Recently, on my podcast, Unpacking the Backpack, I shared some thoughts on the importance of vulnerability as a leader. Below, I take a deeper look at this concept.
For way too long, we've been sold a bill of goods about what leadership looks like. The old-school playbook said a great leader is a superhero—unflappable, all-knowing, and always in control. They were taught to never show a crack in the armor, to project an image of perfection. This outdated ideal, however, is not just broken; it's actively sabotaging our efforts to build resilient, innovative teams. We’ve seen this play out in organizations worldwide, where a culture of fear and control stifles creativity and prevents people from taking the risks needed for growth.
What if the most powerful move you could make is to simply admit, "I don't know"? Or, "I messed that up"? Or even, "I need help"? This isn't about being weak. In fact, it's the exact opposite. True leadership is about having the courage to be seen for who you really are, flaws and all. This isn't some fluffy "soft skill." It's a foundational shift in how we build trust, innovate with purpose, and create a culture where people don't just survive, they thrive.
Vulnerability Isn't Weakness; It’s a Superpower
Let's address the elephant in the room. The biggest misconception is that vulnerability is a sign of weakness. When people hear the word, their minds jump to emotional fragility or a lack of competence. The fear is that if you let your guard down, you’ll lose the respect of your team, and your authority will evaporate. That fear is a major roadblock, but it's built on a false premise.
Think about it: is it weak to stand in front of your people and say, "We've hit a wall here, and I don't have the perfect answer"? No way. That's a profound act of courage. It takes guts to be transparent about a challenge and even more guts to admit you don't have all the solutions. As Brené Brown, a trailblazer in this field, and other researchers have taught us, vulnerability involves "uncertainty, risk, and emotional exposure" (Fong, 2021). In a leadership context, it's about being willing to show up and be seen when you can't control the outcome. It’s telling your staff, "This change is a huge lift, and it’s going to take all of us. I can't do it alone." That’s not weakness; it's a declaration of shared purpose. It’s an act of courage because it requires you to be honest with yourself and your team about your limitations. You can’t build a strong foundation on a false front of perfection. Instead, you build it on the solid ground of authenticity.
Building a Culture of Psychological Safety
So, why go through all this? Why risk showing your human side? Because the payoff is massive, and it directly impacts your team’s performance. When you lead with vulnerability, you create a powerful environment of psychological safety.
Psychological safety is a shared belief that a team is a safe place for interpersonal risk-taking (Edmondson, 1999). It’s a culture where people feel comfortable speaking up, asking questions, admitting mistakes, and sharing crazy ideas without fear of being shamed or punished. When a leader models vulnerability, they give everyone else permission to do the same. This isn't just my opinion; it’s backed by some of the most compelling research out there. Google’s Project Aristotle, for example, spent years analyzing hundreds of their teams to figure out what made them tick. The number one factor for team success wasn’t the skill of the individuals or their tenure; it was psychological safety. When you foster this kind of safety, you unlock innovation, boost problem-solving, and accelerate learning. How many amazing ideas have been lost because someone was too afraid to suggest them? Vulnerability is the key that unlocks that door.
Beyond psychological safety, leading with vulnerability builds authentic trust. You can't demand trust with a title; you have to earn it through consistent, honest behavior. When you're open about your struggles or your mistakes, you become relatable. Your people see you not as a distant authority figure but as a partner in the work. This creates a deeper sense of loyalty and commitment. They're more willing to go the extra mile for a leader they respect and trust. It also cultivates empathy, which is crucial for a modern workplace dealing with burnout and mental health challenges. Research by Nembhard and Edmondson (2006) shows that when leaders are perceived as vulnerable, it encourages employee voice and strengthens team effectiveness.
Actionable Steps: How to Start Small
How do you actually do this? It’s not a switch you can just flip. It's a muscle you have to build slowly and deliberately.
First, get real with yourself. What makes you feel vulnerable? Is it admitting you don't know an answer? Apologizing for a mistake? Asking for help? Once you pinpoint your triggers, you can start small.
A great next step is to model accountability. If you mess up, own it. Say, "I dropped the ball on that deadline, and I take full responsibility. Here’s what I learned, and here’s how we'll adjust." No excuses, no blame game. This is a powerful, low-risk way to show vulnerability. Another simple action is to ask for help. Instead of presenting a top-down plan, try saying, "I'm not sure what the best approach is here. What are your thoughts? I'd really value your input." This not only shows your human side but also empowers your team, making them feel like true partners.
Finally, be a human being. Share a brief, non-work-related story. Maybe it's a challenge you're facing with a home project or a new hobby you're trying. It's about building genuine connection, not oversharing personal details.
Remember, this is about being purposeful. The goal isn't to air all your dirty laundry. It's to share enough to build connection and trust without making your staff uncomfortable. The litmus test should be simple: "Is this in service of the students we serve and our core mission?" If the answer is yes, you're on the right track. If not, you might be veering into oversharing territory.
The Path Forward
So, what’s your move? This isn't a one-and-done deal. Vulnerability in leadership is a continuous practice. It's about taking one small, intentional step at a time. Apologize for a minor error. Ask for help with a non-critical task. Share a moment of genuine uncertainty. Don't try to change everything overnight. Just take one small risk to be seen for who you are, not for who you think you're supposed to be.
You’ll likely find that instead of losing respect, you'll gain it. Your team won't see weakness; they'll see a fellow human being who has the courage to connect. Vulnerability is no longer a "nice to have" skill; it's a core competency of modern leadership. It's the key to unlocking trust, innovation, and a resilient culture that can weather any storm. Find one small way to be vulnerable this week. Maybe it's admitting a mistake, maybe it's asking for help, or maybe it’s simply saying, “I don't know, but let's figure it out together.” The most powerful leaders aren't the ones who pretend to be perfect; they're the ones who have the courage to be real.
Edmondson, A. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350–383.
Fong, C. (2021). The benefits of leader vulnerability in times of crisis. Organizational Dynamics, 50(1), 1-8.
Nembhard, I. M., & Edmondson, A. C. (2006). Making it safe: The effects of leader inclusiveness and professional status on psychological safety and improvement efforts in health care teams. Journal of Organizational Behavior, 27(7), 941–966.
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