Last week’s Thought for the Week was “Break Free from the Judgment Trap”, and if someone is being openly judgemental toward us, it’s easy to feel attacked. However, how we respond can shift the energy of the conversation by the way we respond. We also explored how we can be our own worst judges!
If you missed it, you can catch up here
We often hold back from showing our vulnerability out of fear of being judged – whether by others or ourselves. This fear can prevent us from building stronger, more authentic connections. But what happens when we let go of that fear and allow ourselves to be vulnerable as leaders? Let me share a story from my time working at British Airways …
I have shared with you how I was a Duty Manager in the Lost Baggage Department with British Airways; well prior to that, I was a special services representative, looking after the VIP’s, CIP’s, Royalty etc. Then I was promoted to the lost baggage role.
The first hurdle I had to jump was hearing comments on Day 1 from my new team such as “What’s this ‘posh bird’ from Special Services who is joining as one of our manager going to know about what we do?” They already had a perception of me, and it wasn’t a welcoming one. I had this lump in my throat and was feeling anxious and self-doubt was kicking in for sure!
Yes, I went from one extreme to the other, didn’t I? And while I wanted a new challenge, I quickly realised that this was a daunting one. My confidence wavered, and I couldn’t help but wonder: Would this team accept me? Could I lead effectively when I barely understood the daily struggles they faced?
It would have been easy to put on a brave face, pretend I had it all figured out, and hope they’d come around. But something told me that wasn’t the answer. So, on one of my first days, I decided to show vulnerability instead.
I decided to address the elephant in the room, stood before the team and admitted that this was all new to me. I told them that while I didn’t have the same hands-on baggage experience that they did, I was committed to learning, supporting them, and facing this challenge together. I didn’t try to act like I knew it all; instead, I embraced what I didn’t know and allowed them to see that I was just as open to learning as I was to leading.
To my surprise, being open about my vulnerability had a profound effect. Slowly but surely, the walls started to come down. Some team members began offering advice and showing me the ropes in a way they hadn’t before. The more I admitted what I didn’t know, the more they seemed to respect my willingness to learn. There were still a few die-hards who were resistant to change, and yet over time, even they softened, realising I was there to support, not dictate.
However, showing vulnerability alone wasn’t enough. As the team started to see me as more approachable, I knew I had to balance that openness with action – showing them that I had strengths and skills I could bring to support them. It was in those moments that I found the balance between vulnerability and authority.
While I didn’t have the years of baggage-handling experience they did, I was able to step in where it counted. I handled incredibly angry customers, defusing tense situations so the team could continue their work without being on the receiving end of that frustration. I represented their challenges and concerns in management meetings, fighting for more resources, safety protocols, and better mental health support for the team. Little by little, they began to recognise that I was on their side, not just as a figurehead, but as someone who could help make their work environment better.
This balance – being open about what I didn’t know, while showing up with real solutions, was what ultimately earned their respect. My vulnerability allowed them to see that I wasn’t pretending to have all the answers, but my actions proved that I could lead with authority when it mattered most. They realised that I wasn’t just “the posh bird from Special Services”; I was someone who was willing to learn from them and advocate for them.
That experience taught me a vital lesson in leadership and communication: vulnerability is not a weakness; it’s a bridge to connection and trust. When combined with action, it can strengthen your authority and build a foundation of mutual respect. When we let go of the need to seem perfect and embrace authenticity, we invite others to do the same – and that’s when real teamwork and communication thrive.
“True north is about authenticity and vulnerability. People want to follow someone who is real and open, not someone who is pretending to be something they are not.“
– Bill George –
[Former CEO of Medtronic, Author of Authentic Leadership]
I’d love to hear about your experiences too!
Thank you for taking the time to share this journey with me. Wishing you a week filled with authenticity, vulnerability and great connections!
With warmest wishes,
Korinne Le Page
Thrive Coaching & Training – Empowering You to Thrive!
P.S. Feel free to share your experiences and insights!
P.P.S. Book a complimentary Clarity Session with me here
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