Anyone who knows me a little knows that vulnerability has never really been my problem. From confessions about my OCD on LinkedIn to heartfelt admissions about my clumsy attempts at playing the guitar on Facebook, I’ve never had much trouble laughing at myself. During a Streetwize leadership expedition, I even admitted — despite my uniquely athletic appearance — that I’m not exactly a physical talent. That confession came easily: I could barely walk after tearing a hamstring.
And yet, I’m still often asked whether vulnerability isn’t a sign of weakness. As if admitting you don’t know something is more dangerous than pretending you’ve got everything under control.
To answer that question, we first need to look at two words that sound related but mean very different things. They’re connected, but not synonymous. Or, as Shakespeare wrote: ‘What’s in a name? That which we call a rose by any other name would smell as sweet.’ In other words, sometimes the name doesn’t matter; it’s the essence that counts. But in this case, it’s the opposite: vulnerability and weakness may sound alike, yet their essence is fundamentally different.
Vulnerability refers to a temporary state of exposure to risk or change, combined with the psychological capacity to deal with it. It’s closely linked to resilience, empathy, and adaptability — the ability to adjust, make sense of challenges, and emerge stronger. Weakness, on the other hand, points to a structural lack of capacity, knowledge, or mental resilience that prevents someone from responding effectively to pressure or uncertainty. In short: vulnerability represents potential for growth, while weakness reflects an absence of agency.
You can see the difference in behavior. The vulnerable leader says: ‘I realize I haven’t given enough space for your ideas lately. Give me suggestions on how to improve that aspect.’
The weak leader says: ‘I don’t know anymore, you decide.’
The first shows courage; the second, escape.
Vulnerability isn’t a fracture in leadership, it’s the line along which trust and growth emerge. It’s also the foundation of feedback-seeking behavior: actively asking how to improve — not to be liked, but to learn. Leaders who do that give their teams implicit permission to do the same, and that makes everyone stronger.
True strength doesn’t lie in certainty, but in the awareness that no one solves the world’s problems alone.
Virokannas, E., Liuski, S., & Kuronen, M. (2018). The contested concept of vulnerability – a literature review. European Journal of Social Work, 23, 327 - 339.
Meyer, F., Fevre, D., & Robinson, V. (2017). How leaders communicate their vulnerability: implications for trust building. International Journal of Educational Management, 31, 221-235.
