The Case for Admitting (Some) Flaws at Work
Read time: 2 min
Big Idea
Instead of expecting to appear flawless, leaders who voluntarily disclose minor, relatable flaws are often perceived as more authentic and trustworthy, without compromising their perceived competence.
Top Thoughts
Authenticity in leadership is a critical trait that employees value and that determines a leader's trust and credibility within an organization.
The cultural expectation for leaders to appear flawless can be counterproductive and lead to a fear of admitting mistakes and a lack of trust among employees.
There are two types of authenticity, 'experienced authenticity', an internal self-assessment, and, more importantly, 'perceived authenticity', which is how others see you.
Reveal a minor personal flaw to seem more authentic and trustworthy. It should be a relatable workplace weakness, like struggles with time management or public speaking, that does not cast doubts on a leader's moral character or competence.
If the self-disclosure appears insincere, forced, or scripted, it loses its impact. The disclosure's intention must be genuine for it to enhance perceived authenticity.
While leaders gain a trust boost from strategic self-disclosure, peers do not necessarily. The impact of vulnerability has a different dynamic depending on one's position in the organizational hierarchy.
Quick Quotes
"It’s a pretty crippling expectation [of being flawless]. And I think it pushes some leaders to a point where they’re so afraid to admit that they got something wrong that they just don’t. Unfortunately, these leaders are only fooling themselves."
"That was our idea, that by sharing more than what people expect, showing that you are less strategic and you are disclosing something sensitive about yourself, that people are going to come across as more authentic, especially leaders."
"Participants in the study assessed the leader who disclosed a minor weakness as being more authentic, trustworthy, and genuine."
"There is this sweet spot that often when you reveal some negative information, you could imagine that that’s going to lead to lower perceived competence. But then the idea here is that at the same time, that could lead to perceived authenticity."
"Our theory suggests that it’s not just you knowing that information about the person. I think there is something about the person’s intention that is quite essential here."
"So instead of leading people to see you as very polished, getting people to see you as human—as an honest and trustworthy person—I think that’s the goal here."
Actionable Advice
Embrace authenticity through strategic self-disclosure - Sharing minor weaknesses or challenges in a genuine way to enhance the perceived authenticity and increase trustworthiness and relatability. The weakness disclosed should be relatable and not affect core competencies.
Be mindful of motives - The intention behind disclosure is crucial. If the disclosure appears purely for strategic reasons, it could backfire. Executives need to be genuine in their disclosures for them to have the intended positive impact on authenticity and trustworthiness.
Source
Kouchaki, M. (2023, Aug 28). The Case for Admitting (Some) Flaws at Work. [Web article, Podcast]. Kellogg School of Management. (Link)
