As a leader, it’s natural to feel pressure to prove yourself. Your company relies on you to deliver results, and your team looks to you for guidance. But when the stakes are high, many leaders understandably put on what Time magazine calls “a Teflon coat of armor,” an unflappable exterior that can sometimes limit a leader’s success. The intention is to inspire confidence, but that armor can get in the way of real connection and growth at the team and company level over time.
Right now, the workforce is more emotionally taxed than ever. According to Gallup’s 2025 State of the Workplace, 79% of employees report feeling disconnected, unsupported, and uncertain of their roles. And when leaders build walls, even unintentionally, it can widen that gap. However, vulnerable leadership modeled from the top helps establish and build psychological safety, trust, and deeper resilience, and according to a study by McKinsey, vulnerable leaders build stronger teams. The idea is that when you lead openly, your team is more likely to show up authentically and do their best work.
So how can you normalize your team's vulnerability and inspire deeper connections with your employees?
Be fully present
Encouraging vulnerability starts with being fully present. When your team member is presenting a concern, your job is to slow down and tune in. That means closing the laptop, silencing notifications, and focusing on what they’re saying. Remember to pay attention to your body language, as well, since eye contact, pausing to reflect on what you've heard, and other forms of active listening can help your employees feel like you're actually taking them in. Everyone struggles with distractions these days, so being present is a gift. And your team will notice when you give it.
Key question: “How can you show your team they have your full attention?”
Be curious—and courageous
The best way to normalize vulnerability as a leader is to start with genuine curiosity. Consider asking open-ended questions like "What's been challenging for you lately?" And after you hear them out, try to relate to them in your follow-up by volunteering your own feelings (for example, "I've been struggling with something similar"). During these conversations, don't feel like you have to give advice or solve their issues immediately. Just sit with your employee, listen, and relate. Being open creates space for honest conversation and lets your team members know that you see and support them.
Key question: “What’s one open-ended question you can ask this week to understand where your employees are coming from?”
Watch for what’s not said
Sometimes your team won’t tell you they’re struggling, but their behavior might. Maybe you notice certain employees are missing deadlines, sending shorter emails, or displaying a lack of enthusiasm or energy in meetings. These cues might be signals that something isn’t right, so it's best to address them. A question like "I noticed you seem a little off -- how are you doing?" can open the door to a much-needed conversation. When leaders welcome vulnerable conversations, they create space for others to speak up without fear of being misunderstood or penalized. That’s what normalizing vulnerability is in practice.
Key question: “Whose behavior has changed lately, and how can you check in gently?”
Meet people where they are
Vulnerability looks different for everyone. While one person might be quick to open up, another might need time, space, or a different kind of approach. The key is to stay open and ask—rather than assume—what support looks like for them. Questions like, “What would help you feel more supported right now?” or “How can we approach this together?” show that you care not just about outcomes, but about their experience along the way.
Key question: “Are you supporting people how they want to be supported?”
Protect your energy, too
Vulnerable leadership means recognizing not just others’ needs, but identifying your own boundaries and limitations. You risk burnout if you absorb your team’s emotions without space to process your own. So, take moments to reset, whether through breaks, peer support, or setting clear boundaries. When you can express your need for rest and balance, you also give others permission to do the same. And the more centered and grounded you are, the better you’ll show up with care and clarity when it counts.
Key question: “How and when can you recharge so you can lead with more care?”
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