Angela Gaylard discusses the importance of authenticity when leading a team
In an era where trust is increasingly seen as the currency of effective leadership, embracing vulnerability is more than just a soft skill—it's a strategic imperative.
According to Angela Gaylard, Chief People Officer of Youth Projects, genuine vulnerability is essential for fostering psychological safety and creativity within teams.
“Sometimes managers or businesses superficially show vulnerability, and people see straight through it,” she explained to HRD.
Gaylard says its about being transparent. “Putting your hand up and having a laugh when you make mistakes,” is key in developing a resilient and trusting workforce.
“I always say to everyone, a mistake is fine. Just learn from it and move on. It becomes a problem only when it’s repeated,” she said.
Unlocking hidden potential is also key in any management situation – something that is shown in Gaylard’s recruitment strategy.
“Only so much can be taught in the classroom,” she says, pointing to the value of lived experience—particularly in the not-for-profit setting.
Her coaching often supports team leaders who’ve faced complex personal challenges, such as growing up around family violence. “People are told to box that experience away,” she explained. “But I help them see the resilience, emotional intelligence, and people skills they developed in those environments.”
Gaylard’s approach is rooted in compassion, not judgment. “They might not have formal qualifications, but they’ve been reading a room and managing risks since childhood,” she says.
This perspective shapes hiring too: “We promote it in all our job ads. What someone’s lived through shouldn’t be hidden—it should be recognised as a strength.”
Due to factors within the not-for-profit space, there is little funding or financial longevity – meaning a lot of change management work is done within a short timeframe, which brings unique challenges.
“Situations like this just emphasise the importance of trust – getting your sleeves rolled up and getting down and dirty with the team to bring employees along on the journey. In my role, I want them to succeed and be supported, so by them having trust in me – and vice versa – you can do the best work.”
“Having clear structures and clear communications in place cannot be underestimated in terms of how important it is. There’s no such thing as overcommunication in my mind,” Gaylard added.
Because of age diversity in the workplace, it was also highlighted that being creative with communication is key to enacting change.
“We’ve got artificial intelligence, we’ve got emojis, we can even send voice notes. These things are pivotal in making sure everyone knows what’s going on. The amount of stuff that can get lost in Teams or Slack channels, changing generations need to make sure things aren’t lost in transit.”
Gaylard – who has a career spanning almost 20 years, working for companies including Tradeswomen Australia Foundation, Aegis Services Australia and Australian Gender Equality Council – noted her career never followed structured stages, as is common in a not-for-profit setting.
“I’ve been all over the place, I’ve not necessarily moved through any kind of structure. It feels like I moved around and doing a bit of everything, picking up skills as I went. I think that put me in a strong position to be able to think strategically, which I naturally enjoy.”
Joining teams during moments of “chaos,” Gaylard emphasised, was where her skills flourished – providing structure and clarity.
“My real ethos is being able to create environments where people feel safe and settled, because that’s where they can thrive. Especially working in the sector I do, I think that allows our culture to transcend into the services we provide.”
