Vulnerability and authenticity are not signs of weakness—they are the cornerstones of strong leadership and a thriving business. Leaders who are unafraid to show their true selves, admit their mistakes, and embrace uncertainty create an environment where employees feel empowered to take risks and grow. This culture of trust, openness, and learning is a key driver of business success, allowing organizations to innovate, adapt, and ultimately achieve their goals. When vulnerability is welcomed in the workplace, it becomes a powerful tool for personal and professional growth—both for individuals and for the organization as a whole.
At the heart of vulnerability in leadership lies authentic communication. While connection and communication are often recognized as essential for success, their true value only emerges when they are genuine. Authentic communication isn’t about carefully crafting messages or putting on a polished persona—it’s about being real. It’s about showing up as your true self and opening yourself up to others.
Vulnerability in leadership doesn’t mean sharing every personal detail of your life; it means showing that you are human. It’s about saying “I don’t know” when you don’t have the answer, instead of pretending to be an infallible expert. This type of honesty breaks down walls and encourages a sense of trust among employees. When employees feel that their leaders are real and accessible, they’re more likely to open up, share their ideas, and take creative risks.
The Power of Saying “I Don’t Know”
One of the most empowering things a leader can say is “I don’t know.” It’s a phrase that might seem counterintuitive in a world that often values knowledge and certainty. However, embracing uncertainty and admitting a lack of knowledge is actually a sign of strength, not weakness. Many leaders naturally adopt this approach to leadership. Instead of pretending to have all the answers, they acknowledge when they are unsure and then take the next step of finding the solution.
Following up with a commitment to find the answer and follow through is essential to turning vulnerability into a source of power. It signals that not only are you authentic, but you are also committed to finding solutions, learning, and growing—qualities that inspire confidence in others. When employees see their leaders embrace uncertainty, they feel more comfortable doing the same. They understand that taking risks, admitting mistakes, and asking for help are all part of the growth process.
Creating a Culture of Growth and Risk-Taking
Authenticity and vulnerability in leadership create a culture where taking risks is encouraged and failure is viewed as a learning opportunity. Employees who see their leaders admit that they don’t have all the answers are more likely to take calculated risks themselves. In such an environment, mistakes are not seen as failures to be avoided, but as stepping stones to innovation and improvement.
A leader who is unafraid to show vulnerability creates a ripple effect throughout the organization. Team members who feel safe to express their own uncertainties or propose unconventional ideas without fear of judgment contribute to a culture of experimentation and growth. They’re more likely to take ownership of projects, offer creative solutions, and collaborate with their colleagues in new and exciting ways.
The Exhaustion of Maintaining a Facade
One of the key reasons why authenticity and vulnerability are so powerful in the workplace is that pretending to be perfect is exhausting. Leaders who feel the pressure to maintain a flawless facade can quickly become drained by the effort of constantly keeping up appearances. Pretending to have all the answers, knowing everything, or being “on” all the time requires significant energy—and it often leads to burnout.
Instead, when leaders are authentic, they free themselves from the burden of having to be perfect. They embrace their own limitations, acknowledge that they don’t know everything, and seek input from others. This approach not only leads to more effective leadership but also fosters an atmosphere where employees are empowered to contribute in ways that align with their own strengths.
Ultimately, embracing vulnerability and authenticity in leadership is not just about creating a supportive work environment—it’s also about driving business success. By encouraging open communication, collaboration, and risk-taking, leaders pave the way for greater innovation and adaptability. Teams that are encouraged to be vulnerable and authentic are more likely to come up with creative solutions, embrace change, and continuously improve processes. In a business landscape where agility and innovation are key to staying competitive, these qualities are invaluable.
Moreover, leaders who embrace vulnerability inspire loyalty and trust, which are essential for building high-performing teams. Employees who feel connected to their leaders and are given the freedom to express their ideas and opinions are more likely to be engaged and motivated. This, in turn, leads to higher levels of productivity, job satisfaction, and overall organizational success.
Identify one area at work where you’ve been holding back because you are afraid or worried—whether it’s asking for help, admitting a mistake, or sharing an idea you’re unsure about. This month, take one brave step to show vulnerability in that area.
Examples:
We’ll be talking about connection and communication throughout this book; they’re both important to your success as a leader. But neither is worth anything if they’re not authentic. Authentic communication is also vulnerable communication because it opens you up to the other person. Being authentic means that you’re showing the real you, not the practiced, polished persona you put on like your best interview suit.
Being authentic is being unafraid to say you’re not perfect or that you don’t actually know it all. For some reason, I’ve never been afraid to say “I don’t know.” It has never occurred to me to try to hide my lack of knowledge from clients, my employees, my bosses, or my peers, even when I’m hired to be an expert. I never see saying “I don’t know” as a weakness. Part of that is that I always follow “I don’t know” with an important addendum: “But I’ll find out and get right back to you with the answer.” And I always make sure I do.
Admitting that you don’t know it all is a cornerstone of being authentic; if you can’t admit to gaps in your knowledge or experience, you’re wasting a lot of energy keeping up a front and pretending you do. Frankly, I find the very thought of that exhausting.
I remember a moment early in my career that was my first warning signal about inauthentic communication from a leader. During my onboarding as a branch manager, I received a disturbing piece of advice: “If you’re asked something, never say, ‘I don’t know.’ Call me, and I’ll give you the answer.”
Yikes. I wondered to myself how I’d get through the first few meetings, having to call my manager every ten minutes or so to touch base with my answer lifeline. It was a chilling preview of this manager’s communication style. And it was one of the reasons I committed to saying “I don’t know” whenever it was true; I also encouraged my team to do the same.
Chris Ballard, GM for the Indianapolis Colts, explains how it became more and more difficult to get honest feedback the higher he climbed in an organization. He understands it’s not so easy to tell the GM of an NFL team that he is wrong (unless you’re on Twitter, which is ablaze with people pointing out his mistakes). But for people who work with him, from assistants to scouts to coaches, he values their opinions. “Tell me what you think, not what I want to hear,” he says. “It may make someone mad at first, but the feedback is better for everyone.” He works to create a culture where people are encouraged to speak up.
When you allow your team members to admit they don’t know something, you also encourage and engage their sense of curiosity. Instead of seeing probing questions as challenges to their authority, they can get curious about the answers. They can reconnect with the intrinsic satisfaction of learning and growing on the job. They can also relax; they come to understand you hired them for who they are and what they’ve learned so far—and for what they can learn from their new experiences.
