Vulnerability Leadership Quotes

The Paradoxical Commandments People are illogical, unreasonable, and self-centered. Love them anyway. If you do good, people will accuse you of selfish ulterior motives. Do good anyway. If you are successful, you will win false friends and true enemies. Succeed anyway. The good you do today will be forgotten tomorrow. Do good anyway. Honesty and frankness make you vulnerable. Be honest and frank anyway. The biggest men and women with the biggest ideas can be shot down by the smallest men and women with the smallest minds. Think big anyway. People favor underdogs but follow only top dogs. Fight for a few underdogs anyway. What you spend years building may be destroyed overnight. Build anyway. People really need help but may attack you if you do help them. Help people anyway. Give the world the best you have and you'll get kicked in the teeth. Give the world the best you have anyway.

If you are open, vulnerable, disclosing, more likely than not it will be reciprocated and walls will come down.

The Christian leader of the future is called to be completely irrelevant and to stand in this world with nothing to offer but his or her own vulnerable self.

I'm perfectly willing to be perfectly human.

The Christian leader of the future is called to be completely irrelevant and to stand in this world with nothing to offer but his or her own vulnerable self. That is the way Jesus came to reveal God's love. The great message that we have to carry, as ministers of God's Word and followers of Jesus, is that God loves us not because of what we do or accomplish, but because God has created and redeemed us in love and has chosen us to proclaim that love as the true source of all human life.

Leadership is scarce because few people are willing to go through the discomfort required to lead.

It is most remarkable that Lincoln, when he saw so much that was vulnerable in the leadership of the Church, did not move to the opposite error and become a scoffer.

A willingness to be exposed and vulnerable. One of the major limitations of imagination’s fruits is the fear of standing out. It is more than a fear of criticism. It is anxiety at being alone, of being in a position where one can rely little on others, a position that puts one’s own resources to the test, a position where one will have to take total responsibility for one’s own response to the environment. Leaders must not only not be afraid of that position; they must come to love it.

I am deeply convinced that the Christian leader of the future is called to be completely irrelevant and to stand in this world with nothing to offer but his or her vulnerable self... to enter into a deeper solidarity with the anguish underlying all the glitter of success and bring the light of Jesus there.

To guard our character with unwavering commitment, our best protection comes from being humbly aware of our vulnerability.

It is hard for leaders to listen well because it requires us to be vulnerable, to risk our superior position.

To be strong I must first admit that I am weak. And that requires some of the greatest strength imaginable.

Seth Godin writes, “Leadership is scarce because few people are willing to go through the discomfort required to lead. This scarcity makes leadership valuable.…It’s uncomfortable to stand up in front of strangers. It’s uncomfortable to propose an idea that might fail. It’s uncomfortable to challenge the status quo. It’s uncomfortable to resist the urge to settle. When you identify the discomfort, you’ve found the place where a leader is needed. If you’re not uncomfortable in your work as a leader, it’s almost certain you’re not reaching your potential as a leader.

Those who can still feel shame, whose consciences are still vulnerable to conviction by the Holy Spirit, will then step back or step away, and the shameless will inherit, if not the earth, then at least the political party leadership or the congregation or the school board or the social media feed.

Valor in the leader is often an expression of the leader's character, fortitude, grace, vulnerability, openness, and honesty.

This night he was a king before he was a man. At this time, this troubled me. Later, I would have cause to wish it were always so.

Negative thinking and negative emotions have their importance: they sharpen your focus on dangers, threats, and vulnerabilities. This is critical for our survival.

Jobless Jack sits in his damp basement watching YouTube videos of Jordan Peterson, while Mary goes on a Brené Brown course on ‘vulnerability as a leadership skill’. Welcome to the second machine age!

Homo Sapiens are Exploitable. Large Corporations Base the Mass with Least Recognition. It does NOT have to be the Employee Himself that would Deteriorate the Corporations Intranet but Surely since his Least Recognized, He is Most Definitely Vulnerable, Its a Starting Point to Open a Door for a Lovely Challenging Maze filled with Seed of Corruption that in Stages the Artists Shall Paint their Mark.

Isn’t it strange how we must surrender being right in order to find what’s right, how humility enables us to be authentic, vulnerable, trustworthy, and intimate with others? People are open to those who are open to them.

Authentic Leaders are not afraid to show emotion and vulnerability as they share in the challenges with their team. Developing a solid foundation of trust with open and honest communication is critical to authentic leadership.

By the time they were in their late twenties, all four young men knew that they were leaders. In public service, they had found a calling. They had chosen to stand before the people and ask for their support, to make themselves vulnerable.

If we want God to listen to us, we have to be prepared to listen to Him. And if we learn to listen to Him, then we eventually learn to listen to our fellow humans: the silent cry of the lonely, the poor, the weak, the vulnerable, the people in existential pain.

I leave you with the image of the leader with outstretched hands, who chooses a life of downward mobility. It is the image of the praying leader, the vulnerable leader, and the trusting leader. May that image fill your hearts with hope, courage, and confidence as you anticipate the new century.

Another great example of the power of vulnerability -- this time in a corporation -- is the leadership approach taken by Lululemon's CEO, Christine Day. In a video interview with CNN Money, Day explained that she was once a very bright, smart executive who "majored in being right." Her transformation came when she realized that getting people to engage and take ownership wasn't about "the teling" but about letting them come into the idea in a purpose-led way, and that her job was creating the space for others to perform. She chracterized this change as the shift from "having the best idea or problem solving" to "being the best leader of people.

We need a vision of community that is relevant and future-facing. A vision that brings us closer to one another, allows us to be vulnerable and imperfect, to grieve and stumble, to be held accountable and loved deeply. We need models of success and leadership that fundamentally value love, care, and generosity of resources and spirit.

For leaders, vulnerability often looks and feels like discomfort. In his book Tribes: We Need You to Lead Us, Seth Godin writes, “Leadership is scarce because few people are willing to go through the discomfort required to lead. This scarcity makes leadership valuable.…It’s uncomfortable to stand up in front of strangers. It’s uncomfortable to propose an idea that might fail. It’s uncomfortable to challenge the status quo. It’s uncomfortable to resist the urge to settle. When you identify the discomfort, you’ve found the place where a leader is needed. If you’re not uncomfortable in your work as a leader, it’s almost certain you’re not reaching your potential as a leader.

Resolving to influence and persuade others will require a degree of personal passion and a depth of caring that you are willing to express and act on. I can tell you this: it will make you feel very vulnerable. The only antidote is to believe you are after a worthwhile change and that you are likely to be the right one to lead this particular charge.

Fear of being shamed causes people to put on masks and live in fear and pretense, creating a stronghold of pride. Authentic, transparent leaders encourage people to develop trust through their own honesty and vulnerability. They do not view transparency as weakness, but recognize it as a source of their virtue, power and anointing because power flows through humility.

In Yellowstone National Park, human-imposed stability thwarted for many years the natural process of small fires, which regularly clean out brush and dead trees. The result was a fragile equilibrium completely vulnerable to the cataclysm of fire that destroyed large areas of the park. The attempt to manage for stability and to enforce an unnatural equilibrium always leads to far-reaching destruction. The

Show vulnerability when assessing a difficult situation, but present a clear path forward. Become a student of the people you manage: avoid telling people what to feel, listen carefully, and manage individually. Prioritize yourself and seek support from other leaders to avoid emotional leaks that negatively affect your reports. Understand the challenges you and others may face in leadership positions and take steps to reduce them.

On July 6, 2015, the Bureau received a referral from the inspector general of the intelligence community, a congressionally created independent office focused on finding risks and vulnerabilities across the nation’s vast intelligence community. The referral raised the issue of whether Secretary of State Hillary Clinton had mishandled classified information while using her personal email system. On July 10, the FBI opened a criminal investigation.

I’m done being polite about this bullshit. My list of professional insecurities entirely stems from being a young woman. Big plot twist there! As much as I like to execute equality instead of discussing the blaring inequality, the latter is still necessary. Everything, everywhere, is still necessary. The more women who take on leadership positions, the more representation of women in power will affect and shift the deep-rooted misogyny of our culture—perhaps erasing a lot of these inherent and inward concerns. But whether a woman is a boss or not isn’t even what I’m talking about—I’m talking about when she is, because even when she manages to climb up to the top, there’s much more to do, much more to change. When a woman is in charge, there are still unspoken ideas, presumptions, and judgments being thrown up into the invisible, terribly lit air in any office or workplace. And I’m a white woman in a leadership position—I can only speak from my point of view. The challenges that women of color face in the workforce are even greater, the hurdles even higher, the pay gap even wider. The ingrained, unconscious bias is even stronger against them. It’s overwhelming to think about the amount of restructuring and realigning we have to do, mentally and physically, to create equality, but it starts with acknowledging the difference, the problem, over and over.

It is especially important for Christian leaders to consider how they can lead in such a way that nonbelievers feel compelled to consider Jesus. “So far as it depends on you,” Scripture says, “live peaceably with all” (Romans 12:18). Instead of using our platforms and influence to persuade other people of faith to take a moral stand against secular ethics, what if we focused on embodying Jesus’s Spirit-filled, life-giving ethics beautifully and compellingly?

When countries negotiate with one another, they typically operate as if they are opponents in a chess match or merchants in a bazaar in which maximizing one’s own benefit is the sole objective. Smart leaders know their own countries’ vulnerabilities, take advantage of others’ vulnerabilities, and expect the other countries’ leaders to do the same. Most people who haven’t had direct contact with the leadership of their own and other countries form their views based on what they learn in the media, and become quite naive and inappropriately opinionated as a result. That’s because dramatic stories and gossip draw more readers and viewers than does clinical objectivity. Also, in some cases “journalists” have their own ideological biases that they are trying to advance. As a result, most people who see the world through the lens of the media tend to look for who is good and who is evil rather than what the vested interests and relative powers are and how they are being played out. For example, people tend to embrace stories about how their own country is moral and the rival country is not, when most of the time these countries have different interests that they are trying to maximize. The best behaviors one can hope for come from leaders who can weigh the benefits of cooperation, and who have long enough time frames that they can see how the gifts they give this year may bring them benefits in the future.

The first dysfunction is an absence of trust among team members. Essentially, this stems from their unwillingness to be vulnerable within the group. Team members who are not genuinely open with one another about their mistakes and weaknesses make it impossible to build a foundation for trust. This failure to build trust is damaging because it sets the tone for the second dysfunction: fear of conflict. Teams that lack trust are incapable of engaging in unfiltered and passionate debate of ideas. Instead, they resort to veiled discussions and guarded comments. A lack of healthy conflict is a problem because it ensures the third dysfunction of a team: lack of commitment. Without having aired their opinions in the course of passionate and open debate, team members rarely, if ever, buy in and commit to decisions, though they may feign agreement during meetings. Because of this lack of real commitment and buy-in, team members develop an avoidance of accountability, the fourth dysfunction. Without committing to a clear plan of action, even the most focused and driven people often hesitate to call their peers on actions and behaviors that seem counterproductive to the good of the team. Failure to hold one another accountable creates an environment where the fifth dysfunction can thrive. Inattention to results occurs when team members put their individual needs (such as ego, career development, or recognition) or even the needs of their divisions above the collective goals of the team.

Sometimes God allows what he hates to accomplish what he loves.

We often think of leaders as strong and confident individuals who possess or show very few faults. I would argue that we should turn this idea of leadership on its head. Vulnerable leaders are more beloved. Show more of yourself if you want to connect with and retain your team members.

These are all qualities that are indispensable in good leaders. A sense of humor in particular strikes me as an important indicator—or “tell”—about someone’s ego. Having a balance of confidence and humility is essential to effective leadership. Laughing in a genuine way requires a certain level of confidence, because we all look a little silly laughing; that makes us vulnerable, a state insecure people fear. And laughing is also frequently an appreciation of others, who have said something that is funny. That is, you didn’t say it, and by laughing you acknowledge the other, something else insecure people can’t do.

Regardless of how we approach systemic vulnerability, once we try to strip uncertainty, risk, and emotional exposure from the relational experience, we bankrupt courage by definition. Again, we know that courage is four skill sets with vulnerability at the center. So the bad news is that there’s no app for it, and regardless of what you do and where you work, you’re called to be brave in vulnerability even if your job is engineering the vulnerability out of systems. The good news is that if we can successfully develop the four courage-building skills, starting with how to rumble with vulnerability, we will have the capacity for something deeply human, invaluable to leadership, and unattainable by machines. Myth #5: Trust comes before vulnerability. We sometimes do an exercise with groups where we give people sentence stems and they fill out the answers on a Post-it note. An example:

Emerging technology is making facts increasingly vulnerable, and all of us will soon have trouble discerning what is actually true. Simply put, we’re about to enter an age where facts will no longer be reliable. The information we think is 100 percent accurate may be flawed, and even our best attempt to find the truth may fall short.

Envy is the opposite of love because it does not rejoice with those who rejoice or mourn with those who mourn.

The most important action that a leader must take to encourage the building of trust on a team is to demonstrate vulnerability first. This requires that a leader risk losing face in front of the team, so that subordinates will take the same risk themselves. What is more, team leaders must create an environment that does not punish vulnerability.

Put another way, the love of God, when taken hold of, frees us from any need to be noticed, to make a name for ourselves, to find significance through achievement and advancement or from leading and influencing others.

On the cross, Jesus lost the Father’s blessing and received a curse so that we, who have all our lives lived beneath a curse, could receive the Father’s blessing.

On his way to the cross, Jesus released his grip on the Father and cried “Not my will, but yours be done” so that the Father could forever tighten his grip on us.

Soon I began to realize that cultural camouflage also obscured the universality of emotional process in institutions. For example, frequently, the leaders of a church would come to me seeking techniques for dealing with a member of the staff or a member of the congregation who was acting obstreperously, who was ornery, and who intimidated everyone with his gruffness. I might say to them, “This is not a matter of technique; it’s a matter of taking a stand, telling this person he has to shape up or he cannot continue to remain a member of the community.” And the church leaders would respond, “But that’s not the Christian thing to do.” (Synagogue leaders also tolerate abusers for the same reason.) Overall, this long-range perspective brought me to the point of wondering if there were not some unwitting conspiracy within society itself to avoid recognizing the emotional variables that, for all their lack of concreteness, are far more influential in their effects on institutions than the more obvious data that society loves to measure. Perhaps data collection serves as a way of avoiding the emotional variables. After all, the denial of emotional process is evident in society at large. If, for example, we succeed in reducing the number of cigarettes smoked by our nation’s youth but do nothing to reduce the level of chronic anxiety throughout the nation, then the addiction will just take another form, and the same children who were vulnerable to one kind of addiction will become easy prey for the as-yet unimagined new temptation. It

It may be in the ubiquitous phenomenon of terrorism that one can most easily see how universal emotional processes transcend the conventional categories of the social science construction of reality. According to the latter, families are different from nations, profit-making corporations are different from nonprofit corporations, medical institutions are different from school systems, one nation’s infrastructure is different from another’s, and so on. Yet whether we are considering any family, any institution, or any nation, for terrorism to hold sway the same three emotional prerequisites must always persist in that relationship system.    There must be a sense that no one is in charge—in other words, the overall emotional atmosphere must convey that there is no leader with “nerve.”    The system must be vulnerable to a hostage situation. That is, its leaders must be hamstrung by a vulnerability of their own, a vulnerability to which the terrorist—whether a bomber, a client, an employee, or a child—is always exquisitely sensitive.    There must be among both the leaders and those they lead an unreasonable faith in “being reasonable.” From an emotional process view of leadership, whether we are talking about families or the family of nations, these three emotional characteristics of a system are the differences that count.

In short, servant leaders are comfortable with who they are and not afraid to be vulnerable to others. Their authenticity is central to building strong relationships with others.

You can’t get to courage without rumbling with vulnerability. Embrace the suck. At the heart of daring leadership is a deeply human truth that is rarely acknowledged, especially at work: Courage and fear are not mutually exclusive.

Christians are assimilating a culture of busyness, hurry and overload, which leads to 2) God becoming more marginalized in Christians’ lives, which leads to 3) a deteriorating relationship with God, which leads to 4) Christians becoming even more vulnerable to adopting secular assumptions about how to live, which leads to 5) more conformity to a culture of busyness, hurry and overload. And then the cycle begins again.

I define vulnerability as uncertainty, risk, and emotional exposure. With that definition in mind, let's think about love. Waking up every day and loving someone who may or may not love us back, whose safety we can't ensure, who may stay in our lives or may leave without a moment's notice, who may be loyal to the day we die or betray us tomorrow - that's vulnerability. Love is uncertain. it's incredibly risky. And loving someone leaves us emotionally exposed. Yes, it's scary and yes, we're open to being hurt, but can you imagine your life without loving or being loved?

The Heart of Daring Leadership 1. You can’t get to courage without rumbling with vulnerability. Embrace the suck. 2. Self-awareness and self-love matter. Who we are is how we lead. 3. Courage is contagious. To scale daring leadership and build courage in teams and organizations, we have to cultivate a culture in which brave work, tough conversations, and whole hearts are the expectation, and armor is not necessary or rewarded.

Secure Man VS Vulnerable Man A secure man is someone who can identify their own weaknesses and improve. He can accept his flaws and maintain his self esteem. He knows his journey is never over, so he always strives for more. He lends strength to others needing a helping hand. He prefers to take the hard right over the easy wrong. He can handle constructive criticism without bitterness. He can provide for himself and his family. He can set goals for himself knowing one day he can achieve them. He is a multitasker. He doesn't make decisions just for the moment; He makes decisions that he knows will benefit and effect his whole life. If this man makes a mistake he will hold himself responsible and correct his mistake. He has confidence in himself and holds no one else accountable for his happiness and/or peace of mind. A sincere understanding of empathy for others, a sense of humility, and humbleness are reinforcing characteristics of this man. A secure man has faith in the Lord. A vulnerable man is someone who depends on others. He can not accomplish routine tasks or deliver on his own. He is always asking for a helping hand and has little or no self esteem. He lives for the moment without a life plan. He doesn't set lifetime goals. A vulnerable man is either too arrogant and ignorant to notice when somebody is trying to help him, so he rebels against those closest to him. A vulnerable man gets angry when things doesn't go his way. He doesn't only complain, he also complains about what others aren't doing for him. He can't provide for himself or others. You can never go to him for advice or will he extend a hand of help to others without wanting something in return. A vulnerable man can not make a decision and lives a reactive life instead of a proactive one. He knows right from wrong...but still decides to go the wrong way because it's the easiest. A vulnerable man seeks an enabler one who will bail them out time and time again. Others notices his individual weaknesses...However he chooses a life of denial and deflection. This man believes it is always someone else's fault and feels entitled to others hard work and efforts. A vulnerable man has no faith in a higher power and thinks he'll never have to answer for the choices made in their life.-27 September 2012-

Showing up in our own story—being present with it and embracing our mission—takes courage. It’s a ride to be enjoyed and not feared, and it requires dancing at our edges and taking risks to step out of our comfort zone. Often, we’re brought to our knees before we’re truly able to rise above the limitations and expectations we’ve accepted from others. It’s a journey—one that is for the warrior— not for the ego-driven coward who is merely looking for accolades. Humility and vulnerability are a must.

There is a stigma around mental health, it is silly to feel ashamed from our vulnerability & certainly leaders need to normalize the fact that it is OK not to be OK.. it is awkward that taking care of our own health is a guilty pleasure and people subliminally equate feeling burned out to being a good employee, husband/wife... Etc

In the battle for the hearts and minds of our followers, leaders must have the courage to remove their armor and display their vulnerabilities — and subsequently, express their humanity.

You must build and maintain a true leadership team. 2. Hitting the ceiling is inevitable. 3. You can only run your business on one operating system. 4. You must be open-minded, growth-oriented, and vulnerable.

A natural outcome of time spent in the safety of God’s presence is that it becomes quite natural to engage routinely in a rhythm of celebrating who we are in Christ and the work of transformation that God is doing in our lives, as well as inviting him to show us those places where we are still living in bondage to sin and negative patterns. Without the regular experience of being received and loved by God in solitude and silence, we are vulnerable to a kind of leadership that is driven by profound emptiness that we are seeking to fill through performance and achievement.

To share your weakness is to make yourself vulnerable; to make yourself vulnerable is to show your strength.

BE WILLING TO FAIL. True courage is being willing to share all of our heart and all of our story. Vulnerability is the birthplace of courage, innovation, creativity, and change. Most of us are scared to death of being vulnerable. There is no innovation or creativity without failure. Period.

Future strong leadership means being willing to stand alone. Often, the times we feel most vulnerable are when we stand alone, before others join us. When we choose to be the first voice echoing above the silence. Standing strong, alone.

But no man can lead a public career really worth leading, no man can act with rugged independence in serious crises, nor strike at great abuses, nor afford to make powerful and unscrupulous foes, if he is himself vulnerable in his private character,” Roosevelt claimed as belief. “He must be clean of life, so that he can laugh when his public or his private record is searched.”85

Embracing personal vulnerability is required if you wish to work, play and succeed in the future.

Your career will include thousands of opportunities to transform yourself. Many will disrupt all that you have built. Each is an opportunity to choose to be vulnerable, to let go, to be reborn.

As important as it is for all members of a leadership team to commit to being vulnerable, that is not going to happen if the leader of the team, whether that person is the CEO, department head, pastor, or school principal, does not go first. If the team leader is reluctant to acknowledge his or her mistakes or fails to admit to a weakness that is evident to everyone else, there is little hope that other members of the team are going to take that step themselves. In fact, it probably wouldn’t be advisable for them to do so because there is a good chance that their vulnerability would be neither encouraged nor rewarded.

Leaders: Your job in the future is to create a space where others feel save being vulnerable. Where fears and failures are openly discussed and used as lessons moving forward.

The need for security and power riding on energies that should be making life better and easier for the masses remains a great error in leadership focus. Why should the discovery of uranium’s potential become a curse instead of a blessing? I am sure any type of power (nuclear and leadership included) in the wrong hands has the unfortunate potential to become a curse. A lot more is involved, including greed that causes the wealthy to sponsor violence and chaos. All, in order to profit from conflict, yet disregarding the harm caused to the vulnerable majority.

Short term interventions will call for more guns and force in affected areas, in order to protect the vulnerable and suppress proliferation of terrorism and sectarian hatred, but the forward-looking leadership driving for sustainable solutions must now promote deliberate intents to influence systems of education, belief, culture, values and attitudes to promote tolerance, mutual respect, love and hope for all to succeed. If this area was given the same kind of attention and resources that HIV-AIDS has received to date, I can promise you, the same progress made in the containment of HIV-AIDS, would also have been made on the extremism front.

Inside that Colonel, there's a private that needs to be cuddled and held just like the rest of us." Hawkeye

Vulnerability is the birthplace of courage, innovation, creativity, and change.

They (the media) found little quality of depth to him, that when she said on the platform with that which he said to them in private. The qualities of introspection and reflectiveness that they particularly treasured were missing.

The leadership challenge for celebrities and those in the limelight includes turning focus from being self-centred to influencing vulnerable and gullible youngsters, especially teenagers, in a positive way; realising that it is possible to entertain and increase following without promoting societal vices like drug & alcohol abuse, irresponsible sexual behaviour, prejudice of all kinds, criminal heroism, gangsterism and all forms of violence.

Do not wait for vulnerability to be thrust upon you by your company or the marketplace. That is when you lost control of your own destiny. Choose to disrupt yourself. Seek vulnerability on your terms, no one else's.

Unless you acknowledge your vulnerability for sin, you won’t pray against it and you’ll end up experiencing defeat. The most effective weapon the enemy has against you - is you

I came to see that no Christian leadership can grow from the demanding of rights. And

There is nothing worse for a young convert than to be thrust into leadership without mentoring and ongoing coaching because the devil relishes these vulnerable souls.

An angry leader is a scared leader or a hurt leader or a frustrated leader but most of all they are a vulnerable leader.

Leadership by blog post requires a degree of candor and vulnerability that few CEOs in traditional organizations would feel comfortable with.

There are times when you’ll be exactly where God wants you to be, doing what God has called you to do, and you might be vulnerable. You might not be comfortable. You might be lonely, anxious, or scared. Being in God’s will is the right place, but not always the safest place.

As Jesus said, our chief purpose and mission in life is not to defend and protect our own rights, privileges, and comforts. Rather, our chief purpose and mission is to deny ourselves daily, take up a cross, and follow Jesus—even to the death if called upon to do so—all the while taking every opportunity to surprise our neighbors, especially those who do not believe as we do, with a life-giving, otherworldly love.

Instead of using our platforms and influence to persuade other people of faith to take a moral stand against secular ethics, what if we focused on embodying Jesus’s Spirit-filled, life-giving ethics beautifully and compellingly?

It is a profound and repeated finding that the mere facts of poverty and inequality or even increases in these conditions, do not lead to political or ethnic violence. In order for popular discontent or distress to create large-scale conflicts, there must be some elite leadership to mobilize popular groups and to create linkages between them. There must also be some vulnerability of the state in the form of internal divisions and economic or political reverses. Otherwise, popular discontent is unvoiced, and popular opposition is simply suppressed.

Opportunists who are scavengers, always take advantage of people who are vulnerable and gullible. They are wolves in sheep skin. They are selfish , self centered and always manipulate other people. They lie and fool people to think they care . They always think they are right and everyone is wrong.

Distinctions Connection is represented by the link between two entities that determines their effect on each other. Authenticity is knowing your truth and acting in accordance with it. Vulnerability is knowing your limitations and having the courage to share them. Trust is living in the inherent goodness of another, choosing to act in connection instead of defense.

trust means people feel safe to be vulnerable.

Only in acknowledging our own flaws and vulnerabilities can we become authentic leaders who empower people to perform to the best of their abilities.

Trust is the confidence among team members that their peers' intentions are good, and that there is no reason to be protective or careful around the group. In essence, teammates must get comfortable being vulnerable with one another.

Tim never had a market-share mentality about Christians in his city, and he never targeted members of other churches, either overtly or covertly, so as to lure them to his own church.

Our suffering, miseries, troubles, problems, poverty, unemployment is been manufactured, created and engineered by our elected leaders or politicians . Our suffering is not natural, but it is man made by our leaders. They act like they are helping meanwhile they the ones who are hurting, sabotaging, failing , destroying and killing us. They are breaking the system , working with criminals, our enemies and oppressors to keep us poor, disadvantaged, weak, vulnerably, struggling, unemployed, uneducated, suffering and dying. They say they are one of us, but in the shadows, they are the ones fighting, oppressing and destroying us. They are fighting everyone and everything that is trying to better our lives.

The real barrier to daring leadership is our armor—the thoughts, emotions, and behaviors that we use to protect ourselves when we aren’t willing and able to rumble with vulnerability.

Critical people are unsafe and should not be members of your ISSN, your leadership team, or your circle of influencers. While helpful at times, their critical input over time fosters a negative climate and discourages vulnerability and healthy discourse by others. Critical people can be toxic, foment gossip, and undermine your efforts. They will not help you build on your strengths, they will rarely encourage you when you need it, and they will be tempted to use your vulnerability against you. Critical people can be prone to mobbing, which promotes an unhealthy, unsafe culture.

Trust is a multifaceted concept, so what do we mean by it? One academic paper defines trust as “the willingness to accept vulnerability based upon positive expectations about another’s behavior.

We are a culture that confuses busyness with purpose. Social media with connection. Instagram scrolling with therapy and spiritual direction. Wealth with wellbeing. And self-obsession with vulnerability.

I mean this as a compliment, but I’m proud of you for staying vulnerable. I think there’s this myth around leadership that you have to be this hard-assed, man-eating, shit-kicking dominatrix to make it. And you can definitely be a hard-ass, Stevie, don’t get me wrong. But you’re willing to put yourself

There’s actually some very persuasive leadership research that supports the idea that asking for support is critical, and that vulnerability and courage are contagious. In a 2011 Harvard Business Review article, Peter Fuda and Richard Badham use a series of metaphors to explore how leaders spark and sustain change. One of the metaphors is the snowball. The snowball starts rolling when a leader is willing to be vulnerable with his or her subordinates. Their research shows that this act of vulnerability is predictably perceived as courageous by team members and inspires others to follow suit.

When learning and work are dehumanized--when you no longer see us and no longer encourage our daring, or when you only see what we produce or how we perform--we disengage and turn away from the very things that the world needs from us: our talent, our ideas, and our passion. What we ask is that you engage with us, show up beside us, and learn from us. Feedback is a function of respect; when you don't have honest conversations with us about our strengths and our opportunities for growth, we question our contributions and your commitment.

As we explore this new model, the concept of gentleness may appear at odds with traditional notions of toughness. But in fact, gentleness is not weakness; it’s a profound strength. Embracing gentleness requires courage, self-awareness, and a willingness to be vulnerable.

this exchange of vulnerability and interconnection is woven into every aspect of SEAL training and enshrined in a set of iron values. Everything is done as a group. Trainees must keep track of one another at all times; there is no greater sin than losing track of someone. During boat exercises, trainees constantly trade positions and leadership roles. Timed performances on runs are supposed to be held to an unbreakable standard, but instructors have been known to bend those standards for runners who slow down in order to help others, because they value the willingness of one person taking a risk for the sake of the team.

The best, most successful personal relationships are with those who routinely enjoy shared values, beautiful chemistry, and work through past and present differences. Vulnerability is very important for leaders in life and the workplace. There is game-changing power and strength in being openly vulnerable and transparent, allowing leaders to emotionally connect with family, teammates, and employees. In contrast, ineffective leadership is an inability to communicate and display vulnerability.