The strength of not knowing what comes next

When we talk about vulnerability, the first thing that often comes to mind is weakness. It’s understandable why vulnerability is often perceived as a flaw, but for me, embracing it has been one of the most powerful things I’ve done.

I can trace this to my low-profile nature, something I inherited. Since I was young, I have always preferred staying behind the scenes. I never look for exposure, attention, or validation. I did things in life because they felt right for me, not because I needed to prove myself to anyone.

Psychologically, I have always found comfort in sharing my thoughts and emotions openly. If I’m having a rough day or if something outside of work is weighing me down, I want my colleagues to know. I don't want my personal struggles to affect anyone else on the team.

It’s not about seeking sympathy, it’s about being understood. By sharing my vulnerabilities, I allow others to see my weak points, and in return, I get constructive feedback and support. I feel like I’m opening the door for deeper, more meaningful connections. That last part comes with practice, definitely not something I have developed from one day to another.

But, as Brené Brown discusses in Dare to Lead, being vulnerable isn't about seeking pity or winning approval. Vulnerability, according to Brown, is about showing up and being authentic, even without knowing what the outcome will be. She says, “Courage and fear are not mutually exclusive.” And I couldn’t agree more. Vulnerability is not a signal of weakness, it’s a sign of strength, of courage, and of willingness to embrace the unknown.

The courage to show up

One of the most profound ideas I’ve encountered in my journey is that vulnerability doesn't mean you're weak. It's not about “winning” or “losing;” it's about putting yourself out there without any control over the result. It requires immense courage, especially in environments where openness and honesty are often undervalued.

Brown writes, “Cultural norms of nice and polite are leveraged excuses to avoid tough conversations.” This hit home for me. We’ve all been in situations where it's easier to stay silent and avoid uncomfortable conversations, whether in the workplace or elsewhere. But avoiding those conversations doesn’t lead to growth. It suppresses creativity and real progress. When we create safe spaces where people feel comfortable being vulnerable, we open the door for innovation.

Unfortunately, creativity struggles when organizations reward defensive behaviors, like blaming, shaming, cynicism, perfectionism, or emotional stoicism. Brown describes this perfectly: “You can't fully grow and contribute behind armor. It takes a massive amount of energy just to carry it around, sometimes it takes all of our energy.” So, when I choose to be vulnerable, I’m not just risking my emotional well-being. I’m choosing to remove that armor, allowing myself to be seen for who I am and giving others the chance to do the same.

The power of empathy and curiosity

Vulnerability doesn’t just affect us internally. It influences how we connect with others as well. Brown’s words about empathy resonated with me: “When someone feels sorry for us, it magnifies our feelings of being alone. When someone feels with us, it magnifies our feeling of connection and normalcy.” I’ve seen this firsthand, when I share a personal struggle and others respond with empathy, I feel seen, understood, and connected. Vulnerability builds connection, not isolation.

Moreover, vulnerability is at the core of curiosity. Brown states, “Curiosity is an act of vulnerability and courage.” To be curious means to embrace the unknown, to ask questions even when the answers aren’t clear, and to remain open to the possibility of failure. It's the opposite of staying comfortable and sticking with what we know. Curiosity is about stepping into uncertainty, which is exactly what vulnerability requires.

Vulnerability in leadership

In leadership, vulnerability is especially powerful. It’s not just about being open about your weaknesses but also creating a culture where others feel safe to share theirs. Brown mentions the concept of integrity as a choice: “Choosing courage over comfort, choosing what’s right over what’s fun, fast, or easy.” This is at the heart of leadership: showing up, being real, and doing the hard work even when it’s uncomfortable. Leaders who show vulnerability create trust and encourage growth. They lead by example, demonstrating that it’s OK to be imperfect, to ask for help, and to make mistakes.

Vulnerability also plays a role in accountability. Brown talks about the “Vault”, the importance of keeping trust and confidentiality in a team. “You don’t share information or experiences that are not to be shared.” When people feel safe, they’re more likely to share openly, knowing that their words will be respected.

Conclusion

I’ve experienced first-hand the challenges of moving across countries, switching roles, and jumping into unknown situations. Each time, vulnerability has been the constant. I didn’t know what would happen, and I couldn’t control the outcome. But through those moments of vulnerability, I found my strength.

The courage to be vulnerable isn’t about perfection. It’s about embracing uncertainty and knowing that you don’t have to have it all figured out. Vulnerability allows us to grow, learn, and contribute more fully to our teams, our work, and our relationships.

So, as I continue to navigate my personal and professional journey, I remind myself that vulnerability isn’t a weakness, it’s a choice. A choice to show up, to be real, and to lead with courage. And in the end, it’s through vulnerability that we can connect with others, build trust, and create meaningful change.