By openly admitting your inconsistencies while still advocating for a principle, you remove the deceptive claim to unearned status that angers people. This vulnerability prevents a 'gotcha' moment and fosters a more honest conversation, building trust and allowing imperfect people to advocate for important causes.

Perfection is not relatable, but struggle is. Admitting your true emotional state, even a negative one like being tired or grumpy, to an audience (like a jury or a meeting) makes you more authentic. This vulnerability builds trust and rapport far more effectively than pretending everything is perfect.

Don't fear being wrong or evolving your opinions publicly. Having a content library that documents your changing beliefs isn't a liability; it's proof of growth and humility. Audiences connect with real people who learn over time, not with static figures who pretend to be perfect from the start.

In high-visibility roles, striving for perfect communication is counterproductive. Mistakes are inevitable. The key to credibility is not avoiding errors, but handling them with authenticity. This display of humanity makes a communicator more relatable and trustworthy than a polished but sterile delivery.

Many people are held back by an intense fear of what others will think of their failures. This fear, often a product of childhood conditioning, prevents them from taking necessary risks. Embracing public failure as a learning process is the key to unlocking potential and reducing anxiety.

True self-awareness involves publicly admitting your weaknesses. By openly stating what you're bad at (e.g., 'I suck at 99% of things'), you build immense credibility and trust when you then declare your strengths. This approach validates your expertise in your core competencies.

Seemingly costly failures provide the unique stories, data, and scars necessary to teach from experience. This authentic foundation is what allows an audience to trust your guidance, turning past losses into future credibility.

Creating an environment where people feel safe to speak up requires more than just asking for it. Leaders must actively model the desired behavior. This includes admitting their own mistakes, asking questions they worry might be "dumb," and framing their own actions as experiments to show that learning and failure are acceptable.

Don't hide from errors. Steve Munn found that when he made a mistake, taking ownership and handling it well actually enhanced client "stickiness" and deepened the relationship. Clients saw he cared and was accountable, building more trust than if the error never happened.