Being vunerable - the key to true trust?

In many work environments, we have learned to protect ourselves behind facades of security and control. But true trust—which is the basis for good collaboration and increased innovation—requires something else: the ability to be vulnerable. Daring to show our humanity can open doors to deeper understanding and stronger fellowship.

What does it mean to be vulnerable?

That means admitting when we don't have all the answers, asking for help when we're stuck, and sharing our thoughts and feelings—even those that may seem uncertain or unfinished. For example, a leader saying “I need their input to find the best solution” can create a space for openness and collaboration.

Tak-off your mask and meeting each other as whole people -- not just roles -- is at the core of vulnerability.

Why is vulnerability crucial to trust?

Research, including by Brené Brown, shows that vulnerability is a key to trust. Leaders and colleagues who dare to show genuine emotion and insecurity are perceived as more trustworthy and inspiring. When someone says “I need you” or “I'm not sure how to solve this,” it allows others to be honest as well. This is how security is created — not through control, but through transparency.

Trust is not built when everything runs smoothly, but in the way we face each other in insecurities, conflicts and dissolutions.

What happens when we avoid vulnerability?

In cultures without room for vulnerability often occurs:

Silence rather than openness -- important themes remain unaddressed.

Performance pressure instead of learning—mistakes are hidden and development is hindered.

Misinterpretations instead of relationship—distance grows between people.

People shield themselves behind irony, silence or an “I'll fix everything” attitude. The result will be not only a distance to each other, but also to ourselves.

Vulnerability is a strength of collaboration

In a world marked by complexity and rapid change, we do not need perfect leaders or infallible colleagues. We need people who are present, who dare to listen, change their minds and be in the unknown — with others.

When vulnerability is met with respect, courage grows. When mistakes are dealt with without shame, learning grows. And when we get to be ourselves, fully and completely, confidence grows.

Reflection to you and your team:

What do you put in the term “vulnerability”?

When was the last time you shared something unsafe with coworkers -- and how was it received?

How can you in the team make it safer to be honest about what is difficult, unclear or personal?

References

Brown, B. (2012). Daring Greatly: How the Courage to Be Vulnerable Transforms the Way We Live, Love, Parent, and Lead. Gotham Books.

Edmondson, A. C. (1999). Psychological Safety and Learning Behavior in Work Teams. Administrative Science Quarterly, 44 (2), 350—383. https://doi.org/10.2307/2666999

Schein, E. H. (2010). Organizational Culture and Leadership (4th ed.). Jossey Bass,

Grant, A. (2013). Give and Take: Why Helping Others Drives Our Success The Vikings.