“I don’t know the answer.” “I made a mistake.” “I need help.”
These phrases terrify many leaders. We’ve been conditioned to believe leadership requires projecting constant strength, certainty, and infallibility. This outdated notion isn’t just wrong—it’s actively undermining your leadership effectiveness.
The research is clear: strategic vulnerability—the willingness to acknowledge limitations and show appropriate openness—is not a leadership weakness but a catalytic strength.
Brené Brown’s groundbreaking research reveals that vulnerability forms the foundation of innovation, creativity, and change. When leaders model vulnerability, they create psychological safety that enables teams to take risks, share ideas, and admit mistakes that lead to crucial learning.
But there’s a critical distinction between effective vulnerability and simply “oversharing.” Strategic vulnerability serves a purpose—it builds trust, fosters connection, and models the human behaviors that drive organizational success.
When Satya Nadella took over as Microsoft CEO, he publicly admitted the company had lost its way and needed to transform its culture. This vulnerability, coming from the top, signaled permission for everyone to acknowledge reality and begin the hard work of change. Microsoft’s subsequent renaissance wasn’t despite this vulnerability—it was because of it.
In my own consulting practice, I’ve observed that the most effective leaders practice what I call “calibrated vulnerability”—showing openness that’s appropriate to the context and in service of larger goals. They understand when vulnerability will build trust and when it might undermine confidence.
To implement strategic vulnerability in your leadership:
First, start meetings by admitting what you don’t know, creating space for others to contribute their expertise.
Second, publicly acknowledge mistakes and share what you’ve learned from them.
Third, ask for help when needed, demonstrating that needing support isn’t weakness but wisdom.
A banking executive I worked with transformed her team’s performance by changing one simple practice: at the beginning of strategic discussions, she began by sharing the limitations of her own thinking and inviting contradictory perspectives. The resulting diversity of thought led to significantly better decisions.
The vulnerability imperative doesn’t mean exposing every insecurity or overwhelming others with personal disclosures. It means strategically lowering your guard to build authentic connections and create environments where the best ideas can emerge.
Remember, your team doesn’t need you to be perfect—they need you to be real. In a world of carefully curated leadership images, your strategic vulnerability stands out as authentic and inspires others to bring their full selves to work.