| Being vulnerable is dicey sometimes. Embracing | | | | personal to employees. |
| vulnerability seems counter intuitive and at odds with | | | | 2. Don't surrender your core values and who you are. |
| Maslow's most basic need of safety. It is surely at | | | | The challenging process is to listen and inhale all that |
| odds with belief systems which celebrate the macho | | | | you hear so that you hear their feeling of truth. |
| tough guy persona. If you take this powerful step to | | | | Listening honestly, respectfully and non defensively |
| become vulnerable as a leader do so with the | | | | serves you, the company, and the employees well. |
| following pre requisites. Being vulnerable when you | | | | You have a delicate but clear balance. If you are to |
| have position power has a huge payoff. Employees | | | | build trust, you must honestly listen and sort, while at |
| stuck in dishonest or unethical organizations are | | | | the same time be careful not to surrender core values |
| already vulnerable. Perhaps your greater purpose is to | | | | which comprise your purpose. |
| create honest, prosperous, safe and fun business | | | | The arrogance, greed and corruption which helped |
| cultures and in doing so, find prosperity, safety and fun | | | | seed the financial collapse of the world economy and |
| yourself. | | | | many organizations were the leader's choice to |
| 2 Important pre-conditions before you embrace | | | | surrender their core values. People surrendered |
| vulnerability. | | | | honesty, integrity, and personal accountability. The |
| 1. Be clear about whom you are and your ability to | | | | balance in being vulnerable is an honest soulful search |
| accept harsh words, criticism, and even attacks. The | | | | for the truth, without surrendering your own core |
| words you hear are the feelings of what is personal to | | | | values. |
| employees. The truth you seek is learning what is | | | | |