Being vulnerable is one of the fastest and most effective ways to build trust in an organisation.

Typically, there is a higher tendency for us to put up a facade of self-worthiness, shielding our weaknesses and only presenting our best self forward. Such mindset and behaviour create an invisible wall that makes genuine connection with others difficult.

By being vulnerable, we essentially become more “human” and no longer a “superman”. We expose our weaknesses, share our past failures, show that we have our fair share of life challenges.

This makes it easier for people around us to relate and connect to us. We appear more sincere and authentic – people can interprete and align our messages and intent more accurately.

While this may counter the “I-know-it-all” image, being vulnerable allows others to offer help to us. We can leverage on more resources to achieve our goals, and build social kinship in the process.

For leaders, this practice is also known as authentic leadership. It is especially powerful to practice because it can build trust in an organisational culture in the shortest time.

If you are a leader, the next time you are about to defend your self-image, try accepting your own biasness and share your vulnerability. It could be the seed to speed up building of a trusting culture.


The above excerpt is our weekly compilation of ideas for business leaders in the areas of people management, leadership, and workplace happiness. 

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