Vulnerability in the Workplace

Managers and workers across domains can be afflicted by doubts and insecurities about how they perform their work role and how this performance is perceived by others. They feel under pressure to appear confident and in control, while often struggling in silence. For example, consultants express the need to present an image of expertise and mastery to clients while scrambling to acquire the knowledge they need to meet expectations. Executives talk about angst and social discomfort associated with opening up about inability to always “get it right”. Over time, this can lead to burnout, presenteeism, and chronic stress. At the same time, we know that sharing vulnerability can strengthen work teams and improve wellbeing. But it’s not easy to “open up,” especially in high performance environments. Our research suggests that creating and sustaining a safe space where vulnerability can be expressed in the workplace can be a powerful way to share doubts and insecurities with coworkers, and to receive support. But this can also be risky. Organizations can support their members to share their vulnerabilities, while avoiding the pitfalls. They can do so by engaging in what we call vulnerability practices that involve rituals.

Why ritual matters

Ritual isn’t just something ceremonial or symbolic. In the workplace, it can be something much more practical: a structured way of interacting that helps people connect, reflect, and support each other. In teams, rituals create a predictable space where people can discuss difficult experiences—and feel safe doing so. In our study of a multidisciplinary team, members held weekly reflection sessions. Despite heavy workloads, they protected this time because it was precious for them.

How vulnerability practices work

Each conversation followed a clear pattern:

Step 1: Telling a story. One person describes to colleagues a challenging situation they have experienced at work. By telling their story, that person shares with coworkers the details of a work encounter or episode in which they felt vulnerable.

Step 2: Asking questions. Colleagues listen to the storyteller and then ask thoughtful questions, gradually moving from the facts of the case to the storyteller’s emotions and experience.

Step 3: Naming the emotions. With support from colleagues, the storyteller begins to express the uncertainty, doubt, or frustrations experienced during the episode.

Step 4: Learning together. At this stage, the whole group steps back and draws broader lessons: What are the limits of our roles? Who has had similar experiences? Have we seen this pattern before? What can we learn from this story?

Step 5: Supporting and advising. Colleagues validate the experience of the storyteller first, then offer suggestions. Carefully, and without judgment.

Step 6: Closing with gratitude. The conversation ends with the storyteller expressing appreciation to colleagues, reinforcing trust and connection between them.

The expected benefits

This kind of structure helps transform private struggles into shared learning. It allows team members to normalize uncertainty instead of hiding it; to reduce isolation by showing others feel the same way; to build trust across disciplines and hierarchies; and to improve collaboration through shared understanding. Over time, expressing one’s vulnerability becomes less risky, more meaningful and an opportunity to grow.

When team members create and sustain vulnerability practices in the workplace, several shifts happen:

• Healthier expectations. People let go of the “perfect manager or worker” ideal and accept that limits are normal.

• Stronger connections. Team members value different roles and perspectives, improving collaboration between them.

• Less imposter syndrome. When uncertainty is shared, it stops feeling like a personal failure.

Pitfalls and their fixes

Even well-intentioned conversations can backfire. Here are two pitfalls, and how they can be avoided:

Pitfall 1: Putting people on the spot. If colleagues invite a new member who is not yet familiar with the norms of the ritual to tell their story, that person may feel intimidated and shut down. How to fix this: Leaders could open up first. By modeling vulnerability, they set the tone and show newcomers what is expected of them.

Pitfall 2: Jumping straight to advice. When someone shares something difficult, immediate problem-solving can feel dismissive and patronizing. How to fix this: Colleagues could listen, ask questions, validate, and then advise. This way support is offered first, followed by potential solutions.

The role of leaders

Vulnerability practices in the workplace don’t pop out of nowhere. Leaders play a key role in creating and sustaining them. They can set expectations for respect and confidentiality; guide the flow of discussion; ensure that everyone is heard; and model openness themselves. Properly managed, vulnerability practices create safe and predictable environments in the workplace, not just one-off conversations.

Final thoughts

Creating and sustaining vulnerability practices in the workplace takes intention and care. The rituals can improve team dynamics and wellbeing, but they also raise important questions such as: Who feels safe to speak? Who holds the power in the room? Is participation truly voluntary? Handled thoughtfully, these practices can become a source of trust, resilience, and learning in the workplace. Handled poorly, they can cause harm. The difference lies in how consciously leaders and colleagues create and sustain them over time.