Vulnerable Leadership: The Power of Opening Up

Instead, he wiggled, danced down the aisles, and pulled people up from their chairs to join in. With bad moves and an infectious smile, Nayar showed the essence of vulnerable leadership. He was genuine, human and relatable. And people instantly warmed to him. [2]

Nayar’s intro might have fallen flat but as J.P. Donlon, editor of "Chief Executive" magazine explains, "The more that leaders open their hearts, reveal their fears and show their authentic selves, the deeper the connections among team members will be, and the more the team will achieve." [3]

Turning Impostor Syndrome Into Team Connection

With Gallup reporting that 79 percent of staff considered themselves disengagedat work in 2024, and that 51 percent were on the look out for a new job, it’s never been more important for leaders to engage with their people. [4] [5]

It worked for the CEOs that authors Barry Kaplan and Jeffrey Manchester interviewed for their book "The Power of Vulnerability." In one case, the new leader of a failing U.S. manufacturer struggled to connect with his team, who found him cold and aloof.

With KPIs in freefall, the CEO called an off-site meeting. There, he opened up about his confidence issues, how he second-guessed his credentials for the top job and admitted staying on the road – chasing sales leads – rather than be rumbled in the office. A clear case of impostor syndrome.

His openness and honesty sparked compassion. His team shared their own fears, and together, they discussed how to support each other and get the organization back on track. [3]

Why Leaders Must Drop the "All-Knowing" Act

When CEOs have impostor syndrome, they question every action and isolate themselves from others for fear of being found out. [6]

Without the expertise of colleagues, leaders don’t get all the perspectives they need to make informed decisions. This can lead to complacency and mistakes.

The cure can be as easy as letting others speak. When leaders drop the all-knowing facade and admit their knowledge gaps, great things happen. Staff step up and bring new ideas to the table, and become more loyal and committed. [7]

Building Psychological Safety Through Honesty

When employees feel confident voicing their opinions, an open, psychologically safe culture emerges. People often fear bringing bad news to their managers because they’re worried it won’t go down well.

So to avoid a bad situation escalating in silence, as a vulnerable leader, you should own up to your own mistakes first. [8]

That’s what Vineet Nayar did. Vulnerability wasn’t just a one-off performance, it became the backbone of HCL’s "Employees First, Customers Second" philosophy.

Leaders share successes and failures with the whole organization to create a culture of trust, to keep people in the loop and let them spot and solve issues sooner.

Five Ways to Open up as a Leader

Beginning to see the benefits of vulnerable leadership? Here’s how you and your team can achieve it.

1. Seek Counsel

Even if you have an open corporate culture, many employees feel uneasy telling their boss home truths. That’s where a trusted advisor comes in.

Psychologist Tasha Eurich calls the phenomenon "CEO Disease." Basically, the higher you get on the corporate ladder, the harder it is to be self-aware and admit weaknesses. [9]

To overcome the potential of isolation, skewed perspectives, and bad decisions, find an advisor who isn’t afraid to offer you an alternative view, and if needed, check your ego.

2. Get Personal

Once you have someone who can give you honest feedback, don’t be afraid to share your weaknesses and mistakes with your team as and when appropriate.

When people feel comfortable doing the same, they’ll open up and communicate better. Sharing personal stories and experiences with your "tribe" will reveal you’re imperfect, too – and help you to connect on an emotional level with your team. [7]

3. Be Authentic – Always

As Nayar shows, revealing your vulnerability shouldn’t be a one-off. "On Leadership" authors Robert Goffee and Gareth Jones discovered more inspirational leaders who consistently open up.

Like this famous entrepreneur, "He is ill at ease and fumbles incessantly when interviewed in public. It's a weakness, but it's Richard Branson." For them, the Virgin founder revealing weaknesses like this showed his followers he was genuine, approachable and human. [7]

4. Admit When You Don’t Know Something

Run out of ideas? Stuck in a rut? Admit it to your team and you’ll spark new ideas. By revealing your shortcomings, you’ll show it’s OK to try new things – even if they fail.

That will put your people at ease bringing forward new ideas they may have kept under wraps. It’s this willingness to take risks that Brené Brown calls the "birthplace of creativity." [10]

5. Don’t Get Too Comfortable

An open culture isn’t all bean bags and camomile tea. In fact, Brown recommends that you "create a culture where discomfort is normal." For her, getting honest feedback, learning, and innovating involves constantly stepping outside your comfort zone. [10]

Let's Act

If the words "vulnerable leadership" leave you uneasy, remember it’s just a term. Being an "empathetic," "human" or "relatable" leader might fit you better.

You can start with you. Share something about yourself. Admit a recent failure, crack a joke, even. Do that and you’ll lighten the mood, help create an atmosphere where everyone feels comfortable being themselves – and about bringing valuable new ideas to the table.

Want to explore some of the ideas and areas raised in this article further? Here are some recommended Mindtools resources:

• Article: Impostor Syndrome
• Article: Authentic Leadership
• Video: Building Psychological Safety With Your Team

Frequently Asked Questions

What is vulnerable leadership?

It’s a style where leaders show authenticity, admit weaknesses, and foster deeper human connection.

Why does vulnerability help leaders?

It builds trust, encourages openness, and drives engagement by making leaders more relatable.

Is vulnerability a sign of weakness?

No. It shows courage, emotional intelligence, and a willingness to lead with integrity and empathy.

How can leaders practice vulnerability?

Share failures, seek honest feedback, admit uncertainty, and consistently act with authenticity.