Why vulnerable leadership matters

Leaders across the globe were once conditioned to avoid showing vulnerability and to never admit to mistakes. This leadership style, rooted in hierarchical structures and a top-down approach, prioritised retaining power and control. Although this model is clearly being phased out, Deloitte’s Well-being at Work survey suggests that we’re still not where we need to be in terms of sharing vulnerabilities with our employees. A situation that illustrates the ongoing need for more authentic, vulnerable leadership to build a truly engaged and collaborative workplace.

The benefits of vulnerable leadership

Jacob Morgan, author of ‘Leading with Vulnerability’, defines a vulnerable leader as “a leader who intentionally opens themselves up to the potential of emotional harm while taking action (when possible) to create a positive outcome.” Embracing this strength from authenticity builds trust and enhances communication. Leaders who share their challenges openly not only humanise themselves but also create an environment where employees feel safe to express their ideas and concerns. This transparency creates a culture of open dialogue essential for innovation and continuous improvement.

Moreover, by forming stronger connections with their teams, vulnerable leaders cultivate a supportive network. These bonds mean that team members are more likely to support their leaders robustly, contributing to reliability and the smooth delivery of projects. In an environment where leaders show vulnerability, employees are often more committed and willing to go the extra mile, knowing their contributions are valued and their voices heard.

Embracing our vulnerabilities

At TSA Group, we believe in the power of learning from our experiences, including our missteps. In our video series ‘Mistakes That Made Me’, our leaders share candid stories about their professional challenges and the valuable lessons they learned along the way. These insights not only make our leadership relatable but also demonstrate how embracing vulnerability can drive significant personal and organisational growth.

Steps towards vulnerability in your leadership

Embracing vulnerability in leadership isn’t just about openness; it’s about constructive transparency. Morgan highlights an important caveat:

“While vulnerability has been talked about for many years now, it’s clear that vulnerability at work (specifically for leaders) is not the same as it is in our personal lives. We have a different dynamic at work with hierarchy, employees, bosses, projects, deadlines, customers, salaries, and the like. My argument is that simply being vulnerable at work, where you show up each day talking about the gaps you have, can cause more harm than good. The solution is to not just share the gaps you have, but demonstrate what you are trying to do to close those gaps.”

This advice underlines the need for strategic vulnerability—where leaders not only share their challenges but also their active efforts to overcome them. Vulnerable leaders should harness openness without overburdening their teams. To effectively implement this balanced approach, consider the following actions: 

1. Identify and communicate challenges openly: Start by acknowledging the challenges you face, but don’t stop there. It’s crucial to also share your strategies for addressing these challenges. This reassures your team that while hurdles are present, they are being managed proactively.
2. Ask for help and encourage solutions-oriented feedback: When discussing vulnerabilities, actively create an environment that encourages team members to contribute ideas. This not only facilitates collaborative problem-solving but also directly shows your trust in your team and their abilities to find solutions and innovate.
3. Lead by example in problem solving: Show your commitment to improvement by taking tangible steps towards solving the issues you disclose. Doing this builds credibility and inspires your team to embrace a similar approach to challenges.
4. Balance vulnerability with assurance: While sharing your vulnerabilities, reinforce the team’s strengths and the strategic direction of the organisation. This approach ensures that while you are open about challenges, you also affirm your confidence in the team’s ability to overcome them. Maintaining this balance is crucial for keeping morale high and ensuring that the team feels secure and motivated.
5. Regularly review and adapt your strategies: Demonstrate that vulnerability leads to action by regularly updating your team on your progress and adjusting your strategies based on feedback and results. This ongoing process shows a commitment to continuous improvement and responsible leadership.

Leading with vulnerability

In environments where leaders embrace vulnerability, a culture of honesty and cooperative learning thrives. Such leadership does not merely involve disclosing personal challenges or professional setbacks; it entails fostering a space where openness leads to mutual trust and enhanced collaborative efforts. It’s an approach that invites every team member to contribute their best, supported by a foundation of transparency and shared purpose. 

By prioritising vulnerability, you can catalyse a transformation in the workplace dynamics, creating an atmosphere where learning from each other, adapting to challenges, and making collective decisions becomes the norm rather than the exception.

TSA are Australia’s market leading specialists in CX Consultancy and Contact Centre Services. We are passionate about revolutionising the way brands connect with Australians. How? By combining our local expertise with the most sophisticated customer experience technology on earth, and delivering with an expert team of customer service consultants who know exactly how to help brands care for their customers.