During a vision awareness training course this week, I did something that still doesn’t come easily: I talked openly with colleagues about my changing sight. Vulnerability isn’t a trait people usually associate with leadership, yet every time I’ve chosen honesty over comfort, the outcome has been worth it.

That conversation sparked something bigger than my story. Once I shared, others began to open up about their own experiences of disability, health challenges, and moments of doubt at work. A single act of honesty created a space where others felt safe to do the same.

What Vulnerability Really Means at Work

In most workplaces, “leadership” still carries the weight of certainty. We’re expected to have answers, to project confidence, to stay composed no matter what. But vulnerability turns that expectation inside out. It says, I don’t have all the answers, and that’s okay.

Vulnerability isn’t weakness; it’s a decision to trust others with what’s real. For me, that reality includes gradual sight loss. Talking about it doesn’t fix the challenges, but it transforms them from private burdens into shared understanding. And when leaders model that openness, they show others that authenticity has a place at the table.

The Ripple Effect of Being Open

The first thing I noticed after sharing my story wasn’t sympathy; it was connection. People began to ask questions not out of curiosity, but care. Colleagues started talking about how invisible disabilities affect their workdays too. It reminded me that inclusion isn’t built through policy alone. It’s built through moments like these.

Every honest conversation chips away at stigma. Every time someone chooses to share their experience, whether about disability, mental health, or simply needing help, it normalises humanity in the workplace. That’s the foundation of psychological safety, and it’s where genuine collaboration begins.

Why Leaders Need to Go First

Creating a culture of openness doesn’t happen by memo. It happens when people in positions of influence go first. When leaders acknowledge uncertainty, they invite others to do the same. Teams start to share more freely, creativity improves, and trust deepens.

Inclusion and accessibility are often treated as technical goals, things to measure or audit. But they’re also deeply human. You can have the best tools and policies, yet without emotional honesty, they don’t stick. Vulnerability gives inclusion texture and meaning.

Making Space for Vulnerability

Building that kind of culture takes intention. It starts with asking simple questions in meetings like, “What support would help you do your best work?” or “What’s something that’s been challenging for you lately?” It’s about responding with empathy, not solutions, and letting people share on their terms.

For managers, it might mean sharing a personal learning curve or a time you felt unsure. For teams, it could be setting aside moments to check in beyond project updates. The aim isn’t to turn work into therapy; it’s to make it human.

Closing Thoughts

Being vulnerable as my sight changes hasn’t been easy. But every time I’m open, the world gets a little lighter to carry. Openness builds trust, and trust fuels belonging.

Leadership isn’t about always being strong; it’s about being real enough to lead from where you truly are. When we make space for vulnerability, we don’t just improve culture. We build communities that see one another clearly.