Leaders are not gods. I would like to repeat that again: leaders are not gods. They make mistakes, they have bad days, and yes, they get things wrong. The sooner we accept this reality, the better leaders we become. I have seen too many line managers tie themselves in knots trying to project an image of infallibility. They sidestep their errors, deflect blame, or in some cases, pretend the mistake never happened. However, I have learned that when team members see their leaders refusing to admit errors, something breaks. Respect erodes. Trust crumbles. And the leader, ironically, becomes smaller in their eyes.

There’s tremendous power in showing your vulnerability as a leader. I’m not talking about falling apart or oversharing your insecurities. I’m talking about being honest when you’ve messed up, saying “I don’t know” when you genuinely don’t, asking for help when you need it, and apologizing when you’ve hurt someone, even unintentionally. Research backs this up that vulnerable leaders are more effective. This is because they create an environment where trust can flourish. When you admit mistakes, apologize genuinely, ask for help, or acknowledge that you don’t have all the answers, you’re not showing weakness but demonstrating strength.

In 2018, Starbucks faced a massive crisis when two Black men were arrested at a Philadelphia store for simply waiting without ordering. CEO Kevin Johnson could have hidden behind the corporate veil. Instead, he immediately took personal responsibility. He called the incident “reprehensible,” apologized directly and publicly, and didn’t wait for investigations to conclude before acting. He shut down 8,000 stores for an afternoon to conduct racial bias training, a costly decision that sent a clear message: we got this wrong, and we’re going to do better. Rather than the admission of failure hurting Starbucks, it did quite the opposite by strengthening the brand’s relationship with customers and employees alike because people saw a leader who had the courage to say, “we failed” and mean it.

When Alan Mulally’s arrived Ford as CEO in 2006, the company was hemorrhaging billions. In his first executive meeting, he asked each leader to color-code their division’s status: green for good, yellow for caution, red for problems. Every single executive presented all green. Mulally knew this was impossible given Ford’s situation. The breakthrough came when Mark Fields, then head of Ford’s Americas division, presented a red status: admitting a serious problem with the launch of a new vehicle. The room went silent. Everyone expected Mulally to explode. Instead, he started clapping. He thanked Fields for his honesty and asked how the team could help. That moment changed Ford’s culture. With this, Ford became the only American automaker to avoid bankruptcy during the 2008 crisis.

This conversation applies across all levels in an organization and not only for CEOs managing global crises. If you are a departmental head, admitting when a strategy isn’t working as planned gives your team permission to speak up with solutions. When you tell your manager “I underestimated the resources needed for this project,” you’re modeling accountability for everyone watching. If you’re a line manager, saying “I handled that conversation poorly, and I’m sorry” after snapping at an employee doesn’t make you weak, it only makes you trustworthy. When you ask a junior team member “Can you walk me through how you approached this? I want to understand your thinking,” you’re showing an example to the team member that learning flows in all directions.

Conversely, when you create a culture where mistakes are acknowledged and learned from, where asking for help is seen as smart rather than weak, you unlock your team’s potential. People bring you problems earlier when they’re easier to fix. Leadership isn’t about being perfect. It’s about being real. Your team doesn’t need a flawless hero but a human being they can trust, learn from, and follow into uncertain territory. The next time you make a mistake, and you will surely do, resist the urge to cover it up or shift blame. Take a breath. Admit it. Apologize if needed. Ask for help if you need it. Watch what happens. You might just find that your imperfections are your greatest leadership asset.

Interestingly, there's a neuroscientific basis for the power of vulnerability in leadership. A neuroeconomist once explained that when an individual asks for help, the oxytocin levels of the person receiving the request increase. Oxytocin, often referred to as the "love hormone," is a brain chemical associated with social bonding. In other words, when leaders seek help or admit their mistakes, they foster a deeper connection with their team members, strengthening the bonds that hold the organization together. One other positive contribution of oxytocin level increase is reduced stress and anxiety levels, which will surely increase productivity amongst your team members.

In conclusion, the hallmark of great leadership lies not in the absence of mistakes but in how leaders acknowledge and learn from them. By showing their human side, leaders can inspire loyalty, encourage open dialogue, and innovate more effectively. In corporate settings, from top executives to line managers, embracing this approach fosters a more inclusive and dynamic organizational culture.

Oluwole Dada is the General Manager at SecureID Limited, Africa’s largest smart card manufacturing plant in Lagos, Nigeria.