Vulnerability at Work: Why Managers Hide—and How Openness Transforms Teams

The Surprising Power of Admitting You Don’t Have All the Answers

Behind every confident manager is a person who fears being exposed. In 'Good People, Bad Managers,' Samuel A. Culbert argues that the greatest obstacle to authentic leadership is the pressure to appear invulnerable. Managers are trained to avoid mistakes, suppress doubts, and project certainty—even when they’re struggling inside.

This pressure leads to self-protective routines: working late to prove value, deflecting blame, and managing one’s image. These aren’t signs of strength—they’re survival strategies, born from a culture that punishes vulnerability and rewards perfectionism.



The cost is high. Teams sense the fear and respond by keeping their own heads down. Innovation stalls, trust erodes, and the workplace becomes a stage where everyone pretends. Yet, research shows that when leaders model vulnerability—admitting mistakes, asking for help, and sharing doubts—psychological safety increases. Teams become more resilient, creative, and willing to take risks 4 .

Building a culture of openness starts with small steps: regular check-ins, sharing personal stories, and celebrating learning moments. When managers lead with humility, everyone wins. True leadership isn’t about having all the answers—it’s about creating space for others to grow and learn together.