When 2024 McNulty Prize Winner and Civil Society Fellow Gloria Walton took center stage at this year’s Resnick Aspen Action Forum, she delivered a speech that embodied the very essence of vulnerability in leadership. Battling altitude sickness and struggling to breathe, Walton stood before the audience, sharing not just her words but also a powerful leadership lesson: embrace vulnerability and never hesitate to ask for help. She emphasized that it is “the call of leadership” to be courageous enough to reveal one’s imperfections and seek support when necessary.
The concept of vulnerability in leadership can seem counterintuitive especially as per the traditional notions of what a perfect leader should look like. From time immemorial, we have celebrated and even worshipped strong, fearless, and unshakeable leaders who inspire confidence in the people they lead and set an example to follow. As a result, many leaders feel the need to maintain a facade of perfection and infallibility. However, this pursuit is not only unattainable but isolating, often hindering growth and innovation. According to a Harvard Business Review study, “executives, fearing criticism and exposure, work to perpetuate the illusion of infallibility — and perfectionism becomes a self-perpetuating prison. ”
Ironically, the key to unlocking true leadership credibility lies in vulnerability.
In her New York Times bestseller Dare to Lead, Brené Brown redefines leadership through a concept she calls “rumbling with vulnerability.” Brown dispels the myth that vulnerability is a weakness by positioning it as a strength instead. She argues that showing up as your authentic self, especially during times of risk, uncertainty, and emotional exposure, cultivates trust and innovation. Leaders who embrace vulnerability create an environment where their teams feel safe sharing ideas, taking risks, and collaborating, ultimately driving organizational success.
As the definition of business success evolves from focusing solely on monetary metrics to considering the broader impact on teams, customers, and society, the leadership approach guiding companies to success is also changing. In a Forbes article, Sanjib Sahoo, EVP of Ingram Micro, highlights a significant shift in the business leadership landscape, with more leaders embracing authenticity, vulnerability, and values over perfectionism. This approach helps forge deeper connections with employees and customers, creating a stronger, more inclusive culture.
With the curiosity to explore real-world examples of leading with vulnerability, I spoke with several transformative Fellows from the Aspen Global Leadership Network at this year’s Action Forum. Here’s how they said practicing vulnerability helps them become more effective leaders:
Creates Greater Self-awareness
“We’re not perfect, and we need to be okay with that,” says Marilu Salvador, a Central America Leadership Initiative Fellow. “The best kind of leader is the one who can admit, ‘I’m not okay right now,’ and allow others to help and support them.”
Reflecting on her 30 years of experience in human and social development, including her role as National Director for Basic Education for Panama’s Ministry of Education, Salvador emphasized the importance of recognizing one’s limitations and acknowledging that you need other people with different qualities and perspectives to guide you and hold you accountable for your mistakes.
Invites Collaboration and Cooperation
Kaci Patterson, Civil Society Fellow and Founder of Social Good Solutions, recognized early in life that there isn’t much daylight between leadership and vulnerability, a lesson she learned while playing as a point guard in numerous basketball games growing up.
“Vulnerability in leadership is really being able to bring other people in to be part of a larger vision and a larger goal and to say that together we can do this,” she said. “I need you as much as you need me. And we’re going to build something better together than I could have ever built on my own.”
Catalyzes Growth and Innovation
You may be familiar with the “fail fast” mentality, a popular business management concept that promotes experimenting, identifying mistakes early, and making quick corrections to test the viability of a product or idea. Similarly, by being open to making and acknowledging mistakes you create more opportunities for feedback, learning, and innovation.
Marlon Peterson, Civil Society Fellow and executive director of the College & Community Fellowship, emphasizes that fallibility is an essential part of one’s personal and professional growth journey. “Fallibility is not something to be ashamed of or afraid of,” he said. “It’s a marker—a litmus test—that shows where you need to improve.”
This idea also resonates with Kevin Hainline – associate research professor at the University of Arizona and member of NASA’s James Webb Space Telescope (JWST) NIRCam science team – who led a serene stargazing session in the fields of Anderson Park at this year’s Action Forum. Hainline reflected on how vulnerability opens the door to new insights: “Sometimes we are drawn to the big, bright, showy things in life, but when we take time to look at places where fewer people do—places we might shy away from, places we might be afraid—that’s where we really do the learning and growing as people.”
Humanizes Leaders
As hard as it is to believe, by being transparent about their own challenges, insecurities, and mistakes, leaders humanize themselves, allowing their teams to relate to them on a deeper level and fostering a more cohesive and supportive work culture. In fact, Miroslava Herrera, a Central America Leadership Initiative Fellow, believes that it is the only way to genuinely connect with anyone. “When a leader is someone that looks like a tower [intimidating or unreachable], people can’t connect with you,” she said.
Marlon Peterson further highlights the importance of relatability in leadership, noting, “When people are able to see you in themselves, it creates some of the most profound forms of leadership. If they see you as unattainable, they might feel that your success is out of reach.”
By leading with curiosity, compassion, and openness, today’s leaders can redefine what it means to inspire and work alongside others toward collective success. At the Aspen Institute, the Aspen Global Leadership Network is a key driver in cultivating this kind of vulnerable, authentic leadership through its life-changing Fellowships and gatherings like the annual Resnick Aspen Action Forum, where leaders from around the world bring their whole selves to the table – their strengths and vulnerabilities – to reflect on their leadership journeys, share insights, and challenge each other to act. By fostering greater collaboration, empathy, and innovative problem-solving, the AGLN empowers leaders to address the world’s most complex challenges. Explore more talks from the Action Forum here.
