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Great leaders brim with confidence. They have all the answers and always maintain a professional image. Well, that\u2019s what most management books tell you, anyway. But there\u2019s an alternative school of thinking \u2013 backed by top CEOs \u2013 that promotes “vulnerable leadership.” <\/p>
To understand this kind of leadership style, it\u2019s a good idea to ditch the dictionary definition of vulnerable as “weak.” <\/p>
Because, according to research professor and best-selling author Bren\u00e9 Brown, a vulnerable leader goes “all in,” embraces uncertainty and risks failure. And doing so makes them courageous. [1]<\/p>
In this article. we’ll explore what this philosophy is, how it can benefit you and your employees, and how you can become an effective vulnerable leader.<\/p>\n\n
Let’s take the case of Vineet Nayar. When he became head of IT services company HCL, he worried about leading its 160,000 employees. Taking to the stage for his first speech as CEO, Bollywood music blaring, he ditched the script.<\/p>
Instead, he wiggled, danced down the aisles, and pulled people up from their chairs to join in. With bad moves and an infectious smile, Nayar showed the essence of vulnerable leadership. He was genuine, human and relatable. And people instantly warmed to him. [2]<\/p>
Nayar\u2019s intro might have fallen flat but as J.P. Donlon, editor of “Chief Executive” magazine explains, “The more that leaders open their hearts, reveal their fears and show their authentic selves, the deeper the connections among team members will be, and the more the team will achieve.” [3]<\/p>\n\n
With Gallup reporting that 79 percent of staff considered themselves disengaged<\/a>at work in 2024, and that 51 percent were on the look out for a new job, it\u2019s never been more important for leaders to engage with their people. [4] [5]<\/p> It worked for the CEOs that authors Barry Kaplan and Jeffrey Manchester interviewed for their book “The Power of Vulnerability.” In one case, the new leader of a failing U.S. manufacturer struggled to connect with his team, who found him cold and aloof. <\/p> With KPIs in freefall, the CEO called an off-site meeting. There, he opened up about his confidence issues, how he second-guessed his credentials for the top job and admitted staying on the road \u2013 chasing sales leads \u2013 rather than be rumbled in the office. A clear case of impostor syndrome<\/a>.<\/p> His openness and honesty sparked compassion. His team shared their own fears, and together, they discussed how to support each other and get the organization back on track. [3]<\/p>\n\n When CEOs have impostor syndrome, they question every action and isolate themselves from others for fear of being found out. [6] <\/p> Without the expertise of colleagues, leaders don\u2019t get all the perspectives they need to make informed decisions. This can lead to complacency and mistakes. <\/p> The cure can be as easy as letting others speak. When leaders drop the all-knowing facade and admit their knowledge gaps, great things happen. Staff step up and bring new ideas to the table, and become more loyal and committed. [7]<\/p>\n\n When employees feel confident voicing their opinions, an open, psychologically safe<\/a> culture emerges. People often fear bringing bad news to their managers because they\u2019re worried it won\u2019t go down well.<\/p> So to avoid a bad situation escalating in silence, as a vulnerable leader, you should own up to your own mistakes first. [8]<\/p> That\u2019s what Vineet Nayar did. Vulnerability wasn\u2019t just a one-off performance, it became the backbone of HCL\u2019s “Employees First, Customers Second” philosophy. <\/p> Leaders share successes and failures with the whole organization to create a culture of trust<\/a>, to keep people in the loop and let them spot and solve issues sooner. <\/p>\n\n Beginning to see the benefits of vulnerable leadership? Here\u2019s how you and your team can achieve it. <\/p>\n\n Even if you have an open corporate culture, many employees feel uneasy telling their boss home truths. That\u2019s where a trusted advisor comes in. <\/p> Psychologist Tasha Eurich calls the phenomenon “CEO Disease.” Basically, the higher you get on the corporate ladder, the harder it is to be self-aware and admit weaknesses. [9]<\/p> To overcome the potential of isolation, skewed perspectives, and bad decisions, find an advisor who isn\u2019t afraid to offer you an alternative view, and if needed, check your ego. <\/p>\n\n Once you have someone who can give you honest feedback, don\u2019t be afraid to share your weaknesses and mistakes with your team as and when appropriate. <\/p> When people feel comfortable doing the same, they\u2019ll open up and communicate better. Sharing personal stories and experiences with your “tribe” will reveal you\u2019re imperfect, too \u2013 and help you to connect on an emotional level with your team. [7] <\/p>\n\n As Nayar shows, revealing your vulnerability shouldn\u2019t be a one-off. “On Leadership” authors Robert Goffee and Gareth Jones discovered more inspirational leaders who consistently open up. <\/p> Like this famous entrepreneur, “He is ill at ease and fumbles incessantly when interviewed in public. It’s a weakness, but it’s Richard Branson.” For them, the Virgin founder revealing weaknesses like this showed his followers he was genuine, approachable and human. [7]<\/p>\n\n Run out of ideas? Stuck in a rut? Admit it to your team and you\u2019ll spark new ideas. By revealing your shortcomings, you\u2019ll show it\u2019s OK to try new things \u2013 even if they fail.<\/p> That will put your people at ease bringing forward new ideas they may have kept under wraps. It\u2019s this willingness to take risks that Bren\u00e9 Brown calls the “birthplace of creativity.” [10] <\/p>\n\n An open culture isn\u2019t all bean bags and camomile tea. In fact, Brown recommends that you “create a culture where discomfort is normal.” For her, getting honest feedback, learning, and innovating involves constantly stepping outside your comfort zone. [10]<\/p>\n\n If the words “vulnerable leadership” leave you uneasy, remember it\u2019s just a term. Being an “empathetic,” “human” or “relatable” leader might fit you better. <\/p> You can start with you. Share something about yourself. Admit a recent failure, crack a joke, even. Do that and you\u2019ll lighten the mood, help create an atmosphere where everyone feels comfortable being themselves \u2013 and about bringing valuable new ideas to the table.<\/p> Want to explore some of the ideas and areas raised in this article further? Here are some recommended Mindtools resources:<\/p> It\u2019s a style where leaders show authenticity, admit weaknesses, and foster deeper human connection.<\/p>\n\n It builds trust, encourages openness, and drives engagement by making leaders more relatable.<\/p>\n\n No. It shows courage, emotional intelligence, and a willingness to lead with integrity and empathy.<\/p>\n\n Share failures, seek honest feedback, admit uncertainty, and consistently act with authenticity.<\/p>Why Leaders Must Drop the “All-Knowing” Act<\/h2>\n\n
Building Psychological Safety Through Honesty<\/h2>\n\n
Five Ways to Open up as a Leader<\/h2>\n\n
1. Seek Counsel<\/strong><\/h3>\n\n
2. Get Personal<\/strong><\/h3>\n\n
3. Be Authentic \u2013 Always<\/strong><\/h3>\n\n
4. Admit When You Don\u2019t Know Something<\/strong> <\/h3>\n\n
5. Don\u2019t Get Too Comfortable<\/strong><\/h3>\n\n
Let’s Act<\/h2>\n\n
Frequently Asked Questions<\/h2>\n\n\n\n
What is vulnerable leadership?<\/h3>\n\n
Why does vulnerability help leaders?<\/h3>\n\n
Is vulnerability a sign of weakness?<\/h3>\n\n
How can leaders practice vulnerability?<\/h3>\n\n