Compelling evidence shows that prepared leaders who show their vulnerability in leadership can gain trust more easily. These kinds of leaders turn out to be the most effective, when it comes to admitting the mistakes they’ve made, apologising, seeking help and acknowledging that we don’t have the solutions all the time.

There are many reasons to think that vulnerability is an asset for leaders. Those who are vulnerable inspire others to build bonds that lead to high performance teams trained with great culture with more authenticity.

There are many benefits to being a vulnerable leader:

Increasing emotional connections

Look around, and you’ll find there are plenty of teams that are bonding together via their shared experiences will perform better. Vulnerability plays an essential role in putting down the groundwork for effective leading. When leaders are vulnerable, they become more emotionally available and more open. This openness improves the team’s performance and creates better bonding opportunities.

Decreases stress and tension at work

Have you been in a situation where you have been tiptoeing around work, feeling like you are walking on eggshells? Everyone’s blood pressure rises, and you end up trying to work out a way to get out of the uncomfortable topics that are coming up. Stress can be lowered by acknowledging sensitive issues when they are brought up and allowing everyone to talk through them. If people see that their leaders are bringing up the unpopular areas for discussion, they will feel less stressed to talk about them.

Increases Innovation, Creativity and Ideas

compassion and vulnerability welcomes connectionBy admitting they don’t have the solutions all the time, leaders will give freedom for staff to have their say, and take their feedback and ideas into account. Admitting mistakes means that managers are giving their staff room to contribute their ideas and input to the business. Leaders who are quick to recognise their poor decisions are more easily forgiven by others. Let those that are under them know it is okay to take on risks to try something new. More ideas are coming forward at all different levels, which creates a competitive organisation and dynamic.

The Key to Fewer Turnovers is Emotional Connections.

Workplace research points out that if you feel emotionally connected to a business, it is the deciding factor on whether you are staying or going somewhere else. An open, authentic and honest leadership will make it more likely that staff will feel a higher level of connection to the business once an emotional connection is felt with the leader.

Staff are going to be less likely to skip out even for extra benefits or money when they feel that their leaders have the interests of their staff at heart. A leader that shows their vulnerability means they no longer feel the need to answer the question first or be the first one with the idea. To be vulnerable, you need to have a mindset shift where you can see the aspirations of businesses through the eyes of those that you are leading.

When you are sensitive to your surroundings and other people, you feel more connected, respected, vital to the organisation and invest. Everyone benefits. The world needs the leaders who are vulnerable, compassionate, empathetic and servant leaders who are happy to put the interests of others around them first.

Who wouldn’t want a leader who is all these things and more?