Dare to Lead: Brave Work. Tough Conversations. Whole Hearts.

When a team has this kind of trust to enter into capacity discussions, they find the gaping holes in their teams and put an end to long-standing patterns. They either add the capacity by bringing more talent to the team, or they develop one of the members. Capacity must exist, but it takes trust to get there, and then you can trust it to deliver.

Trust, then, is being willing to take a chance, knowing that what goes up must come down, as they say. When a warrior has that kind of trust in the reflections of the phenomenal world, then she can trust her individual discovery of goodness. Communication produces results: either success or failure. That is how the fearless warrior relates with the

start by developing the ability of managers to cultivate an openness to vulnerability in their teams. And this, paradoxically perhaps, requires first that they are vulnerable themselves. This notion that the leader needs to be “in charge” and to “know all the answers” is both dated and destructive. Its impact on others is the sense that they know l

1. Be the farthest out, yourself. As the host or the guide or the coach or the leader, can you be the one the farthest from shore, so that everyone else feels safe? How might you take a risk, be vulnerable, or be brave, so that they might be too? Imagine...you being the one to share your super ugly prototype first.


2. Help them go deep, then paddle in