News & Updates

Daring leadership: The courage to embrace vulnerability

What does it mean to be a daring leader?

It’s not about having all the answers or projecting constant strength. Instead, as Brené Brown Brené Brown reminded us in conversation with Holly Ransom, CEO of Emergent Global at PCMA’s Convening Leaders in Houston, it’s about embracing vulnerability. Embracing the risk, uncertainty, and emotional exposure inherent in leadership.

But what does that look like in practice? (Side note - for one IMEX team member, hearing Brené live was a tick off her bucket list. Were you there? Did you feel the same?)

Vulnerability is not weakness

To lead is to be vulnerable, but vulnerability isn’t about oversharing or losing composure. It’s about being authentic, staying aligned with your values, and making conscious decisions—even when the outcome is uncertain.

As Brown put it, “Vulnerability without boundaries is not vulnerability.” Leaders who confuse vulnerability with a lack of professionalism miss the point.

And she wholly rejected the term “soft skills,” arguing that traits such as empathy and vulnerability are essential leadership competencies critical for building trust and engagement.

The armor we wear

Many of us put on “armor” at work, masking fears with perfectionism or over-control. This armor may protect us temporarily but often alienates others and pulls us away from meaningful leadership.

Brown challenged leaders to reflect. Do you reach for armor when you feel discomfort, or can you pause, align with your values, and take the next right step?

Scaling courage and connection

She also pressed home the point that building cultures of courage requires more than individual bravery. It calls for creating systems that support vulnerability, psychological safety, and connection. Brown’s example of the “five Cs”—context, connective tissue, color, cost, and consequence—offers a practical way to ensure clarity and purpose in conversations and projects.

Engagement, she explained, thrives when people see their work’s purpose and feel connected. In her view, caring is the highest form of engagement.

She shared several helpful tips too. For example, Leaders can start with simple, meaningful practices like two-word check-ins at the start of meetings and following up to ask, “What does support look like for you today?”

Discomfort: A hallmark of growth

True growth and connection are rarely comfortable. Whether it’s addressing team challenges, giving tough feedback, or acknowledging systemic inequities, daring leaders normalize discomfort. “It’s not supposed to be easy,” Brown emphasized. “It’s supposed to be meaningful.”

Your role in building courageous systems

To create cultures of engagement and bravery, leaders must model and embed vulnerability into systems. That includes fostering hope by setting clear goals, pathways, and agency. As Brown shared, hope isn’t just an emotion; it’s a measurable, actionable process.

She praised the event industry for fostering human connection and creating spaces where people feel seen and understood, reinforcing its vital role in engagement.

The question for all of us remains: How can we lead with greater courage and connection in 2025? How can we design events and experiences that balance empowerment with vulnerability or change with certainty? (Hint – our new Leadership and Culture track at IMEX Frankfurt will provide some answers!).

And, finally, the opportunities are plentiful, but will we have the collective courage – and energy - to try?

What do you think and where should we start?