Executives and managers often hesitate to express vulnerability, perceiving it as a weakness. However, research shows that leaders who share their uncertainties foster psychological safety and cultivate a culture of innovation. In the "Interpersonal Dynamics" course at Stanford, students learn to embrace vulnerability, building trust and empathy in their small groups. The challenges of managing emotional expression are significant, but students appreciate the lifelong connections formed through shared experiences of vulnerability, prompting them to think about how to transfer these lessons to their professional lives.
Leaders who embrace vulnerability can enhance connection, motivation, and team leadership, turning perceived weakness into a strategy for psychological safety and innovation.
Brené Brown frames vulnerability as a superpower that fosters trusting relationships and encourages a culture of creative risk-taking within teams.
In the 'Interpersonal Dynamics' course, MBA students discover that sharing vulnerabilities leads to deeper empathy and conflict resolution, forming enduring connections.
Brave emotional expression encourages better teamwork but poses the challenge of maintaining confidence among team members when revealing uncertainty.
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