Leader Vulnerability: Public Admission of Blind Spots

Definition

Leader vulnerability is the deliberate, public practice of examining your own strengths and weaknesses, admitting what you do not see about yourself, and creating safe channels for others to illuminate your blind spots. It is modeling the self-awareness you expect from your team and demonstrating that the willingness to be vulnerable is a sign of strength, not weakness.

In the Book

Burnison recounts gathering his senior team from around the world to rate his leadership strengths and blind spots using anonymous "clickers," with results displayed in real time. He describes the exercise as "intense" and notes that the real purpose was not the feedback itself but to "demonstrate a willingness to be vulnerable." At the end of the three-hour session, he gave each person a small mirror "as a reminder that a leader can only inspire and motivate others if he or she is willing to undertake an honest self-assessment."

This practice directly reinforces a core truth Burnison emphasizes: "The accountability you want to see in others starts with you." Nearly 80 percent of leaders have blind spots—overestimating their strengths or underestimating their weaknesses. Vulnerability signals to the team that examining yourself is not a weakness to hide but a discipline to practice.

Why It Matters

Blind spots are invisible to the person who has them. When a leader publicly commits to seeing theirs, it transforms organizational culture. It removes the pressure to have it all figured out and shifts the conversation from "hide your weaknesses" to "know your weaknesses." This makes it safe for others to admit mistakes, ask for help, and course-correct—all essential for learning organizations and adaptive teams. Without this modeling, vulnerability becomes a liability; with it, self-awareness becomes competitive advantage.