How leaders shape trust and innovation by recognizing when openness is reprimanded, and when it’s celebrated.

Vulnerability in leadership is often misunderstood. Many leaders believe that showing uncertainty or asking for help undermines their credibility. Yet, research on psychological safety tells a different story: vulnerability, when modeled and rewarded, is one of the strongest catalysts for trust, learning, and innovation. The difference between thriving teams and fearful ones often comes down to how vulnerability is treated, whether it’s reprimanded or rewarded.

Reprimanded vulnerability occurs when openness or honesty is met with criticism, shame, or exclusion. Think about a time when someone admitted a mistake and was blamed rather than supported, or when a team member shared an idea and was told to “stay in their lane.” These responses, though sometimes unintentional, teach people to stay silent. Over time, psychological safety erodes, creativity declines, and trust is replaced by self-protection.

Rewarded vulnerability, on the other hand, creates a culture where people feel safe to speak up, take risks, and learn from failure. When leaders respond to vulnerability with empathy and curiosity, they transform potential threats into opportunities for connection and growth. A team member who admits an error and is met with support rather than blame is far more likely to problem-solve collaboratively, and that builds both skill and confidence.

The research backs this up. Studies from Harvard’s Amy Edmondson show that teams with high psychological safety outperform others because people are more willing to share ideas, voice concerns, and learn from one another. Vulnerability becomes a resource, not a risk. When mistakes are treated as data rather than defects, innovation thrives, and the organization becomes more adaptive and resilient.

One way leaders can start shifting from reprimanding to rewarding vulnerability is by examining their automatic responses. Do they rush to correct or critique? Or do they pause to ask questions like, “What can we learn from this?” Simple shifts in language, from blame to curiosity, signal safety and reshape team culture over time.

Another key is modeling vulnerability from the top. When leaders admit what they don’t know, share their own learning edges, or ask for help, they give permission for others to do the same. This kind of openness doesn’t weaken authority, it strengthens credibility. People trust leaders who are real, not those who pretend to have all the answers.

Rewarding vulnerability also means protecting it. Leaders must ensure that what’s shared in confidence stays confidential, and that courageous acts, like voicing an unpopular opinion, are recognized rather than punished. These actions build an atmosphere of respect and reinforce that psychological safety isn’t a buzzword; it’s a leadership choice.

If you’re ready to strengthen this mindset and learn how to create a culture where vulnerability leads to growth rather than fear, the Deep Dive program explores how to apply these principles in real leadership situations, helping you build teams rooted in trust, openness, and accountability.

~Michelle Cummings, CEO, Personify Leadership