In a complex and uncertain world that demands constant learning and agility, the most apt and adaptable leaders are those who are aware of their limitations, have the necessary humility to grow their own and others’ potential, and are courageous and curious enough to create sincere and open connections with others. They build inclusive team climates with psychological safety that foster constructive criticism and dissent.
Above all, they embrace the truth: They are more interested in understanding reality than in being right and are not afraid to accept that they were wrong. This allows them to welcome criticism — not because they like it any more than the rest of us, but because they know it’s necessary in order to make progress.
What can you do to cultivate a more vulnerable style of leadership? Here are some appliable recommendations:
Start with the truth and share your candid perspective with others, what you know, and what you don’t know. Although it is easy to tell people what they want to hear, the best leaders tell people the truth, no matter how traumatic. When you are clear about the challenges ahead, you help your team. Being open about your weaknesses is the ultimate sign of strength.
Ask for help. Leadership is not heroic. It is not about the actual person in charge; rather, it is unlocking the forces that bring people together as a team. This requires you to be honest about your vulnerabilities and your need for support from team side. This authenticity will increase their commitment to the organization and will unleash their ideas and energy to tackle the challenges at hand.
Expand your comfort zone. One of the reasons so many people fail to develop into highly effective leaders is that they stagnate, operating on autopilot, self-perpetuating their habits, and repeating what has worked in the past. This is why playing to your own strengths can be a recipe for disaster: Unless you work on your defects, you won’t develop new skills. Yes, this will make you seem vulnerable in the short term, because your performance will always suffer when you are learning a new skill or behavior. But it can only make you stronger in the long term.
When you make a mistake, admit it and apologize in front of your colleagues. When you do so, no matter how disappointed your team members are, they will appreciate your honesty and trust you more than if you lie to them. The short-term sense of invincibility you may experience when you refrain from admitting your mistakes is (a) short-lived and (b) delusional.
Being vulnerable creates a space for leaders to let others into their heads. If you’re having a difficult meeting and you’re not on the same page, it’s ok to step back and say, “I’m in a bad mood and can’t cope with this right now. Can we try it again tomorrow?” That’s the sort of conversation that doesn’t often happen in organizations, but showing that you can be emotionally vulnerable permits others to be vulnerable too.
