In high-performance lab environments, it can be challenging not to see vulnerability as a weakness. But when practiced strategically, vulnerable leadership can enhance how lab teams collaborate, communicate, and ultimately hold themselves accountable.
Scott Hanton, editorial director of Lab Manager and longtime lab leader, makes a compelling case: “Vulnerability is our most accurate measurement of courage . . . it’s not a penchant for pain; it’s the ability to share what we think, make mistakes, take risks, and be accountable for those actions and decisions in front of our peers.”
How vulnerability builds trust and accountability
Accountability is impossible without trust. For lab staff to take responsibility for outcomes, admit mistakes, or offer unfiltered feedback, they need to know it’s safe to do so. That kind of emotional and psychological safety doesn’t happen by accident. It happens when leaders model it.
“If we want to have trusting relationships, we’re going to need to share,” Hanton explained. “Can we be authentic and genuine with everyone, or are we exchanging masks depending on the role we’re playing today?”
When managers consistently show up as themselves—admitting when they don’t have the answers, being candid about their concerns, and seeking input from others—they create an environment where trust can take root.
Model the behavior you want to see
If you want your team to be vulnerable—and in turn, accountable—start by showing them what that looks like.
Hanton encouraged managers to model openness by owning their own mistakes or blind spots. “I used to joke with my staff that the reason I was the lab manager is that I had made more mistakes than anyone else,” he said. “And from all those mistakes, I had lots of opportunities to grow, and I took advantage of them.”
To foster accountability through vulnerability, you must demonstrate both traits together. Vulnerable leaders openly acknowledge mistakes and then own the outcomes—good and bad—so every misstep becomes a lesson in responsibility. For example, if a calibration protocol is missed, share not only why it happened but also outline how you will correct it and prevent its recurrence.
Pairing candid admissions with clear follow-through signals that accountability isn’t about punishment but about commitment to improvement. State concrete corrective steps: "I overlooked our calibration checklist, so I’ve revised it and will personally verify its completion each week for the next month." This transparency shows your team how to admit errors and take meaningful action.
Consistent modeling of accountability builds a feedback-rich environment where team members feel empowered to speak up and act. After sharing your own corrective plan, invite others to do the same: "If you spot any gaps in our procedures, let’s discuss them now and agree on an action plan." This makes accountability a shared habit instead of a top-down mandate.
In sum, combine honest self-reflection with practical follow-through. Admit your gaps, then solidify trust by mapping out your accountability measures. When your team sees that openness consistently leads to constructive change, they’ll embrace accountability as part of daily practice.
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Use vulnerability to create feedback loops
Vulnerability also enables feedback loops that make accountability more tangible. Hanton recommends using the Situation–Behavior–Impact (SBI) model to give constructive feedback:
- Situation: Describe when and where the behavior occurred.
- Behavior: Specify what the person did.
- Impact: Explain how it affected you or the team.
Here’s how that might sound in a lab setting:
“During last week’s calibration check, I noticed the documentation was incomplete. That made it harder for us to identify trends during QA review, and I ended up staying late to sort through it.”
This approach makes feedback clear, professional, and anchored in mutual goals, not personal judgments. It also gives the other person a way to respond and correct course without defensiveness.
Embrace radical candor: caring personally, challenging directly
One of the most effective ways to build a culture of accountability is to engage in radical candor—direct, respectful communication that challenges people while showing them you care.
“We can tear apart the problems while building up the people,” Hanton explained, citing the work of Kim Scott, author of Radical Candor. “It’s not about making others feel small. It’s not about winning. The real thing is about attacking the problem and finding the best solution.”
Let’s say a lab manager notices recurring PCR tube–label mix-ups in her lab and wants to address the issue with radical candor, showing she cares about her team while challenging the behavior directly. She approaches the lab technician responsible for the mix-ups: “Alex, I really value how you step up to run extra gels when we’re behind—but yesterday’s mis-labeled PCR tubes forced us to repeat two reactions and wasted expensive reagents. Let’s add a quick ‘label-and-check’ step before closing the lid so this doesn’t happen again. And is there anything else I can do to better support you?”
This kind of honesty builds credibility. It ensures that when you do hold someone accountable, they know it's coming from a place of integrity, not hierarchy.
Ask for help, and encourage others to do the same
Vulnerable leaders aren’t afraid to ask for help, and they encourage their teams to do the same.
One of Hanton’s recommended resources, All You Have to Do Is Ask by Wayne Baker, makes the case that people who regularly ask for help are seen as more capable and successful, not less. They get better input, solve problems faster, and unlock the collective knowledge of the team.
“A lot of us carry fears about the bad things that happen when we ask for help, but they’re not the norm,” Hanton said. “Asking for help is a sign of strength.”
When lab managers normalize asking for assistance, it removes the stigma around uncertainty and reduces the risk of avoidable errors. That, in turn, supports a culture of shared accountability—where success is everyone's job.
Set clear expectations and follow through
Creating a culture of accountability also depends on clarity. People need to know what’s expected of them—how their success is measured, what “done right” looks like, and how progress will be reviewed.
Hanton stressed the importance of consistency: “Let’s be very clear that everyone understands their role and everyone understands what victory looks like, and then let’s celebrate those victories.”
Overcommunicating expectations, especially during times of change or growth, helps eliminate ambiguity and makes it easier to hold people to a standard everyone has agreed upon.
Vulnerability starts with you
If you want your lab to be more vulnerable, start by going first.
Vulnerable leadership in the lab isn’t about oversharing or making emotional confessions—it’s about openness, trust, and honesty in service of better outcomes. It’s about being human in a role that’s often defined by precision, process, and control.
“Leaders are vulnerable first, and often, we have to model the benefits of vulnerability,” Hanton said. “We have to demonstrate that this kind of sharing is safe.”
Try one small act of vulnerability this week: Admit a decision you regret, or ask for help on a new initiative.
