Embracing vulnerability in tech
Psych safety. New vulnerability. Role modelling leaders.
The situation
An Australian tech company were determined to create a newfound culture of vulnerability – and they knew they’d be at odds with the tech industry as a whole.
Nearly all of their team members had come from hustle-hard, performance-at-all-costs cultures. In short, they’d come from a world where there is a great big vulnerability vacuum.
What they did
Their leaders enrolled in our Modern Leaders program. To really cultivate vulnerability from the get-go, cohorts were mixed – executive leaders with senior leaders, self-leaders and functional leaders. Some had yet to meet each other before the program began.
The impact it made
Leaders made breakthroughs across the board. There was an increase in confidence, awareness and capability across all six pillars of the program. They practiced Mattering, they increased the amount of empowerment and freedom in their teams, and they instilled new norms about honesty, accountability, and safety to fail.
Leaders connected their teams – teams began coming in more over working remotely, and the general mood and levity increased. And leaders realised they had a lot more in common than they thought. They excelled in similar areas, had similar worries and concerns, and wanted the same thing for the organisation.
