Leading today demands more than just expertise or authority. It’s about being real—embracing
authenticity and vulnerability. These qualities are no longer optional; they’re essential, especially in a
world that craves connection and trust.
But what does it truly mean to be a vulnerable leader? Why does it matter so much? As a woman
navigating the concept of leading, I’ve found that vulnerability often carries an extra layer of
complexity. It’s not just about opening—it’s about doing so in environments that may expect you to
always be strong, confident, and composed.
My journey at SLB has been a testament to this balance. From working in the field to transitioning
into supply chain, and now leading procurement and sourcing for Pakistan and Yemen, I’ve learned
one important truth: vulnerability isn’t a weakness for me. It’s a strength. And it’s a strength that has
transformed how I lead, connect, and grow with my teams.
How have I navigated being vulnerable in a male-dominated field? Honestly, it’s all I’ve ever known.
As a woman in STEM, working in oil and gas and now leading in supply chain, vulnerability hasn’t
been a choice—it’s been a reality. From the early days of proving myself in the field to stepping into
leadership roles, I’ve faced challenges that tested my confidence and resilience. But those moments
of uncertainty, of not having all the answers, have shaped the leader I am today.
Why hide it? This is no longer the time or age to mask our vulnerabilities. I firmly believe in being
real and being human. We don’t need to manage people with perfection; we need to lead them with
authenticity. Vulnerability fosters trust, builds connections, and shows that leadership is not about
being invincible—it’s about being relatable. So, even if I am feeling something in the moment, I won’t
waste my energy suppressing it. Instead, I channel those emotions into finding a solution.
Leadership isn’t about ignoring challenges—it’s about facing them head-on with clarity and purpose.
Being vulnerable isn’t just a choice in today’s world—it’s a requirement for effective leading. Gone
are the days when management meant being tough, distant, or dictating to a team. Leading today is
about connection. Think about it: we all know what we expect from a good leader. But when it’s our
turn to lead, do we meet those same expectations? It’s a question we should all ask ourselves.
Teams don’t need grand gestures or fancy perks anymore—they need to feel valued, supported, and
understood. As Maslow outlined in his hierarchy of needs, true satisfaction comes from feeling a
sense of belonging and accomplishment. Leaders who can tap into that create not just productive
teams, but motivated and fulfilled ones. That’s the future of leading!
And how do we get things done? That’s a question our fellow “Managers” might wonder. The truth is
plain and simple. When you allow yourself to be human and focus on increasing your emotional
intelligence (EQ), you begin to understand your team on a deeper level. You see their strengths,
their potential, and their unique abilities. Tap into that, and you get yourself a brilliantly functional
team.
So, all in all, it really depends. Maybe as women, we are more attuned to seeing ourselves as
vulnerable, and in many ways, we have no choice but to turn that vulnerability into a strength. But I
refuse to restrict this concept to gender. It’s about how we all are, and how we should be.
Vulnerability isn’t about weakness; it’s about embracing our humanity and connecting with those we
lead. Its about inspiring others to say, “If that’s leading, I am in!”
