Vulnerable and Democratic Leadership: Humble Leadership Profile #3
The Science Museum of Minnesota impacts over a million people from around the world every year through trips to the museum, school visits, traveling exhibitions and Omnitheater films. It exists, in its own words, to “turn on the science: Inspire learning. Inform policy. Improve lives.” Spearheading that charge is its humble leader, Alison Brown, the museum’s president and CEO.
A mathematician by education with a background in finance and an MBA from the University of Chicago Booth School of Business, when Alison went into business, there were very few women in the roles she aspired to. And she admits to feeling the pressure. “Every job I’ve gone into,” she reveals, “I’ve gone into it thinking they’ll realize they’ve made a mistake.”
Her response to those feelings has been to talk with people. Make a network. Start learning. And above all, to always do more listening.
“I get very excited and have to remember to stop, hold back and try to be the last one to speak,” she says. “Any point where I’m trying to dominate is my insecurity, so I try to hold back. That’s the sign of a confident leader — someone who doesn’t have to dominate.”
Talk about a humble leadership statement.
I had the chance to speak with Joanne Jones-Rizzi, the museum’s VP of STEM Equity and Education, about her experiences working with Alison. Here’s how she describes Alison’s humble leadership
It’s Democratic Leadership
While Alison understands that she’s ultimately the leader and has to synthesize opinions and make the decision, she’s inclusive in her decision-making process, striving to understand the full range of questions, issues, concerns, and how different people might respond.
One byproduct of this approach is that it radiates trust. As Joanne says, “She will listen to strong perspectives. She’s put me in this job and trusts me to do the job. That translates to a relationship.”
It’s People-Driven
Alison’s clearly true to her personal commitment to listening. She asks questions and remembers things people share with her. She understands that employees are people, and so she creates an environment where they can bring their full personalities and lives to work. One of the ways she makes sure she’s tuned into what’s going on with the people around her is to block time on her calendar to “Walk Around the Building” and talk with people.
It’s a Model of Vulnerability
As Joanne puts it, Alison models psychological safety by bringing her whole self to work. Soon after she joined the museum, for example, she broke her ankle badly. At staff meetings, she was open about the challenges of having to move to Minnesota from California with limited mobility. In another instance, she began a strategic meeting with 40-50 people by responding to an editorial about immigration and how it related to her recent move to a new place from another location. In big ways and small, she shows that it’s OK to be vulnerable.
Watch the inspiring highlights of my interview with Alison Brown here. Read more Humble Leadership profiles here.
Comments are closed here.