A Quote by Patrick Lencioni
On a team, trust is all about vulnerability, which is difficult for most people.
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Achieving vulnerability-based trust (where team members have overcome their need for invulnerability) is difficult because in the course of career advancement and education, most successful people learn to be competitive with their peers, and protective of their reputations. It is a challenge for them to turn those instincts off for the good of the team, but that is exactly what is required.
The hardest thing about being a leader is demonstrating or showing vulnerability... When the leader demonstrates vulnerability and sensibility and brings people together, the team wins.
Vulnerability is based on mutuality and requires boundaries and trust. It's not oversharing, it's not purging, it's not indiscriminate disclosure, and it's not celebrity-style social media information dumps. Vulnerability is about sharing our feelings and our experiences with people who have earned the right to hear them.
If only we arrange our life according to that principle which counsels us that we must hold to the difficult, then that which now still seems to us the most alien will become what we most trust and find most faithful.
Most people believe vulnerability is weakness. But really vulnerability is Courage. We must ask ourselves...are we willing to show up and be seen.
Revenge tries to solve the problem of vulnerability. If I strike back, I transfer vulnerability from myself to the other. And yet by striking back I produce a world in which my vulnerability to injury is increased by the likelihood of another strike. So it seems as if I'm getting rid of my vulnerability and instead locating it with the other, but actually I'm heightening the vulnerability of everyone and I'm heightening the possibility of violence that happens between us.
Teams use trust as currency. If it is in short supply, then the team is poor. If trust abounds, the members of the team have purchase power with each other to access each others’ gifts, talents, energy, creativity, and love. The development of trust then becomes a significant leadership strategy. Trust creates the load limits on the relationship bridges among team members
One of the defining things about my career on camera is I like to play different characters. That gets difficult to do. People don't trust you to do something different. In animation, it's all about trust and how far can you go away from yourself. It's a really marvelous environment that's extremely creative.
All trust involves vulnerability and risk, and nothing would count as trust if there were no possibility of betrayal.
Clashing expectations are what most consistently derail any team, and especially a culturally diverse team. So if you take the time to "define" the goal carefully upfront, you've addressed one of the most difficult and important parts of the innovative process.
I want to share that I had and still do, and a great relationship with Angela Ahrendts. She was the CEO of Burberry. One of the things that I saw her do at Burberry was that every person she screened for a job, they had to go through the trust test. Do they understand what trust even means. Do they consider it in their life. If people didn't pass that part of the test, they didn't get into Burberry, because she wanted a team. It was extraordinary to be with her, because she brought them to the height of their best behaviors, including trust, which is the most important thing here.
Vulnerability is a loaded word, and it can off-putting and terrifying to people. The best moment of my life (and by the way, this actually wasn’t a single moment) was when I realized that I no longer give a damn about what anybody thinks. What you'd talk about as vulnerability, I'd talk about as simply being true to yourself.
The hardest thing about being a leader is demonstrating or showing vulnerability. And that has a lot to do with trust.
There is a difference between vulnerability and telling people everything about yourself. Vulnerability is a feeling. Telling everyone about yourself is just facts and details.
I think one's relationship with one's vulnerability is a very delicate and precious relationship. Most people try to hide, disguise that vulnerability, and in doing that, you, I think, diminish a great source of power.
Trust is the foundation of real teamwork. And so the first dysfunction is a failure on the part of team members to understand and open up to one another. And if that sounds touchy-feely, let me explain, because there is nothing soft about it. It is an absolutely critical part of building a team. In fact, it’s probably the most critical.
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