Leading with Vulnerability

David Gutiérrez Founding Partner, BLP - Member of the IBA´s Latin American Regional Forum Advisory Board  ,  October 3, 2024

In the legal environment, where precision, decisiveness and control are highly valued virtues, the notion of vulnerability has historically been seen as a weakness.

However, Jacob Morgan’s recent book, Leading with Vulnerability: Unlock Your Greatest Superpower to Transform Yourself, Your Team, and Your Organisation (2023), challenges this belief and proposes that vulnerability is actually a strength that can transform the way lawyers, leaders, and organisations relate, learn, and innovate.

Vulnerability as a superpower in leadership

Morgan argues that the most effective leaders are not those who hide behind a façade of perfection, but those who recognise and embrace their vulnerability. In the legal profession, where prestige, authority and control over cases and teams are essential, this idea can be counter-cultural. However, leaders who allow themselves to be vulnerable have the ability to create more authentic connections with their teams, colleagues and clients. This authenticity is key in a legal marketplace increasingly driven by trust and deep human relationships.

Central to this vulnerability is the ability of leaders to admit mistakes and ask for help. In an environment where mistakes can have significant legal consequences, the natural tendency of many lawyers is to hide or minimise their failures. However, Morgan suggests that admitting mistakes not only humanises the leader, but also fosters an organisational culture of learning and continuous improvement.

In the world of law, by acknowledging that we are all fallible, lawyers and leaders create a space in which it is possible to learn from failure and ultimately innovate.

Strategic benefits for vulnerable leaders

Vulnerability, in the context of leadership, does not mean displaying all emotions or personal issues without filter, but rather finding a balance that allows leaders to be authentic while maintaining professionalism. For law firm leaders, this might mean sharing relevant personal experiences that help illustrate an important point during a negotiation, or admitting that they do not have all the answers at a critical moment in a complex case. This calculated exposure strengthens the relationship with teams and clients, and promotes trust.

In the legal sector, where the pressure for results can be intense, leaders who admit their mistakes and ask their teams to collaborate not only demonstrate humility, but also emotional intelligence, a quality that is increasingly valued in business leaders.

A study cited in Morgan’s book reveals that 73% of leaders who have shown themselves to be vulnerable at work have been betrayed at least once. However, Morgan points out that, despite this risk, the benefits of leading with vulnerability far outweigh the disadvantages. Leaders who dare to be vulnerable often experience more significant professional growth, improve cohesion in their teams and ultimately become catalysts for change within their organisations.

Vulnerability-driven innovation and customer service

One of the most powerful ideas in Leading with Vulnerability is how vulnerability fosters innovation. In the case of Jonathan Pertchik, CEO of TravelCenters of America, his vulnerability-based leadership has allowed the company to accept failure as a natural part of the innovation process. Allowing employees to try new ideas, knowing that many will fail, creates an environment where fear of error does not paralyse creativity. For lawyers, this could mean fostering a culture where bold new approaches to solving legal problems are sought, rather than rigidly adhering to traditional methods for fear of making mistakes.

Client service, a central aspect of the practice of law, also benefits from vulnerable leadership. Clients, seeing that their lawyers are not only competent, but also human and approachable, tend to develop closer and more trusting relationships with them. This closeness allows lawyers to better understand their clients’ needs and expectations, which in turn improves the quality of the service provided.

The psychological impact of closing emotions

According to the International Bar Association (IBA) report, ‘Wellness in the Legal Profession’, stress, depression and other mental health problems disproportionately affect young lawyers, women and ethnic minorities. The report reveals that 41% of respondents are afraid to talk about their mental health problems at work for fear of damaging their careers. This stigmatising environment adds pressure to an already demanding profession.

The tendency to repress emotions for fear of being perceived as weak can have serious psychological consequences. The inability to properly manage emotions can lead to anxiety, burnout and, in extreme cases, mental health problems such as panic attacks or depression.

The IBA report also identifies that wellbeing initiatives within law firms remain insufficient, with only 16% of leaders receiving specific training to manage the mental wellbeing of their teams. In addition, work overload, a culture of presenteeism (working even when unwell), and a lack of resources for effective interventions contribute to worsening mental health in the profession.

Morgan suggests that by accepting and expressing emotions in a controlled way, leaders find an inner strength that enables them to cope more effectively with difficulties. For lawyers, this lesson is particularly important, as recognising the emotional toll of legal practice and seeking support when needed can be crucial to maintaining their mental wellbeing and thus their professional performance.

Conclusion

In a legal world that increasingly demands interpersonal and emotional skills, a new perspective on how lawyers can improve their leadership skills is needed. Vulnerability, far from being a weakness, is a powerful tool for building trust, fostering innovation and improving client service. By adopting this approach, leaders in the legal profession can not only transform their organisations, but also drive their own personal and professional growth in an environment where humanity and authenticity are increasingly valued.

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