Demonstrating Vulnerability

Valuing Vulnerability as a Leadership Trait

To some, vulnerability may sound like a liability. It conjures notions of risk and exposure. In reality, vulnerability is a powerful leadership trait.

Patrick Lencioni, a thought leader on teams and leadership, hits the nail on the head: “Great teams do not hold back with one another. They are unafraid to air their dirty laundry. They admit their mistakes, their weaknesses, and their concerns without fear of reprisal . . . Teamwork begins by building trust. And the only way to do that is to overcome our need for invulnerability.”

Have you ever visited a redwood forest? Those trees are giants: taller than most buildings, hundreds of years old. But their roots actually only go down about 10 feet. The secret of their strength is their interconnectedness. Their root system is a wide stretching collaborative support that allows the whole forest to stand tall through centuries of storms.

Can we admit this is not where most leaders draw strength? A lack of trust, support, safety, or willingness to lean on each other is more descriptive of the landscape many of us live in. But like the redwoods, there’s strength in abandoning the façade of invulnerability, being open about your doubts, struggles, and questions, and making it safe for your team to show up and succeed together.

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Vulnerability Is a Proven People-Leader

When a leader is willing to say, “I don’t have all the answers,” they create a vacuum where people see their contributions will matter. It makes it not only safe but rewarding to try something, even if it might not be perfect. It triggers people to step up to the plate themselves, rather than sitting back in fear or criticism, and this human behavioural pattern is well-recorded.

First, take Satya Nadella at Microsoft. When Nadella took the helm, Microsoft was still a tech giant, but it wasn’t exactly buzzing with innovative energy. Nadella didn’t pretend to have all the answers. Instead, he openly talked about transforming the company’s culture—about collaboration, learning, and humility. He shared his own stories, his family struggles, his doubts. That kind of honesty made people trust him more, and suddenly, the company started to feel more dynamic and open. Microsoft’s stock soared, and the company started innovating like never before.

Similarly, take Howard Schultz of Starbucks. He has always been open about his humble beginnings and challenges, and rather than earning disrespect, this made him more relatable. Customers and employees alike felt they could trust him because he wasn’t hiding anything. That authenticity helped Starbucks grow into a global brand with loyal fans.

Admitting uncertainty or a lack of expertise might seem counterintuitive for leaders used to projecting confidence. Daniel Goleman, a seminal writer on emotional intelligence, emphasizes that leaders who admit they’re unsure or make mistakes create a space where creativity and engagement flourish. Leaders acknowledging they don’t have the answer actually opens the door to dialogue and collaboration. It transforms top-down monologues into meaningful, trust-building conversations.

In contrast, the refusal to show vulnerability can damage credibility. Take Elizabeth Holmes of Theranos. Holmes was all about projecting confidence. She claimed her blood-testing tech was revolutionary, even when it was clear things weren’t adding up. She refused to admit faults, and her unwillingness to be vulnerable eventually led to her downfall. Once the truth spilled out, trust evaporated, and her reputation was shattered.

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The Pitfalls of Traditional Leadership Models

Despite advancement of knowledge around progressive leadership, the old-school concept of command and control is still very prevalent in the world of business. Many leaders still cling to the “do as I say” style, believing that any show of doubt or emotion will damage their credibility.

But that approach often backfires. Employees become hesitant, innovation stalls, and the organization can become rigid and out of touch.

Consequences to Avoiding Vulnerability

When a leader consistently plays it safe—masking their fears and doubts—they inadvertently set the tone for the entire culture: one of suspicion, fear, and disengagement.

• Erosion of Trust: When people sense their leader isn’t being authentic or transparent, they start to doubt whether leadership is reliable or genuine. Trust is the foundation of any effective team, and without it, collaboration crumbles.
• Fear of Speaking Up: If leaders act as if they have all the answers, employees might hesitate to speak up with ideas or concerns. Instead, they keep quiet for fear of being judged or reprimanded. Over time, this creates a culture where risk-taking is avoided and innovation stalls.
• Disengagement and Burnout: When team members feel that their leader isn’t approachable or that their own struggles are hidden behind a mask, they may become disengaged. They might even start to question whether their efforts are truly valued, leading to burnout and turnover.
• Stunted Growth: Leaders who don’t show vulnerability miss out on the chance for genuine learning and growth. They can’t admit where they’re wrong or ask for help, which stifles their development—and that of the organization.

Humans might idolize leaders for a while, but the minute they spot cracks in the façade (and that cannot be avoided), the let-down of imperfection combined with the leader’s continued projection of perfection is devastating to trust levels.

Meanwhile, leaders who show authentic vulnerability, a commitment to growth, and a loyalty to their team set different expectations. They send the message: “I’m human, too. I don’t have all the answers, and that’s okay.” That creates strong bonds of trust, psychological safety, and mutual investment by the whole team, which is a far more strategic method for long-term resilience than a façade held together by willpower (and deception).

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The Business Cost of Avoiding Vulnerability

Let’s not forget there’s a real cost beyond morale. The long-term impacts are tangible.

• Innovation Bottlenecks: Fear-based cultures inhibit creativity. New ideas rarely emerge in environments where mistakes are punished or hidden.
• Reduced Organizational Agility: An organization that doesn’t embrace vulnerability is slow to adapt. Leaders who can’t pivot or acknowledge missteps slow down decision-making in crucial moments.
• Financial Underperformance: Trust and engagement are linked to performance. Companies with transparent, authentic leadership often outperform their less vulnerable counterparts both in revenue and employee retention—sometimes significantly.
• Reputational Damage: In the age of social media and instant feedback, a lack of genuine vulnerability can backfire. Leaders who come across as inauthentic risk losing credibility not just internally but externally as well.

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Why Do Leaders Still Resist Vulnerability-Based Leadership?

With all of this laid out, why are leaders still so intent on clinging to the old playbook and avoiding vulnerability?

It’s often rooted in persistent myths that vulnerability leads to loss of control, loss of respect, loss of reputation, susceptibility to replacement or attack… a whole list of things that these leaders are afraid of.

But these fears are costly. Rather than helping them avoid all these things they fear, the “toughness is strength” approach opens them up to these very issues, but from a direction they aren’t prepared for. It’s not immediately obvious, but the damage of withholding vulnerability gradually unfolds, through missed opportunities, quiet disengagement, and stalled growth.

Conversely, leaders who are willing to embrace vulnerability as a leadership strength are often seen as more credible and trustworthy. They inspire loyalty because they’re relatable. These leaders foster a culture where honesty and learning are valued over perfection and bravado.

The Tangible Payoffs of Vulnerability

How does vulnerability pay off? It’s not just about being nice or emotional; vulnerability has real benefits:

• Trust and Psychological Safety: When leaders are honest, people feel safe to speak up, share ideas, and admit mistakes. This trust fuels collaboration.
• Stronger Relationships: People connect with leaders who are real. That connection breeds loyalty and motivation.
• Innovation and Flexibility: Admitting uncertainty opens the door for new ideas and approaches. It keeps the organization adaptable.
• Retention and Engagement: When employees feel valued and trusted, they stick around and give their best.
• Financial Performance: Trust and innovation translate into better performance and, almost always, higher revenues.

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Practical Strategies for Leading with Vulnerability

Vulnerability in leadership does not require oversharing or emotional exposure. It requires intentionality, emotional intelligence, and courage. Here are actionable ways leaders can begin practicing vulnerability:

• Share Your Doubts: When facing a tough decision, say, “Honestly, I’m not sure what the best move is. What do you think?”
• Own Your Mistakes: When things go wrong, admit it openly. Use failures as learning opportunities rather than hiding them: “I made a mistake on that project, and I’m sorry. Here’s what I learned.”
• Ask for Feedback: Instead of assuming you know everything, invite honest input. “I’d love to hear your thoughts on this.”
• Show Your Emotions: It’s okay to show you are frustrated or excited. Be self-aware, others-aware, and talk about it.
• Foster Openness: Create a safe space for your team to share their worries and ideas without fear of judgment or backlash by responding with openness and affirmation every time they do.
• Recognize Contributions: Give credit to people’s efforts openly. “Thanks for bringing that up. It really helps us improve.”

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Vulnerability Is a Visible Leadership Strength

Making vulnerability the norm is the way of strong and healthy organizations. And know that building a culture where vulnerability is welcome takes time.

Leaders need to model it. That means being real about their own struggles and encouraging others to do the same. We need to celebrate moments of honesty and avoid punishing mistakes—each one is an opportunity to learn. Remember, this is a long game.

When vulnerability becomes part of your leadership style, the payoff isn’t just happier teams, it’s better results. Trust leads to quicker decision-making, innovative ideas, and resilience in tough times. Organizations that embrace authenticity are often the ones that outpace their competitors.

The outdated notion that vulnerability signals weakness is just that—outdated. In today’s business landscape, courage is defined not by perfection, but by authenticity and collaboration. It’s the most strategic kind of strength a leader can have, and the most human too.

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Vulnerability Is a Visible Leadership Strength

Making vulnerability the norm is the way of strong and healthy organizations. And know that building a culture where vulnerability is welcome takes time.

Leaders need to model it. That means being real about their own struggles and encouraging others to do the same. We need to celebrate moments of honesty and avoid punishing mistakes—each one is an opportunity to learn. Remember, this is a long game.

When vulnerability becomes part of your leadership style, the payoff isn’t just happier teams, it’s better results. Trust leads to quicker decision-making, innovative ideas, and resilience in tough times. Organizations that embrace authenticity are often the ones that outpace their competitors.

The outdated notion that vulnerability signals weakness is just that—outdated. In today’s business landscape, courage is defined not by perfection, but by authenticity and collaboration. It’s the most strategic kind of strength a leader can have, and the most human too.