A leader should create a culture where employees feel safe giving feedback 'aggressively and in public.' This public display builds trust, shows the leader isn't fragile, and is the most effective way to uncover the organizational blind spots that the leader is inevitably missing.

To create a culture of psychological safety around rule-breaking, senior leaders should model vulnerability by openly admitting when they have made mistakes or broken rules. This honesty encourages employees to speak up about their own experiences and provide crucial feedback about why certain rules are not working.

To surface critical issues, build a culture where withholding disagreement is seen as impolite. This requires clear rules: voice concerns immediately, focus on the work not the person ('this sucks, not you suck'), and repeat your point until you feel heard.

To create a culture where failure is discussed openly, leaders must go first by sharing genuine, vulnerable stories of significant failure. Sharing a "real face plant," not a sanitized anecdote, gives the team permission to be human and fosters the psychological safety needed for honest communication.

Studies show executives who admit to past struggles, like being rejected from multiple jobs, are trusted more by employees. This vulnerability doesn't diminish their perceived competence and can significantly increase team motivation and willingness to work for them.

Authentic leadership, demonstrated by sharing personal challenges via "struggle statements," builds trust. This encourages employees to be transparent about project roadblocks, leading to faster problem-solving and higher performance because issues are surfaced earlier in a psychologically safe environment.

A top-performing CEO adapted the board practice of an "executive session." He periodically removes himself from his own leadership meetings and asks an HR leader to gather candid feedback on his performance. This powerfully models vulnerability and a commitment to continuous improvement for the entire organization.

When leaders use a tool like Working Genius to openly admit, "Hey, I suck at a few things. And here's the proof," it creates a liberating culture. It signals to everyone that it's safe to be vulnerable, acknowledge their own areas of frustration, and ask for help without fear of judgment.

To get truthful feedback, leaders should criticize their own ideas first. By openly pointing out a flaw in their plan (the "ugly baby"), they signal that criticism is safe and desired, preventing subordinates from just offering praise out of fear or deference.