Without your team habitually talking with vulnerability to one other, some essential weaknesses will be unacknowledged and unsupported.
I'm using the term weakness with intent. Speaking with vulnerability is not straightforward at first; it involves telling the world what I'm used to hiding about myself. What if they find out? They could reject me, or worse, use this against me. Being vulnerable often feels like testing that theory.
When a team feels strong is when we all act like it's a given that everyone supports one another. When we feel confused about the task, or starting to burn out, we talk about it early with each other, likely realise the whole team is feeling it in some way, and improve the wider system together.
When your team is emotionally agile, being vulnerable becomes part of how you act with each other. That means:
- The trust you have with each other is precious. They got your back, and you got theirs. It's a wholly human experience.
- Your meetings are fun, especially the ones with disagreements. You know how to facilitate each other's perspective-taking.
- You feel what it's like to be part of something that's greater than yourself as an everyday thing.
The third point is subtle yet profound. In an emotionally agile team, your whole identity is open for others to interact with—even the parts not directly linked to work.
The best place to start acting with your full identity is where you're at currently. Invoke a meeting to bring up any and all individual needs, and brainstorm collective ones. Lead the way by sharing stuff you were scared to say, but you wish others understood. Listen intently to what people come up with, and commit to fulfilling those needs. Make that process so fun it starts discussions, and then the normal way you are with one another.
Our pilot programme can help you become emotionally agile. Sign up today.