How many of you, as leaders, feel you need to have “all the answers”?

This is a question I often ask when I’m working with executive teams. In my experience, more than 50% (often close to 100%) of the hands in the room go up.

Think about this for a moment. What type of culture is being created when people within the organization experience the leaders always “knowing what’s right”?

• How does this impact trust?
• How does this impact decision making?
• How does this engage and empower your people?

Creating a culture of psychological safety and trust is critical to get the most out of every individual who works on your team/in your organization.

In a recent conversation with an executive client of mine, he shared his challenge with showing vulnerability. He logically knows that he’s supposed to show that he is “human” and authentic, but he feels judged by other executives when he allows his guard to come down. A recent article I read from Northwestern’s Kellogg School, talked about the American workplace culture expecting leaders to appear all knowing or as they said, “flawless”. This does not seem to create the sense of trust, or drive the most desirable results. The article shares that “opening ourselves up to being vulnerable and sharing our relatable human flaws at work can go a long way.” They suggest, and I agree, that building trust will be that much easier.

If this sounds familiar, what are you ready to start doing differently? What will help you to “let go”? Where can you start?

What are you seeing as the biggest challenges within your organization? Are you able to show up as vulnerable/show up authentically? I support individuals, teams and organizations to increase their effectiveness and drive optimal business results. This is done through multiple professional development solutions. Want to learn more? Let’s connect.

“Maturity, one discovers, has everything to do with the acceptance of ‘not knowing.” – Mark Z. Danielewski