McKinsey November 4, 2024
Showing vulnerability can build connections and trust. One place to start: create a ‘to be’ list rather than a ‘to do’ list.
What does it take to be a great CEO? There are the tangible skills, of course, such as financial acumen and operational management. Then there’s a short list of traits that corporate leaders can agree are prerequisites, including confidence, resilience, and versatility. But in hundreds of leadership conversations over many years, we’ve seen many CEOs grapple with how to adopt a set of softer skills.
Vulnerability, for example, can be vital to building trust and openness—but, along with skills like humility and selflessness, it can be trickier to master. In this excerpt from our new book, The Journey...
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