Coaching Highlight: Vulnerability

On top of pressures here at the office, I’ve been struggling with some things at home.

Insight

David bravely chose to be vulnerable with his management team and family. He demonstrated this when he did the following:

• Apologized to the team
• Shared personal information and feelings
• Admitted to Simon mistakes he had been making
• Asked Simon to help him

Many people assume that showing vulnerability will erode their authority. The truth is, it does the opposite.

Vulnerability takes strength. It changes the dynamic of a conversation and, over time, reshapes the relationship. When leaders demonstrate vulnerability, they invite authenticity in return. Boards and leadership teams that lack this quality often stall in shallow discussions—never naming the real issues, never growing in trust.

David’s example shows that vulnerability is not about oversharing or dramatizing your struggles. It is about being real enough that others can connect, trust, and contribute with greater honesty.

Reflection

• Do you see vulnerability as a strength or a weakness? How has that belief shaped your leadership style?
• In what ways do you hold back from being open with your team or board? What impact might that have on trust and collaboration?
• Think of a time when someone else’s vulnerability encouraged you. How did it change your perception of them—or your willingness to be open yourself?
• How would your board conversations deepen if each member felt safe enough to bring their full selves into the room?

Exercises

1. Apology in action: Recall a recent mistake in your role as a leader or board member. At your next meeting, take a moment to apologize for it plainly and sincerely. Notice how people respond.
2. Ask for help: Identify an area where you feel unsure. Instead of pushing through alone, ask a peer or colleague for input. This both strengthens the relationship and sets the tone for others to do the same.
3. Name your mentor: In your next meeting, point out something you learned from a colleague and give them credit for it.
4. Vulnerability roundtable: With your board or team, try a simple exercise in which each person shares one current challenge—personal or professional. Keep it brief, but notice how the room changes when people are willing to go first.