Lorrie kicked off our series on Daring Leadership with her post Braving Trust and Vulnerability. Last week, Jillian discussed How to Be Perfect (Or Not) and the effect it has on Armored vs. Daring Leadership. This week I have the pleasure of presenting the topic of rumbling with vulnerability. I am going to need you to take a pause, a deep breath and embrace the suck. Wait, did she just say embrace the suck? Why yes, she did. How else can you describe the feeling of being naked in a room full of people while you bare your soul? In
Last week, Lorrie talked about braving trust, and a willingness to be vulnerable. She mentioned the theme from Brené Brown of taking off our armor and daring to lead. Recently, Horizon Point has seen more and more client leaders struggling to take off their armor. We think it’s tied to the desire to be perfect, or at least to be seen as not a failure. Mary Ila’s research in grad school was actually on leader emergence versus leader effectiveness, and she found that emerging as a leader within a group is distinct and separate from being effective once you’re there.
As we just celebrated Martin Luther King, Jr. Day, I found myself thinking of what made him a good leader. He led with his values always in the forefront of his actions, his values drove everything he did. He was a servant leader, who believed in developing and empowering others, and he was a transformational leader, who had a big vision, shared that vision and challenged others to see the potential of that vision, and fought hard for change. He was a successful leader because he built trust and followed through with action. Brené Brown says that “trust isn’t built
Last week to kick off the new year, we discussed starting with a focus on creating or revisiting individual and/or organizational values. Values are a great place to set an ideal, but how do you make that a reality? As Brene Brown says about values: One reason we roll our eyes when people start talking about values is that everyone talks a big values game but very few people actually practice one. It can be infuriating, and it’s not just individuals who fall short of the talk. In our experience, only about 10 percent of organizations have operationalized their
Resolutions, Goals, Plans, and Turning Over A New Leaf. This is the stuff that New Years are made of. For individuals and organizations, the new year is always a natural place to think big and aim high. And there is nothing wrong with this. As 2023 came to a close, a theme we saw over and over again was the challenge many people were having in leading well. They were aiming high, but totally missing the mark. They had lost the people they were leading as well as themselves in the process, chasing some ideal they couldn’t even name. So