3 Ways To Be A Vulnerable Leader And Why It Pays Off In Spades

There is no shortage of books, articles, podcasts or lectures on what it means to be a “good” CEO. The how-tos of leading usually center around drive, motivation, execution and charisma. And they tout quick-thinking, authoritative figures who encourage buy-in from their employees regarding decision-making, according to Chris Byers, CEO of Formstack, a secure workplace productivity platform, where he helped scale the company to more than 25,000 customers and 320 employees worldwide. “I won’t argue that all of these traits can be used to grow a company effectively, but in my 13 years as Formstack’s CEO, I have found that one leadership characteristic rises above the rest: vulnerability,” he insists.

Why CEOs Have Trouble With Vulnerability

Business leaders are not immune from mental health issues just because they’re in powerful positions of responsibility. CEOs, managers and bosses at all levels have the same vulnerabilities we all share as human beings, regardless of our societal and career roles. In fact, mental health issues among C-suite leaders skyrocketed in 2022 with 70% of them considering quitting their jobs in search of a role that supported their well-being.

But revealing personal struggles is a problem for most business leaders. They fear if they share their vulnerablities, colleagues and employees will perceive them as “weak” and ineffective. Research on leadership, however, shows the exact opposite. When business leaders show their feelings, admit shortcomings and own their mistakes, employees actually perceive them as more trustworthy, reliable and competent. Leadership vulnerability ramps up engagement, productivity and motivation, plus it fuels psychological safety for employees, reduces turnover and contributes to the company’s bottom line. Hence, the risks of “quiet quitting,” “productivity paranoia” or “quiet firing” become dinosaurs.

How To Be A Good Will Hunter

“By being vulnerable and showing my struggles, I am able to build deeper connections with my employees—not just as the CEO of the company, but as a leader who cares about them and our organization,” Byers told me. “In my ongoing journey to become the best leader I can be, I have found three actions the most meaningful.”

1. Admit your shortcomings. Earlier this year, Byers sent out a note to every Formstack employee—a note he’d later share with his 5,000-plus LinkedIn followers. “This note shared everything from my fears and dissatisfactions over the last few years to the severe fatigue I was battling,” he said. “It wasn’t the motivational speech from a fearless CEO pushing his employees to go forth and conquer that you might expect. It was a raw, honest look into how I felt and where I thought my personal and professional life was lacking. It included the things I wished were better and the areas I needed to address to move forward and become a better leader.” The CEO acknowledged that all of us have things to work on, and that he hopes that when CEOs are transparent about their areas of improvement, it will have a trickle-down effect on employees and better entire organizations.
2. Be open about mental health. Everyone was affected by the pandemic in some way, shape or form, Byers admits, and he was no exception. “I wanted to ensure that Formstack employees felt comfortable sharing their struggles brought on by this uncertainty and move forward with finding solutions to improve their quality of life. Even as our society slowly starts to destigmatize talking openly about mental health, it’s still rare to hear leaders share their personal experiences with mental health struggles, especially in the workplace. I felt there was no better way to go against the grain and lead by example than by being honest about my own experiences. So, I shared something personal. Something deep. Something that some might find odd to share with their closest friends (let alone all 300—plus of their employees). I shared what I’d learned about dysthymia, which the Mayo Clinic describes as a ‘low mood occurring for at least two years, along with at least two other symptoms of depression.’ Some of the symptoms resonated: lost interest in normal activities, hopelessness, sleep changes, and poor concentration. While I may not have been officially diagnosed with this disorder, I have experienced a low mood far too often over the past two years, and I expect the same was true for many of our staff. I also shared the actions I’m taking to combat the assault on my well-being: exercising daily—I’m exercising four to five times a week for 20-plus minutes. Talking it out—Meeting with a therapist as needed and staying vulnerable with friends about life. Maintaining a non-dualistic view of things—I’m practicing the notion that everything isn’t just good or bad but can have elements of both.”
3. Don’t try to have all of the answers. “When you’re young, you assume your parents, teachers or anyone older than you has all the answers. There’s a sense of comfort in knowing that you don’t have to have all the answers, but someone does,” he noted, adding, “However, that feeling fades as we get older and enter the workforce. Everyone wants all the answers, and if they don’t have them, they assume someone above them—usually their boss or CEO—does. Being expected to have all the answers can come with a lot of pressure if you let it. But I’ve discovered something in my 13 years as a CEO: I don’t have all of the answers, and that’s okay. As long as I’m constantly working to find answers and solutions to improve things for my employees, family, friends and the world in general.”

The Formstack CEO believes he has found the secret to modern-day leadership, and the research is on his side. Having shown employees his vulnerabilities, he believes he’s a better leader and that it has paid off. “By being vulnerable, I have made deep connections with my employees and earned their trust—not just as the CEO of the company they work for, but as a leader who cares about them and our organization.”