Organisations strive to articulate and connect the organisational purpose with the organisational culture (the why we are here and the how we do things here). When something matters to us, we express our emotional state, essentially this is our vulnerable state, by expressing our vulnerable state we have connected and engaged with the thing that matters to us.
In the last month how often have you expressed your vulnerability in the workplace? Being your authentic self is allowing yourself to be vulnerable by sharing your experiences and insight, yet it is having a trusted environment and culture that creates the inclusion of bringing your authentic self to work. At the same time building trust through vulnerability and sharing life experiences creates the beginning of accepting we all have a voice, we are all being heard and we can collectively through each of our actions and behaviours take strides to break down barriers where they might occur.
When you ask your colleague “how are you?” or when you invite them to contribute at a meeting and you maintain confidentiality, you are building trust and inclusion in the workplace. Inclusion and trust are developed overtime, like building a Lego house, one piece at a time, and one step at a time, and our vulnerability glues the Lego pieces as it evolves and grows as we connect in the moment. Vulnerability is the same emotional connection irrespective of our identity yet it’s how we display our vulnerability which makes it unique to each of us.
Is vulnerability a bias? If we recognise, we all have biases based on our assumptions. How do we feel when we experience our own vulnerability and when our colleagues share their vulnerability or emotional state? If we feel awkward why is that, when it’s a mechanism of connection to our organisational purpose and culture. Bringing your whole authentic self to work can only harness our connection with our organisation. Connecting with our workplace culture and organisations purpose is also a means of connecting with our bias to be inclusive.
The social contract facilitates an opportunity for us to recognise and challenge our bias. When we connect in the moment with our bias and the vulnerability we experience, we can mitigate any awkwardness we might experience. As we continue to support different forms of inclusion, from the protected characteristics, socio-economic, wellbeing and mental health our vulnerability plays a role and a catalyst to connect.
Our vulnerability inspires our leaders to learn and acknowledge the actions required to mitigate bias, our colleagues are inspired to lead with their insight and experience and recognising our bias towards vulnerability can only inspire us to continue to take steps to evolve our wellbeing, diversity and inclusion strategies as we support and enable our colleagues to unlock their talent and thrive.
Our organisational purpose and culture require us to connect and engage authentically with our colleagues and in turn this trust enables a culture of inclusion through our vulnerability to express our emotions to the thing that matters in our workplace.