Shared vulnerability in leadership: Lessons from a year as class representative
14 October 2024
Isaac Omari, an MSc in Global Healthcare Leadership student and class representative, reflects on how shared vulnerability strengthened his cohort.
About the author:
Isaac Omari is an occupational health physician and social entrepreneur with a passion for leveraging workplace health to address global health challenges. His focus lies in reducing the burden of non-communicable diseases by helping organizations embed sustainable health cultures. Committed to equity and social justice in healthcare, Isaac has founded two community-centered initiatives in Ghana aimed at achieving these goals. He is currently pursuing an MSc in Global Healthcare Leadership at the University of Oxford, where he is a recipient of the Director's Award. This joint programme between the Nuffield Department of Primary Care Health Sciences and Saïd Business School aligns with his vision of innovative, impactful healthcare leadership.
A year ago, I sat in awe, pride, and a fair dose of dread as I reviewed the profiles of my prospective classmates for the Masters in Global Healthcare Leadership (MGHL) programme at Saïd Business School. The group was impressively diverse—physicians, surgeons, academics, entrepreneurs, C-suite executives, consultants, and high-ranking nonprofit and public sector officials from across the globe. I felt honoured to be part of such an esteemed cohort but was equally anxious about the thought of navigating a class filled with accomplished healthcare leaders.
Fast forward to today, and not only have I found my footing, but I've also had the privilege of serving the class as one of its representatives. Reflecting on this journey, what strikes me most is the powerful force that has brought us closer and bound us together beyond our titles and resumes: our shared vulnerability. This unexpected glue has transformed my academic experience into a profound lesson in leadership.
Vulnerability, often misconstrued as weakness, is a cornerstone of effective leadership and a marker of courage and authenticity. It's an openness about one's strengths, weaknesses, successes, failures, insecurities, struggles, uncertainties, and a willingness to receive feedback—even when it's uncomfortable. As Brené Brown, a renowned researcher on vulnerability, puts it, "Vulnerability is not winning or losing; it's having the courage to show up and be seen when we have no control over the outcome."
In our MGHL cohort, we demonstrated vulnerability in various ways. Early in the programme, we bonded over shared struggles of balancing demanding careers with academic rigour and personal commitments. I still remember when one classmate posted in our WhatsApp group: "I have a question for all of you. How do you manage your time between work and study?" The flood of candid responses ranging from practical strategies to humorous confessions of procrastination showed that it was okay to admit we were all juggling. More importantly, it affirmed that we were not alone in this struggle.
As the months passed, our shared vulnerability deepened. We supported each other through personal challenges, professional pressures, and life events. We celebrated wins and commiserated over setbacks. This openness has created an enabling environment where everyone thrives and has forged a unique bond that transcends our diverse backgrounds.
From a leadership perspective, this experience has been transformative. As a class representative, I found that our shared vulnerability made decision-making and collaboration remarkably smoother, even amidst conflicting interests. As I ponder the dynamics of our cohort, I can't help but wonder how we can effectively translate this concept of shared vulnerability into the workplace, particularly within healthcare.
Research shows that embracing vulnerability in leadership can increase trust, improve workplace wellbeing and enhance team performance. Amy Edmondson's work on psychological safety further highlights how teams operating in environments where people feel safe to express ideas, admit mistakes, and share concerns without fear of retribution are more innovative and perform better. In healthcare, where stakes are high and mistakes can have dire consequences, creating such an environment can lead to fewer errors and better patient outcomes.
As healthcare leaders, we must ask ourselves: How can we create spaces where vulnerability is encouraged and not tolerated? How can we embed transparency and openness into the culture of our organisations from the top down and bottom up? These are not easy questions to answer, and implementing this approach in a professional setting isn't without challenges such a culture is not without challenges. The hierarchical nature of many healthcare institutions and the high-stakes environment can make vulnerability feel risky. Yet, it's precisely in these environments that shared vulnerability can yield the most profound results.
In the past year, I've learned that leadership is not about having all the answers or projecting invincibility. It's about creating environments where people feel safe enough to be vulnerable, to share their struggles, and to ask for help. As a class representative, this was one of the greatest lessons from my cohort: shared vulnerability strengthens teams. It creates lasting bonds and makes the journey more fulfilling and sustainable.
In healthcare, where burnout and stress are common, fostering a culture of vulnerability can be a game changer. Leaders who admit their own challenges and uncertainties can inspire others to do the same, creating a ripple effect of openness, trust, and collaboration. In an industry where human connection is at the core of care, this kind of leadership can improve the wellbeing of healthcare providers and patients.
Consequently, we must consider creating environments that foster vulnerability at all levels, beginning with us leading by example and demonstrating vulnerability in our actions and decisions. We must intentionally make safe spaces for open dialogue, acknowledge those who speak up about difficulties or mistakes and provide tools and opportunities for workers to express vulnerability constructively.
Our MGHL cohort is united by a shared vision to positively impact global healthcare. But it's our shared vulnerability that has made our journey more meaningful and fulfilling. A shared vision connects us to the future, but shared vulnerability connects us in the present, fuelling our drive to building more resilient, innovative, and compassionate healthcare systems.
Beyond healthcare, I encourage everyone to incorporate vulnerability into daily interactions at home and work. As Brown notes in her book 'Dare to Lead', vulnerability is the birthplace of innovation, creativity, and change — all critical elements not just in the ever-evolving healthcare landscape, but in all aspects of life. The strength it brings might surprise you.
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