong bonds that extended well beyond the program. These connections laid the groundwork for even more meaningful coaching and cohort sessions down the line.
Vulnerability as a Catalyst for Trust
Vulnerability accelerates trust, much like adding lighter fluid to a fire. When I share my vulnerabilities with you, it opens the door for you to trust me more. Likewise, when you share your vulnerabilities, it helps me trust you more.
That said, vulnerability has to be used wisely. Sharing too much or inappropriately can undermine relationships. We were careful to ensure that the vulnerability shared in our program was tied directly to how each person led their business. By maintaining this focus, we were able to explore deep topics within the boundaries of the professional relationship.
Expanding Vulnerability Outside of Cohorts
This model of vulnerability worked wonders in our program, but what about leaders outside of these intensive experiences? Many leaders not in the cohorts wanted to connect more deeply with their teams. To help, we developed a quick check-in process for use at the beginning of meetings. It’s a simple, less-than-60-second practice involving two key questions:
What emotion are you feeling as you enter this meeting?
How do you want to impact this meeting?
Using the Mood Meter for Emotional Awareness
To make it easier for people to identify their emotions, we introduced the Mood Meter, a tool that helps participants name their feelings based on two questions:
How pleasant are you feeling?
How much energy do you have?
The answers help pinpoint a specific emotion based on a combination of pleasantness and energy. This allowed teams to quickly understand how each person was showing up to the meeting and adjust their interactions accordingly. If someone was feeling distracted, the team could offer support. If someone was motivated, they could tap into that energy for the team’s benefit.
The Broader Impact of Vulnerability in Business
Vulnerability leads to deeper connections and more meaningful interactions. While businesses exist to provide goods and services, vulnerability enhances communication, relationships, alignment, and execution on what matters most. It’s a powerful tool when used thoughtfully and in the right context.
Leading with Vulnerability
I hope this encourages you to set the tone and depth for your company, organization, or team. By embracing appropriate vulnerability, you can build greater trust and stronger connections.
You are a Force of Awesome!
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I am an executive/leadership coach and consultant serving high-achieving, growth-focused business owners, leaders, and their teams producing over $1M in revenue that are working on getting to their next level of performance. You might sense that what got you here might not get you to the next achievement. Want to connect? Contact me here!
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