I’ve always been drawn to certain kinds of leaders, and on reflection recognize that:
• They had already become strong characters and results producers by the time we met.
• They’ve all shown willingness for a kind of vulnerability in their personal relationships, teams, and large groups.
• They’ve been kindred spirits who care about making things better for themselves, their teams, their companies, and in the world.
• They’ve all had social concerns, social awareness, and zeal for great performance whether measured in money, music, talent, design or discovery.
The majority of men and women I’ve met one-to-one at all levels of company, government, and community organizations have been open, genuine, and personally vulnerable in their conversations. But in team meetings, large groups, and with bosses this openness often disappears. They talk with a business, process, or results focus in which nothing is said that might threaten their self-image or position. They avoid saying, doing, or implying anything that might have them look bad or show vulnerability in public.
The articles in this issue of Transformation are about vulnerability:
Gary Clarke: The Invulnerability of Being Vulnerable
Marilyn Smith: Add Vulnerability to a Results-Oriented Enterprise and Produce Extraordinary Outcomes
Meaghan Smith: Vulnerability
David Norris and Charles Smith: Work and Love
Frank White: The Overview Effect and the Camelot Effect
William Bergquist: Tippy Organizations and Leadership: Engaging an Organizational World of Vulnerability
Barry Oshry: Take a Look at Yourself: The Self in System SensitizerDownload Article 1K Club