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.

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.

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.

The strength of a team's trust isn't defined by avoiding mistakes, but by a leader's willingness to go back, take responsibility, and "repair" after a conflict. This builds more security than striving for perfect, error-free leadership.

A Cornell professor created a CV listing his rejections and failures alongside his achievements. This act of disclosure is highly effective for motivating junior colleagues, as it normalizes the setbacks inherent in ambitious careers and makes success feel more attainable.

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.

Stanford's famous "Interpersonal Dynamics" course teaches a counterintuitive leadership principle: sharing personal vulnerabilities and imperfections doesn't weaken a leader's position. Instead, it builds trust and fosters stronger connections, shifting relationships from a mystery to something one can actively shape through authentic behavior.

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.

Leaders often try to project an image of perfection, but genuine connection and trust are built on authenticity and vulnerability. Sharing your "brokenness"—insecurities or past struggles—is more powerful than listing accolades, as it creates psychological safety and allows others to connect with you on a human level.