Why Leaders Need to Model Vulnerability to Build Strong Distributed Teams

In the world of distributed and hybrid work, building strong teams and a sense of belonging has become more challenging, and more crucial than ever. At Hoogly, we believe the strength of a team's connections depends on how comfortable people are with showing vulnerability. A powerful way to help team members feel safe and comfortable to share more of themselves, is for leaders to show the way.

In Stephen Bartlett’s words, "you will only ever feel a sense of connection with others through being vulnerable. It's as simple as that."

Yet, for leaders, vulnerability can feel like uncharted territory. How do you balance authority with openness? How can showing imperfection strengthen, rather than undermine, your leadership? The answer lies in understanding that vulnerability isn’t about weakness, but about creating space for trust and connection.

The Vulnerability Dilemma: Why It’s Hard for Leaders

Despite its benefits, vulnerability doesn’t come easily to many leaders. Most of them are used to unspoken, but overwhelming pressure to appear infallible.

Leaders often feel they’ve built their authority by projecting strength. To admit imperfections might seem like a betrayal of that image. But this need for perfection can leave leaders feeling isolated, and ultimately proves unsustainable. How can anyone truly connect with someone who never shows cracks in their armour?

There’s also a paradox at play: many leaders may feel comfortable opening up to friends over drinks but hesitate to do the same in professional settings. Trusting people “offline” feels easier than trusting them “online”, or in a workplace environment. This hesitation, especially in hybrid or remote settings, can widen the gap between leaders and their teams. In distributed teams, the absence of physical cues like body language and spontaneous interactions makes it even more vital for leaders to deliberately model vulnerability. Without these cues, team members can easily misinterpret silence or hesitation as disinterest or detachment, making proactive vulnerability becomes crucial to bridge that gap.

How Leaders Can Model Vulnerability

If vulnerability is so powerful, how can leaders practice it effectively? Here are some steps to consider:

Start small and go first.

Vulnerability is a two-way street, but someone has to take the first step. Leaders who are willing to share a challenge, admit to a mistake, or express uncertainty encourage others to do the same. For example, you might begin a team meeting by saying, “I’ve been struggling with time management this week—how are you all managing your workloads?” This is especially important in distributed teams, where opportunities for spontaneous connection are fewer.

Frame vulnerability as growth, not weakness.

It’s not about admitting defeat, but about demonstrating that imperfection is part of growth. Share specific lessons from mistakes or moments when you overcame self-doubt—such as a time when you misjudged a project scope but adjusted effectively. These examples help your team see vulnerability as a strength and a practical part of progress.

Normalise mistakes.

A culture that embraces vulnerability also embraces failure as a necessary stepping stone. When leaders openly share their missteps, it sends a message that it’s okay to take risks and make mistakes. For instance, saying, “I got this timeline wrong, but here’s what I learned,” encourages others to share their own challenges without fear of judgment.

Use Vulnerability to Humanise, Not Overshare.

Vulnerability isn’t about oversharing. It’s about sharing in ways that are relevant and constructive for your team. For example, a story about struggling with imposter syndrome might inspire your team, but sharing your worries about revenue pressure to an intern might backfire.

Being vulnerable doesn’t mean baring your soul in every meeting. It’s about showing your humanity, even when you drive your team and yourself towards ambitious goals. This sense of authenticity is key, especially in a distributed team where people may feel disconnected.

Vulnerability Builds Belonging

When leaders model vulnerability, they transform the culture. They create a team where people feel safe to show up as themselves, take risks, and collaborate authentically. Vulnerability fosters trust, which fosters belonging, and belonging fosters commitment, collaboration and better outcomes. It’s a ripple effect, and it starts with you.

The beauty of vulnerability is that it doesn’t require dramatic gestures. It’s in the everyday moments—the questions you ask, the stories you tell, and the way you respond to others. And in those moments, you’re not just leading a team. You’re building a culture of belonging that can thrive, no matter how far apart your team might be.

Take the first step today. Share a challenge you’re facing, or admit to something you’re still learning. Encourage your team to do the same, and watch how the culture begins to change.