Heal to Lead

16The Art of Implementation

THE WAY WE implement vulnerability as leaders requires us to speak up and make changes to the systems that we have either inherited or that we have developed ourselves. That's easier for—and more accessible to—some leaders than others. It would be a disservice if I didn't acknowledge that vulnerability comes at a different cost for those who are white, compared to those who are Black, Brown, and/or Queer.

When it comes to the art of modeling vulnerability as leaders, we first need to fully understand the role that psychological safety plays. No one wants to be activated by someone else's share. No one wants to be punished or humiliated for asking questions, raising concerns, sharing ideas, or making mistakes. Yet that is often what happens to people from underestimated communities, regardless of their leadership role or status.

Dr. Carey Yazeed explains, “Before a person of any race can begin to embrace vulnerability and break their silence, two elements are needed: trust and safety. These elements are achieved when belonging, a core human need has been established within the environment. When humans have a sense of trust and safety we feel free to present our authentic selves; opening up and sharing who we truly are with those around us.”¹

The process of creating such an environment takes work, but it is essential for the growth and development of the leaders, the team, and any external resources that might be brought in to work with the people ...