There are two kinds of vulnerability that must remain hidden if we are to lead others toward Flourishing. First, the leader’s own personal exposure to risk must often remain unspoken, unseen and indeed unimagined by others. And second, the leader must bear the shared vulnerabilities that the community does not currently have the authority to address. Revealing either of these kinds of vulnerability will at best distract, and at worst paralyze, the community we are responsible for, robbing them of the opportunity for real flourishing.
