“The secret killer of innovation is shame” – Brené Brown
Given my “slight” infatuation with Brené Brown, it’s comical for me to think that I almost didn’t watch the first video of hers that I encountered. She was speaking to teachers. I’m not a teacher and therefore was wary of how it would be relevant to me. But having heard her name floating around I pressed play, only to realize that it was a 20-minute video!! But as they say – in for a penny, in for a pound.
And that’s how I found myself hearing her say these words:
“No vulnerability, no creativity, no innovation”.
Have 20 minutes ever gone by so fast?
In case you’re unfamiliar, Brené Brown, is a Social Researcher in the area of vulnerability and shame. She defines vulnerability as “uncertainty, risk and emotional exposure”. Her research, even without strictly focusing on innovation, sheds so much light on what prevents innovation from thriving in companies.
Think of the innovation processes in your company, and how many stages a person has to go through in which they render themselves vulnerable:
The list goes on.
But in order for innovation to happen we have to go through these stages, and therefore need to stick our neck out there.
But really, no one likes to be vulnerable.
Now why is that? Brené’s answer – shame. “Every time someone holds back on a new idea, fails to give their manager much needed feedback, and is afraid to speak up in front of a client you can be sure shame played a part”. We have a deep fear of being wrong, belittled or feeling less than other people. And this is what stops people from taking risks.
But if innovation is what we’re after, then we got to get people on track: vulnerability -creativity – innovation.
So how can we encourage people to take that first step – vulnerability?
These next three examples address vulnerability by embracing outcomes, even if they were not the desired ones:
These examples obviously are not intended to just reward failure because they “tried”. Rather it’s to show people that when they are willing to make themselves vulnerable, we’re willing to help them take sensible risks, and that there is just as much that can be learned from success as there is from failure.
A last piece of advice from Brené for the road – In order to develop manager’s abilities to cultivate an openness to vulnerability in their teams, they need to allow themselves to be vulnerable as well. They would lead by example and demonstrate that the picture of the leader needing to know all the answers is no longer the case. In reality, we’re all in this together.
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