“Leadership is taking responsibility for what matters most.” —  Julian Weissglass

This quote has stayed with me for years. And right now, in a time marked by uncertainty, transition, and deep emotional undercurrents, it feels more important than ever.

I often wonder:

• What would it look like if more leaders took responsibility not just for tasks or outcomes—but for fostering inclusive conditions with compassion and care?
• What if leadership included making space for grief, uncertainty, and imperfection?
• What if we normalized not having all the answers, especially during tumultuous times?

The truth is—this past year has broken many of us open. Whether acknowledged or not, many leaders and teams are carrying layers of micro and macro grief: grieving what once was, what will no longer be, and who we are becoming in the process. Change always changes us.

But here’s what I’ve learned, personally and professionally: There is tender strength in being broken open. It’s a quiet kind of power—not always visible on the surface, but deeply transformative from the inside out. And it’s in this space of vulnerability that impactful leadership emerges.

In thinking about breaking open, I’m reminded of the Japanese art form Kintsugi, where broken pottery is mended with gold or silver lacquer. Instead of hiding the cracks, the repairs highlight them—transforming what was once fractured into something more beautiful, more resilient. The cracks become part of the story, not something to be ashamed of.

There’s a profound leadership lesson here: Our imperfections—our grief, missteps, uncertainties—are not signs of failure. They are evidence of growth. And when we share them openly, we foster connection, not separation.

Research backs this up. According to Google’s Project Aristotle, psychological safety—the belief that one can show up authentically without fear of judgment—is the #1 predictor of high-performing teams. And studies show that teams with high psychological safety are:

• 76% more likely to engage in learning behaviors like reflection and feedback
• 50% more productive
• 67% more likely to retain their people long-term

When leaders model vulnerability and emotional honesty, they create the conditions for trust, innovation, and belonging. They give others permission to show up fully—not in spite of their humanity, but because of it.

So here’s to the golden brokenness and all the imperfect edges that make us whole. Here’s to leaders who embrace the full spectrum of emotion—grief, growth, and grace. Here’s to the courageous ones willing to go inward, lead with presence, and make space for others to do the same.

In these intense times, this kind of leadership isn’t just nice to have—it’s necessary.

What does this spark for you?

R