The Art of Being Vulnerable: From Emperor Hirohito to the CEOs of Today

A well-known Chinese proverb says: “It is as impossible to find a perfect man as it is to find 100 percent pure gold” (人无完人，金无足赤 rén wú wán rén, jīn wú zú chì). However, an image of an authoritative, all-knowing leader who never makes mistakes has taken root in the Eastern business culture. Maintaining this mask of perfection takes a lot of effort that could be spent more productively. Working for a “perfect manager” makes employees feel flawed, ask fewer questions and hide their mistakes, causing business performance to suffer.

Take your Mask Off

The “humanity declaration” by Japanese emperor Hirohito spoke to the earthly nature of an emperor’s power and his reign, set rapid economic growth in motion, and restored the international image of Japan. Multi-millionaire Marcus Lemonis encourages managers to open up by sharing his own deeply personal feelings with the wider public. Starbucks’ Howard Sсhultz admits that revealing your weaknesses is as challenging as it is necessary: “The hardest thing about being a leader is demonstrating or showing vulnerability…When the leader demonstrates vulnerability and sensibility and brings people together, the team wins.”

So why do wise leaders value vulnerability so much, and how does it help in business?

Recently, students at SKOLKOVO Business School met to discuss HBR’s research about which leadership style – nice or tough – is most effective. The majority of attendees were in agreement that a balance of both is the best approach. While being hard often comes naturally to leaders, flexibility is a learned skill. This is why many informal conversations between top managers, officials and entrepreneurs focus on stories unrelated to business about becoming more human and alive, and the importance of admitting to and talking through inner fears and doubts.

Leaders fall into the trap of success more often than others: our professional heroism and achievements can create a feeling of never-ending noteworthy successes. But, this is a double-edged sword. Having achieved success, leaders prioritise maintaining the status quo, avoiding risk and uncertainty – the very things that drive business development.

Read more Link: https://www.entrepreneur.com/article/335731