The Power of Vulnerability in CEO Leadership: Why Great CEOs Embrace It (TPL Insights #252)
Paraphrased by Rob Andrews based on Dana Maor, Hans-Werner Kass, Kurt Strovink, and Ramesh Srinivasan’s article in McKinsey’s Newsletter November 4, 2024
When we think about great CEOs, we often focus on their financial expertise, operational skills, and sharp decision-making. But what truly separates extraordinary leaders from the rest? Beyond the tangible skills, there are key traits that the most successful leaders share—confidence, resilience, and versatility. However, one quality often overlooked, yet increasingly vital, is vulnerability.
The Changing Role of CEOs
The image of the CEO has evolved significantly over the past few decades. In the past, leaders like Jack Welch of GE and Lee Iacocca of Chrysler were revered for their larger-than-life personas and tough decision-making. They were expected to have all the answers, leading with an almost indomitable will. Today’s leaders, especially millennials, are demanding something different: authenticity.
Employees, especially younger generations, want to see their leaders as real people—people who make mistakes, admit their flaws, and show vulnerability. Despite this shift, many CEOs are unsure how to be authentic in a way that resonates with their teams. Based on conversations with over 500 global CEOs, we’ve found that many successful leaders struggle to be vulnerable, which hinders their ability to build authentic connections and trust within their organizations.
Vulnerability: A Gateway to Trust and Impact
Being vulnerable isn’t about being weak; it’s about creating deeper connections by being real with others. When CEOs allow themselves to reflect and connect authentically with their emotions, they become more human-centric. This approach amplifies their leadership effectiveness and strengthens their impact.
So, how does a CEO begin to embrace vulnerability? It starts by shifting from a mindset of “proving” to one of “improving.” Leaders must adopt a growth mindset, acknowledging that personal development is an ongoing journey. This openness requires risk-taking—whether it’s investing in relationships or confronting uncomfortable truths. Vulnerability also involves being open to feedback and perspectives from others, even when it’s difficult to hear.
Trust is the cornerstone of successful leadership. According to research, the number one reason teams fail is a lack of trust. Vulnerability is a key ingredient in building that trust. As a leader, when you allow yourself to be vulnerable, you invite others to share their thoughts, concerns, and insights, creating a foundation of mutual trust.
Real-Life Examples: Vulnerability in Action
The concept of vulnerability might sound abstract, so let’s look at some real-world examples. One well-known case is Steve Jobs, Apple’s iconic founder. In his famous 2005 Stanford University commencement address, Jobs shared his personal struggles with cancer and mortality, stating, “Remembering that I’ll be dead soon is the most important tool I’ve ever encountered to help me make the big choices in life.” Jobs’ ability to open up about his vulnerabilities was a testament to his leadership growth, which ultimately strengthened his connection with others and inspired millions.
Another example comes from Reeta Roy, the CEO of the Mastercard Foundation. Roy’s leadership journey wasn’t without its struggles. Growing up in Malaysia after losing her father, she had to overcome financial hardship and uncertainty. Her humility, shaped by those early experiences, has been a guiding principle throughout her career. As she led the Mastercard Foundation, Roy faced criticism and challenges but used those moments as opportunities to reflect, learn, and grow. When her organization made a mistake, such as assuming young entrepreneurs in a community needed loans rather than savings accounts, Roy showed vulnerability by admitting the error and adjusting the program. This openness helped build trust with partners and created a more effective foundation.
Vulnerability: Managing Emotional Triggers
One of the most challenging aspects of vulnerability for CEOs is managing emotional triggers. These triggers—whether they come from a difficult conversation, a critical board member, or a team member’s toxic behavior—can prompt emotional reactions that cloud judgment and hinder leadership effectiveness. When a CEO reacts impulsively or defensively, they may revert to old patterns of behavior that don’t serve the organization’s best interests.
Recognizing and managing these triggers is key to transforming vulnerability into strength. Take the example of a new CEO who found herself triggered by a board member who often spoke out of turn. At first, she would correct the board member immediately, which led to tension in meetings. After some self-reflection, she realized her fear of being wrong was rooted in childhood patterns of needing to be the one with all the answers. Once she acknowledged this, she was able to shift her response, becoming more thoughtful and allowing for healthier interactions in meetings.
Vulnerability in Leadership: A Balancing Act
Some leaders worry that embracing vulnerability will undermine their authority. After all, CEOs are expected to make tough decisions and lead with confidence. How can you strike a balance between being open and maintaining your influence?
Dan Vasella, former CEO of Novartis, offers insight into this balancing act. According to Vasella, leaders must be both competent and authentic to earn respect. Vulnerability doesn’t mean sharing every personal detail, but rather being true to yourself and transparent with your team. As long as leaders maintain their competency, their authenticity will be appreciated.
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For example, when Michael Fisher, former CEO of Cincinnati Children’s Hospital Medical Center, was diagnosed with cancer, he faced the difficult decision of whether to share his diagnosis with his team. Ultimately, he decided to be open and transparent, communicating his condition and recovery progress with the hospital community. By doing so, he modeled vulnerability and built deeper trust with his employees and stakeholders.
Building Your "To Be" List
As leaders navigate their vulnerability, it’s helpful to have a “to be” list—an internal reminder of the qualities and behaviors they want to embody every day. This list might include traits like being open, empathetic, and authentic. It’s not just about what a CEO does but who they are when they show up at work. Are they defensive or open? Humble or arrogant? The “to be” list helps leaders remain grounded in their values while also being vulnerable and authentic.
The Bottom Line: Vulnerability Is Power
At its core, vulnerability is not a weakness; it’s a source of strength. By embracing vulnerability, CEOs can become more connected to their teams, foster trust, and inspire loyalty. Vulnerability allows leaders to grow, adapt, and lead with authenticity, making them more effective and impactful. As Brené Brown, a leading researcher on vulnerability, puts it: “Vulnerability is power.” The key is knowing when, where, and how to be vulnerable—and recognizing that it’s part of being human.
Leaders who tap into their vulnerability create an environment where trust, collaboration, and growth thrive. So, ask yourself: Are you ready to embrace vulnerability and unlock your full leadership potential? Let’s talk.
Warmest Regards,
Rob
Rob Andrews
Chairman & Chief Executive Officer
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