Struggling with the pressure to be perfect? Learn how shedding your professional armor and embracing vulnerability can build genuine trust and team unity.

Daring leadership is about choosing courage over comfort every single time. It’s not about being the person with all the answers, but about having the drive to constantly learn and the curiosity to really see others.
An audio lesson about the book Dare to Lead, covering its key ideas and takeaways.


Dimming the lights to approximately 50% is a practical technique used to reduce the "spotlight anxiety" a speaker feels when they are on stage. By reducing the glare, the speaker can see the audience's faces and expressions more clearly, allowing for a genuine exchange rather than a one-sided performance. This shift helps the leader shed their "armor of power" and connect with the humans in the room on a more authentic level.
Prioritizing out-learning means shifting from a mindset of "I have to be right" to "I want to get it right." It involves embracing curiosity and viewing failures or messy situations as valuable data points in a continuous learning process. Leaders who focus on out-learning are willing to ask uncomfortable questions, seek constant feedback, and admit when they don't have all the answers, which ultimately builds a foundation of trust and openness within the team.
While many organizations have long lists of values, having too many makes it difficult to focus during high-stress situations. Narrowing core values down to just two provides a clear "North Star" that can actually guide behavior. To make these values effective, leaders must define the specific behaviors that support them and identify those that contradict them, turning abstract concepts into observable, everyday practices.
The BRAVING inventory is a framework that breaks the broad concept of trust into seven specific, actionable behaviors: Boundaries, Reliability, Accountability, Vault (confidentiality), Integrity, Nonjudgment, and Generosity. By using this inventory, teams can have direct, less personal conversations about where trust is breaking down. It helps individuals identify specific areas for improvement, such as reliability or confidentiality, rather than making vague accusations about a lack of trust.
A "shitty first draft" is the flawed, often victim-centered story our brains create to make sense of a stressful situation when we don't have all the facts. Daring leaders "reckon" with these stories by noticing their physical emotional responses and staying with the discomfort instead of lashing out or numbing the pain. They practice "story-checking" by looking at the gap between their interpretation and the actual data, often sharing these drafts with others to reality-check them and find the truth.
Creato da alumni della Columbia University a San Francisco
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Creato da alumni della Columbia University a San Francisco
