True Leadership Thrives in Vulnerability

Back in 2010, Brené Brown’s TEDx Houston talk made vulnerability a celebrated leadership trait—and yet, more than a decade later, it still feels as relevant as ever. I’ve been struck, time and again, by how leaders who lean into authenticity and vulnerability not only earn trust more quickly but also unlock fresh energy on their teams. I’ve seen it play out in two very different engagements recently, and both reminded me how powerful it can be when a leader admits “I was wrong” or “I don't have all the answers.”

In one recent engagement, at the close of a two-day retreat, a leader paused to admit they’d misjudged their team’s engagement style, assuming the group would be quiet and reserved. Instead, they witnessed active participation and vibrant energy, prompting reflection on how they might communicate differently. That moment of self-reflection didn’t overhaul the agenda; instead, it honored their team’s enthusiasm and potential, making everyone feel seen, valued, and celebrated.

In another project, a co-founder and director of an organization in the midst of rebuilding their team showed up to the retreat as a peer, pen and notebook in hand, asking genuine questions and listening intently. Inviting fresh perspectives did not diminish their authority. As the team discussed the organization’s strategic priorities, the leader stayed in learning mode. They chose to speak last, giving others space to lead the conversation and signaling that every perspective mattered.

Patrick Lencioni, in The Advantage, talks about cohesive leadership teams where members “trust one another and can be genuinely vulnerable”—not because they’re weak, but because they’re strong enough to admit gaps. These teams engage in productive conflict, hold each other accountable, and put the organization’s priorities above personal agendas. The stories above are small-scale examples of that principle in action:

• Trust Through Transparency: In the first example, the leader’s admission that “I was wrong” paved the way for honest dialogue. It's hard for most of us to admit we're wrong. We hesitate because we see it as a sign of weakness. But if we’re able to move past our vulnerability and show up as we are, that’s a trust-building exercise far superior to what any training or retreat can offer. When team members see you trusting them with your insecurities, they will often repay that trust tenfold!
• Curiosity Over Certainty: The beginner’s mindset of the leader in the second example created space for conflict and fresh ideas, rather than shutting down conversation. Embracing a beginner’s mindset is all about being open and eager to learn. Again, not easy for leaders who are expected to have all the answers. True leaders understand that team wisdom often outshines lone bright ideas. So, they make space to listen and grow with their team.

When leaders model “I don’t know” or “I’m here to learn,” they open the door to candid feedback, creative tension, and collective ownership of solutions.

If you are ready to lean in, start by naming your assumptions: What stories are you telling yourself about your team? Then frame more questions around “Help me understand…” rather than “Here is what we will do.” As you shift your approach, I think you will find that your teams engage more openly and with fewer constraints or preconceptions. Finally, build small vulnerability rituals—maybe a weekly 60-second check-in on a recent misstep or a “challenge me” moment in your next debrief.

After years of working as an internal and external consultant, I’ve learned that small acts of vulnerability tend to pay dividends over time, strengthening relationships, boosting engagement, and fostering deeper collaboration. 

Vulnerability isn’t weakness—it’s a powerful catalyst for engagement, innovation, and true alignment. In that space, real leadership thrives.

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