Vulnerability can be defined as uncertainty, risk, and emotional exposure. It is the feeling we experience when we feel insecure, threatened, or emotionally unguarded. We fear vulnerability—both in ourselves and in others—because it forces us to expose our true selves. However, vulnerability is the bridge to others, a path that allows us to fully recognize and embrace them in their entirety.

Why is it important to create a culture that embraces vulnerability? Because vulnerability lies at the core of difficult emotions like shame, fear, pain, and scarcity—yet it is also the gateway to love, belonging, and joy.

To love is to be vulnerable. It means opening your heart and saying, “I know this may hurt, but I am willing to give my best.” Love requires risk, exposure, courage, commitment, openness, flexibility, understanding, and compassion—all of which help us navigate uncertainty with strength and resilience.

We are wired for love and belonging, even in the face of political, environmental, and social adversity—it’s in our DNA. Belonging begins with belonging to yourself; it means legitimizing who you are, embracing both your strengths and weaknesses, and refusing to betray yourself for the approval of others. True belonging doesn’t ask you to change who you are; it asks you to fully be who you are—and that requires vulnerability.

Joy is the most vulnerable human emotion. We fear experiencing it fully, as if allowing ourselves to embrace joy will only invite loss. Yet, some people manage to sustain joy by simply letting themselves feel it—without anticipating tragedy—because they focus on gratitude. Gratitude, too, requires vulnerability. At times, we resist feeling grateful, fearing that if we cherish something too deeply, it might be taken away.

When a leader can sit with someone experiencing fear, shame, and vulnerability in the face of a mistake—listening and offering support—they build trust. This creates a safe space for openness, allowing the mistake to be acknowledged honestly rather than hidden or denied. In turn, this fosters deep learning and growth. Over time, those who feel supported are more likely to face their mistakes with courage, understanding that every misstep is a step closer to mastery.

An organizational culture that embraces vulnerability as a core value in its leadership fosters: Empathy, Trust, Innovation, Creativity, Inclusion, Diversity, Equity, Constructive Feedback,
and Conflict Resolution.

We are living in the midst of crucial movements that I hope will change the world—Black Lives Matter, Me Too, Time’s Up. The challenge within organizations is that many struggle to address these issues. We fear saying something inappropriate, we worry about expressing something we don’t truly feel, and we fear being misinterpreted or judged. Avoiding these conversations because they make us uncomfortable is the very definition of comfort. But in this context, your comfort is not the priority—it’s not how meaningful change happens. You will likely face criticism, especially if your mindset is rigid, focused on rewards or punishments. You will make mistakes. However, the key is taking responsibility for raising these issues,
regardless of how uncomfortable they may seem, with an open attitude to listening and
learning from them.

People who have experienced discrimination are not necessarily the ones tasked with creating spaces for these conversations. It is the leaders who must take the initiative, even when the discussions are uncomfortable, to foster opportunities for learning about unfamiliar topics. Leaders must choose courage over comfort in order to build deeper connections. For this to happen, they need a healthy relationship with vulnerability. They will make mistakes, it will be uncomfortable, and they may discover blind spots they never knew existed. Yet, in this openness, they will embrace the moment, learn from it, and later teach others. This process will expand their awareness and enable their growth, helping them move toward a truly inclusive organization.

When organizations enforce a zero-tolerance policy for vulnerability and mistakes, where perfectionism and self-protection are rewarded and necessary, these crucial conversations cannot take place. “We talk about people, instead of talking with people.” “Courageous leaders never remain silent when faced with difficult issues.” It is their responsibility to uncover what remains unsaid. What is it that has yet to be said, and what requires their courage and vulnerability?

Where do we begin? By debunking myths such as: vulnerability equals weakness, “I’m not vulnerable,” “I can do it alone,” and “vulnerability is just about sharing.” How many of us were raised to value bravery? And how many of us were taught to equate vulnerability with weakness? This is the core conflict: “Be brave, but don’t take risks.” “There is no COURAGE without VULNERABILITY.”

Vulnerability is an emotion that resides within each of us; whether we recognize it or not, we are all vulnerable. It is far easier to inflict pain than to experience it, and often, people project their pain onto others. When we refuse to accept or validate our own vulnerability, we end up unloading that pain onto those around us. As social and evolving beings, transformation happens through others. If it feels comfortable, it’s no longer vulnerable. Vulnerability isn’t about sharing your darkest secrets; it’s about having the courage to act and expose yourself even when you can’t control the outcome. “Vulnerability without limits is not vulnerability.” Humanity demands leadership that is emotionally connected if we want to cultivate challenging, engaging, inspiring, and respectful work environments. Being vulnerable can be
difficult, frightening, and seemingly risky, but it pales in comparison to reaching the end of our lives and asking ourselves: “What if I had done it?” “Sometimes winning isn’t about finishing first; sometimes, it’s about having the courage to put ourselves out there, even when we’re unsure of the outcome.”