I sit down at the garden table after a beautiful morning walk through the forest. A breeze is playing with the leaves. Cloudless sky overhead. The autumn colours are early this year. In the distance, I hear the cry of a couple of buzzards. Birds happily chirping in the garden. Kuvimba, our dog, is lying under the table at my feet. A little green cricket lands on the table right next to my laptop. The little snake we discovered yesterday outside our kitchen window is still hiding underneath the garden bench.
We had handpicked raspberries and blackberries from our garden with breakfast. A strong reminder of the power of nature. It continues to amaze me that seeds have all the information stored inside them about what plant, shrub or tree to become and what fruit to give when, often in the most intricate shapes. Life is good, one would think.
However, this quiet wisdom and awe inspiring nature is in stark contrast with a human world seemingly tipping into an age of authoritarianism, where governments (and business leaders) feel compelled to project the illusion of strength and control.
In a volatile, uncertain, complex, and ambiguous world such posturing may seem like leadership. But in truth, it is an illusion. It does not lead us toward greatness; rather, it deepens mistrust, fragility, division and risks stagnation instead of progress.
True leadership in these times calls for something very different: the courage to lead with vulnerability.
Why vulnerability is strength
Vulnerability is often misunderstood as weakness — as if acknowledging doubt or asking for help diminishes authority. In reality, it takes tremendous courage. To stand before a team, board, or stakeholders and admit “I don’t have all the answers, but I believe we can find a way forward together” is an act of strength.
When leaders dare to be vulnerable, three powerful things happen:
Humanity is restored. Teams follow leaders they can relate to. Vulnerability makes leaders human, not distant figureheads — and that humanity inviteds humanity and builds loyalty and resilience.
Trust deepens. People feel safe to voice their perspectives, fears, and ideas when they see leaders model honesty.
Collaboration expands. Vulnerability opens the door for others to contribute meaningfully. Leadership becomes less about being the one with the answers and more about convening the collective intelligence of the group.
Vulnerability in the CFO’s journey
For finance leaders especially, vulnerability can feel counterintuitive. The role has traditionally been associated with control, precision, certainty, and risk management. Yet as CFOs evolve into Chief Value Officers, charged not only with financial stewardship but also with guiding companies through sustainability transformations, vulnerability becomes indispensable.
No single leader can single-handedly master the complexity of SDG’s, ESG metrics, stakeholder demands, regulatory shifts, and societal expectations. Admitting that — and inviting others into the process — is not a liability. It’s the foundation of authentic leadership.
The paradox of control
Many leaders equate credibility with control. But in times of profound change, pretending to know more than we do creates fragility. People sense when leaders are posturing. The paradox is that by letting go of control, leaders gain influence.
When a leader says:
“I need your insight.”
“This is uncharted territory: let’s explore it together.”
“I don’t know yet, but I am committed to finding a path.”
… they invite participation and unlock commitment that no amount of top-down directives can generate.
Leading with courage and openness
Vulnerability is not about oversharing or collapsing under uncertainty. It is about choosing to lead with openness in service of something larger. It’s about courageously stepping into complexity with honesty and truthfulness, while holding firm to values, purpose, perhaps infused with a little universal wisdom.
In practice, this might look like:
Inviting colleagues and partners to co-create pathways forward, rather than presenting pre-packaged solutions.
Starting board or team meetings with some quiet time to truly arrive and the questions you don’t yet know how to answer.
Admitting the tensions between short-term pressures and long-term value creation (and that we don’t yet exactly know how to reconcile the two).
A call to leaders
In an age drifting toward authoritarianism, the world does not need more leaders who cling to the illusion of control. We need leaders who are real. Leaders who don’t just issue polished statements, but who are willing to show up fully human.
Vulnerability does not erode authority. On the contrary: it grounds authority in authenticity. It gives others permission to bring their whole selves — their doubts, creativity, and passion. Though we will probably never fully grasp the wonder and complexity of our (natural) world, together we stand a chance of at least seeing it more fully and developing better ideas and solutions.
The courage to lead with vulnerability may be the most inspiring gift a leader can offer today. Not perfection, not certainty, but the invitation: “Let’s surrender into this unknown together, and help shape what wants to emerge.”
Please let us know what you think, we would love to hear from you via sendlove at heartwork dot earth.