Hearing the word “vulnerability” makes some leaders uncomfortable.
I understand that. In many organizational cultures, showing uncertainty or admitting that you don’t know something is considered a sign of weakness. Leaders should have the answers. They are supposed to project confidence.
But the instinct to always seem sure and always in control is exactly what erodes the psychological safety of a team.
What it actually means to take risks in interpersonal relationships
Interpersonal risk-taking refers to actively doing things in the workplace that may have negative social consequences. Disagreeing with superiors, admitting mistakes, sharing unpopular opinions, asking “stupid” questions, and trying new things that might not work.
These actions require a belief that the social costs are bearable, that is, one will not be humiliated, fired, or punished for being honest.
In teams with low psychological safety, people systematically avoid these behaviors. They agree when they disagree. They hide uncertainty. they don’t ask for help. They don’t challenge bad ideas. And over time, these individual choices add up to a team that can’t really learn or improve.
Vulnerability as a Leadership Practice
Here’s what I’ve seen in organizations that are building high levels of psychological safety: It almost always starts with leaders publicly modeling interpersonal risk-taking.
When you don’t know, say “I don’t know.” They change their mind in front of the team and explain why. They share their recent failures and what they learned from them. I ask my direct reports for feedback and I use it.
These are not soft actions. These are systemic acts that reshape what people believe is safe.
When senior leaders say, “I was wrong,” and don’t fall down, people notice. When a manager stands in front of his team and says, “I don’t agree with the direction we’re heading in, and here’s why,” and nothing bad happens, other managers begin to believe they can do the same.
the courage needed
Modeling interpersonal risk-taking is not always comfortable, even for leaders who understand its value. It takes a real tolerance for not being seen as the most informed person in the room.
But the payoff is great. When teams see their leaders taking interpersonal risks, they are more willing to do the same. Over time, teams become places where honest and productive disagreement is the norm, and the best ideas surface because people don’t suppress them. It’s a competitive advantage. Most organizations don’t build it.
A practical starting point
Share your recent mistakes with your team. Please be specific about what you learned. I invite you to a challenge. The next time you’re in a meeting and someone disagrees with you, be curious before you get defensive. If you don’t know the answer to a question, ask it in public.
None of this is complicated. Everything is more difficult than you think. But this is where psychological safety is actually built. Through small, visible, consistent acts of courage by the most powerful people in the room.
Source: gothamCulture – gothamculture.com
