by Walter Finkelstein
How being vulnerable can make you a stronger leader
Any business leader who is concerned about the future asks the question: Where is the next generation of leaders to come from? As current leaders face global competition, changing demographics, differing generational expectations and the internationalization of both ownership and management, they recognize the challenge future leaders will face.
What are we doing, as leaders of corporations, to answer this question? When was the last time you looked at the people who report to you and asked, “Is any one of my direct reports ready to take the reins of my company?” If you intend to relinquish control to your children, are they ready to look at the world through a set of holistic eyes? Could they continue to transform your company from today’s institution to a highly efficient, deeply driven, high-value operation?
To answer these questions, you must first look at yourself and determine what needs to be changed. Your goal should be to create an environment where people want to join your business.
Based on personal assessments and knowledge of business practices, there are few companies that live up to their set of core values. The value system is easily ignored when “tough” decisions need to be made. I am convinced that current and future leaders must have a value system that guides people who have highly diverse values. For most people this will involve enhancement, if not transformation, of their current value system. This change comes from within you. It happens when you become aware of and articulate your core values.
The driving force for my transformation was joining an organization of my peers. The concept was simple: get together on a regular basis and share personal concerns and fears, knowing that other people might have the same issues and concerns. This group gave me the opportunity to open up, tell my story, affirm my strengths, acknowledge my weaknesses, remove my testosterone and be myself.
I had bought into the concept that all people who wish to succeed must demonstrate that they are infallible. Even though that misconception may generate success in the short term, people tend to see through that mask and see us for what we really are—human. People tend to have great difficulty in following a leader who is inauthentic. Granted, you may get conformity from those you seek to lead, but you will have great difficulty getting commitment.
At the time, the company I had founded made it easy for me to skate. I had a “rubber stamp” board and a great staff that followed my lead. I thought I knew it all—wrong! But by joining this group, a new dynamic was in place. I found a sense of security, a safe haven and a context for me to discuss issues that I wouldn’t bring up to the people in my company. I was vulnerable. This group provided me an environment based on safety and trust—and I really needed that. We were there to help each other to succeed through security, trust and open and honest discussion, where nothing was held back. It was a breakthrough experience for me.
Having run a number of companies, I’ve been faced with many challenges. Like me, many business leaders are in the same position of working toward developing a network of reliable resources to help eliminate that feeling of isolation and loneliness. It was by participating in a group of peers that I began to grow as a leader.
Walter Finkelstein is president of the Deep Learning Groupin Rockville and chair of Vistage/TEC, an international organization of CEOs. He has developed an approach that equips business proffesionals with the courage to identify, define and live positive core values as they exercise leadership. Contact him at ionbeamers@comcast.net
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