What makes a great leader? Beyond the obvious skills like financial expertise and operational management, there’s a set of often-overlooked qualities—vulnerability, humility, and self-awareness—that can transform leaders into authentic, trust-building influencers.
For decades, leadership was shaped by figures like Jack Welch and Lee Iacocca, admired for their confidence and decisiveness. However, today’s workforce, especially Millennials, seeks something more: authenticity. This shift requires leaders to connect with their teams on a human level, embracing their vulnerabilities to foster trust and collaboration.
Why Vulnerability Matters
Vulnerability isn’t about weakness; it’s about openness. By sharing their authentic selves, leaders can build stronger connections with their teams, fostering a culture of trust. Research consistently shows that trust is essential for team success, and vulnerability plays a crucial role in establishing it.
For example, a CEO who struggled to confront a difficult relative in the workplace realised his inability stemmed from a childhood need to please everyone. By recognising this pattern, he confronted the issue head-on, ultimately resolving the conflict and improving workplace dynamics.
Managing Emotional Triggers
Every leader faces moments that trigger emotional reactions—be it a challenging colleague, a boardroom critique, or an activist’s demands. Recognising and managing these triggers is key to effective leadership.
One CEO discovered her need to always “be right” stemmed from childhood patterns. By reflecting on this, she shifted her focus to fostering collaboration rather than dominating discussions, transforming her boardroom dynamics.
Balancing Strength and Vulnerability
True leadership lies in balancing competence with authenticity. Vulnerability doesn’t mean abandoning decision-making authority; it means being open to feedback and showing humanity. Leaders like Apple’s Steve Jobs and Mastercard Foundation CEO Reeta Roy have demonstrated that vulnerability can amplify impact.
Roy’s journey, for instance, shows how humility and openness lead to lasting results. She admitted mistakes, engaged deeply with communities, and transformed how her organisation approached challenges—earning trust and respect along the way.
The ‘To Be’ List
Most leaders rely on “to-do” lists to manage tasks, but few consider a “to-be” list—a guide for how they want to show up. Are they warm and open, or distant and defensive? This mindset shift can have profound effects on leadership style.
Michael Fisher, former CEO of Cincinnati Children’s Hospital, faced this challenge when diagnosed with cancer. By openly sharing his journey with staff and stakeholders, he balanced vulnerability with leadership, earning admiration and trust.
Leading with Openness
Embracing vulnerability requires courage but yields significant rewards. Leaders who show their human side create stronger connections, inspire trust, and foster innovation. To start, ask yourself:
- Do I have the courage to be authentic?
- Am I open to learning from failure?
- How do I want to be remembered as a leader?
By answering these questions and embracing vulnerability, leaders can transform their approach, unlocking their full potential and creating meaningful connections with those they lead.
Click to read more: https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/how-leaders-can-tap-the-power-of-vulnerability
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