In today’s complex and fast-paced business world, the old notion of the infallible leader has no place. The truly effective leader understands the power of interdependence and humility. Admitting you don’t know every answer is the first step toward finding the best answer. 👇
This week’s wisdom comes from business leader Georgette Mosbacher:
“Never hesitate to show your own staff that you need help. They need to be reminded how important they are to the process.”
How This Resonates in Business Today 🌐
This quote is a powerful reminder that asking for help isn’t a sign of weakness—it’s a sign of a secure and courageous leader. It resonates today because:
- Fosters Psychological Safety: When a leader shows vulnerability, it explicitly demonstrates that it is safe to not have all the answers. This creates a high-trust environment where team members feel comfortable flagging potential risks early, admitting mistakes, and sharing unconventional ideas without fear of judgment or retribution. This is the cornerstone of agile and innovative organizations.
- Unlocks Talent and Ownership: By specifically asking for a team member’s unique expertise, the leader gives them a profound sense of trust and ownership over a critical solution. This doesn’t just build morale; it leverages specialization. The staff are reminded how vital their specialized skills are to the collective success, leading to higher engagement, better retention, and superior outcomes.
Two (2) Practical Leadership Examples 🤝
- Delegating the Technical Deep-Dive: A CTO initiating a new product launch might not have the most up-to-date knowledge on the latest cloud infrastructure requirements or security protocols. Instead of making assumptions, a strong leader openly tells their technical lead, “I need you to own the architectural review on this, as your expertise here is far beyond mine. We will be relying on your final assessment.” This act validates the lead’s authority, ensures the product is built on the most sound technical footing, and accelerates the decision-making process.
- The Problem-Solving Huddle: A manager notices a significant operational bottleneck slowing down customer service, but the cause isn’t clear from the reports. Instead of trying to build a new process solo, they gather the frontline staff—the people who interact with the system daily—and says, “I’ve hit a wall on how to streamline this. I need your collective, on-the-ground experience to help me build a better, practical process.” This approach generates immediate, actionable solutions that work in reality, while simultaneously elevating their staff from doers to strategic partners in the company’s continuous improvement.
Book Recommendation on Vulnerable Leadership 📚
I recommend: Dare to Lead by Brené Brown.
Why: Brené Brown’s research-backed approach defines leadership as “courage over comfort.” She provides a clear framework for why vulnerability is the fundamental skill set of brave leadership. The book gives leaders practical, actionable steps on how to cultivate courage, build trust, and have the tough conversations that Georgette Mosbacher’s quote encourages. It perfectly explains the how and why behind showing your staff that you need them.