Table of Contents
1. Dare to Lead by Brené Brown
“Dare to Lead” by Brené Brown is a profound exploration of leadership rooted in vulnerability, courage, and trust. Brown, a researcher and professor, distills over 20 years of research into a guide for leaders who want to cultivate bravery and empathy in the workplace. The book delves into the importance of vulnerability, the courage to have tough conversations, and the critical role of empathy in fostering connection and trust. For leaders, entrepreneurs, or those invested in self-improvement, the book offers actionable insights into building more resilient teams and leading with heart.
The book is particularly relevant to leadership and entrepreneurship because of its emphasis on the personal development of leaders. Brown argues that leadership isn’t about status or authority; it’s about the courage to show up authentically and lead with empathy. The ability to handle difficult conversations, admit mistakes, and trust team members are essential traits that every successful entrepreneur or leader must master.
Relevance to Leadership and Entrepreneurship
For leaders, whether in small businesses, startups, or large corporations, the key challenge often lies in fostering a culture of trust and innovation while managing the pressure of results. Brené Brown’s message is clear: true leadership requires vulnerability, trust, and courage. She dismantles the myth that vulnerability equates to weakness, showing instead that it is the bedrock of creativity, risk-taking, and deep connection within teams.
For entrepreneurs, these principles are invaluable. The startup environment often entails taking bold risks and leading teams through uncertainty. Brown’s focus on vulnerability can help entrepreneurs create a culture where failures are learning experiences, fostering innovation and resilience.
Business Example
One powerful application of these concepts can be seen in Netflix’s culture under the leadership of its CEO, Reed Hastings. Hastings created a workplace culture of “radical candor,” where employees are encouraged to give honest feedback, no matter how difficult the conversation may be. This practice mirrors Brown’s principle of “rumbling with vulnerability,” where the courage to engage in tough conversations helps build trust and leads to stronger team dynamics.
When Netflix faced major challenges, such as the decision to pivot from DVDs to streaming, Hastings’ vulnerability—openly admitting what he didn’t know and encouraging others to challenge the status quo—helped the company innovate and transform into the entertainment giant it is today.
Main Ideas
- Rumbling with Vulnerability
Brown emphasizes that courage and vulnerability are two sides of the same coin. She introduces the idea of “rumbling” with vulnerability, which means having the tough, honest conversations that leaders often avoid. These moments, though uncomfortable, build trust and innovation. - Living into Our Values
Leaders must clearly define and live by their values. Brown argues that value-driven leadership is essential for maintaining integrity and accountability, both personally and within teams. - Braving Trust
Trust, according to Brown, is built through consistent, small moments of vulnerability and empathy. She offers the “BRAVING” framework, a tool for developing trust through boundaries, reliability, accountability, vault (confidentiality), integrity, non-judgment, and generosity. - Learning to Rise
In her research, Brown discovered that the most resilient leaders are those who have learned to “rise” after failure. She teaches a process of resilience that involves owning mistakes, learning from them, and moving forward with courage.
2. Practical Lessons for Leaders and Entrepreneurs
In Dare to Lead, Brené Brown distills decades of research into actionable strategies for leaders and entrepreneurs. Her core message revolves around the importance of vulnerability, trust, courage, and resilience in leadership. The following lessons offer practical steps for building and sustaining these qualities in both personal leadership and organizational culture.
a. Embrace Vulnerability as a Strength
Brown’s first practical lesson is to reframe vulnerability not as a weakness but as a critical leadership asset. Leaders often avoid vulnerability out of fear of appearing weak, but the reality is that vulnerability enables innovation, connection, and trust. Entrepreneurs, especially those launching new ventures, are no strangers to uncertainty. Brown encourages leaders to openly acknowledge this uncertainty with their teams, creating an environment where people feel safe to voice their concerns, share ideas, and take risks.
In practice, this means being honest about your own struggles and admitting when you don’t have all the answers. For example, during critical moments of change—such as product pivots or market shifts—rather than masking concerns, embrace open conversations that foster collective problem-solving.
b. Build Trust Through Small Acts
Trust is the foundation of effective leadership, and Brown emphasizes that trust is built through small, consistent acts over time, not grand gestures. She introduces the “BRAVING” framework to guide leaders in building and maintaining trust. The framework stands for Boundaries, Reliability, Accountability, Vault (confidentiality), Integrity, Non-judgment, and Generosity. Each of these behaviors contributes to the development of trust within a team.
Leaders can apply this lesson by creating transparent boundaries, setting clear expectations, and following through on commitments. For entrepreneurs, maintaining confidentiality and being accountable for decisions are particularly crucial as they build credibility with partners and stakeholders. Consistently acting with integrity—making decisions aligned with core values—cements trust in leadership.
c. Engage in Tough Conversations with Courage
One of the most important leadership skills discussed in Dare to Lead is the ability to “rumble with vulnerability,” meaning engaging in difficult but necessary conversations. Leaders often avoid conflict or tough feedback sessions, but Brown argues that true growth and innovation happen when leaders address issues head-on, fostering clarity and connection.
Leaders should cultivate a habit of giving and receiving feedback regularly. Rather than waiting for formal reviews, initiate real-time, constructive conversations about what’s working and what needs improvement. For example, if an employee is underperforming, a leader should address it with curiosity and compassion, exploring potential solutions rather than waiting for the issue to escalate.
d. Live into Your Values
Brown underscores the importance of identifying and living into personal and organizational values. Leaders must clearly define their values and use them to guide decision-making and behavior. This is especially relevant for entrepreneurs, whose values often shape the culture of their startup. Brown challenges leaders to ask themselves: Are we living up to our values? If not, what do we need to change?
To implement this lesson, leaders should regularly communicate the organization’s values to the team and ensure they are reflected in everyday actions. For example, if transparency is a core value, ensure that meetings, decisions, and feedback are conducted with openness and honesty. Leading by example is key to embedding values into a company’s culture.
e. Cultivate Resilience by Owning Your Story
Resilience is another critical theme in Dare to Lead, and Brown emphasizes the importance of learning to “rise” after failure. For entrepreneurs, failure is often a part of the journey. Brown advises leaders to own their setbacks rather than ignore or suppress them. By doing so, they can model resilience for their teams.
To cultivate resilience, leaders should focus on learning from failures, viewing them as opportunities for growth rather than moments of defeat. This could mean conducting a post-mortem after a failed project to assess what went wrong and how to improve next time. Leaders should also encourage their teams to take risks and view failure as a natural part of innovation.
f. Lead with Empathy and Connection
Brown’s research highlights the importance of empathy in leadership. Leaders must connect with their teams on a human level, understanding their challenges and emotions. Empathy helps build trust, fosters collaboration, and leads to better outcomes.
To lead with empathy, make time to listen to your team’s concerns and ask thoughtful questions. For entrepreneurs, this is crucial in fast-paced environments where stress levels can be high. Showing genuine care for your team’s well-being can increase morale and productivity. For instance, during times of high pressure, offering flexibility or checking in on your team’s mental health can go a long way in building loyalty and a strong team dynamic.
g. Practice Accountability, Not Blame
Accountability is essential for creating a culture of trust and responsibility. Brown warns against the tendency to shift blame when things go wrong, emphasizing instead the need for leaders to hold themselves and others accountable. This fosters a culture where mistakes are seen as learning opportunities rather than occasions for finger-pointing.
Leaders should lead by example when it comes to accountability, openly admitting their own mistakes and encouraging their teams to do the same. In practice, this could mean creating systems where employees feel safe owning up to errors and working collaboratively to fix them. For entrepreneurs, this might involve taking responsibility for failed ventures or products and showing the team how to learn and move forward from these experiences.
h. Create a Culture of Belonging
Brown stresses that leaders should focus on creating a culture where people feel they belong. This means fostering an inclusive environment where everyone feels valued and heard. Leaders must be intentional about recognizing and addressing the dynamics that exclude people from contributing fully, whether due to hierarchy, bias, or a lack of psychological safety.
Leaders can apply this lesson by making space for diverse voices and creating policies that promote inclusion. Entrepreneurs, in particular, should consider how to build diverse teams from the start and create an environment where everyone feels they can bring their authentic selves to work.
Brené Brown’s Dare to Lead offers profound, practical lessons for leaders and entrepreneurs who want to cultivate a culture of courage, trust, and resilience. By embracing vulnerability, building trust through small actions, leading with empathy, and fostering accountability, leaders can create workplaces where innovation thrives and teams feel empowered. These lessons provide a blueprint for leading with heart in today’s fast-paced, ever-evolving world.
3. Rumbling with Vulnerability
In Dare to Lead, Part 1 focuses on “Rumbling with Vulnerability,” a concept that Brené Brown believes is the foundation of courageous leadership. In this section, she explores the discomfort associated with vulnerability, the myths that surround it, and the powerful role it plays in building trust, connection, and innovation. Vulnerability is not about oversharing or emotional exposure for its own sake—it is about stepping into uncertainty with courage, staying open to feedback, and engaging in meaningful, honest conversations.
a. Explanation of the Main Ideas, Key Concepts, and Takeaways
The Power of Vulnerability in Leadership:
Brown redefines vulnerability as a strength in leadership rather than a weakness. She explains that vulnerability is the willingness to show up fully, even when you cannot control the outcome. It is the heart of creativity, innovation, and trust. Vulnerability enables leaders to have difficult conversations, admit mistakes, and ask for help, all of which create a culture of openness and trust.
Myths of Vulnerability:
Brown addresses the common misconceptions about vulnerability that prevent leaders from embracing it. These myths include the belief that vulnerability is weakness, that it can be avoided, or that leaders can engage in it without discomfort. She counters these by arguing that vulnerability is essential for courage and is at the core of human experience, particularly in leadership roles where uncertainty and risk are part of daily decisions.
The Role of Empathy and Shame in Vulnerability:
Shame, a key concept in Brown’s work, is the fear of disconnection or not being “enough.” Leaders who avoid vulnerability often do so because they are afraid of feeling shame or failing in front of their teams. However, Brown highlights that shame resilience and empathy are crucial for creating authentic connections. Leaders who practice empathy build stronger teams, as they create environments where people feel safe to share their thoughts and challenges without fear of judgment.
Rumbling with Vulnerability:
“Rumbling” refers to engaging in open, honest conversations that involve vulnerability. Leaders must have the courage to confront tough issues, give and receive feedback, and hold others accountable—all while remaining empathetic and curious. Brown insists that a successful rumble isn’t about winning or losing a conversation but about navigating the discomfort together to achieve clarity and understanding.
b. Practical Steps that a Leader or Entrepreneur Can Use to Implement These Ideas
1. Foster a Culture of Vulnerability
The first step for leaders and entrepreneurs is to create an environment where vulnerability is embraced as a strength. Leaders should model vulnerability by being open about their own challenges and uncertainties. This can be as simple as admitting when you don’t have all the answers during a team meeting or sharing a mistake you made and what you learned from it. By doing so, leaders give others permission to do the same, which fosters trust and encourages innovation.
2. Challenge the Myths of Vulnerability in Your Organization
Leaders need to actively challenge the myths surrounding vulnerability. One way to do this is by discussing these myths with your team and reframing vulnerability as a key element of courage and growth. During team discussions or one-on-one meetings, emphasize that asking for help, admitting mistakes, or engaging in difficult conversations is not a sign of weakness but rather a mark of strong leadership. Encourage your team to see vulnerability as a pathway to deeper connection and better performance.
3. Engage in Empathy and Build Shame Resilience
Empathy is a powerful tool that leaders can use to build stronger teams. To implement empathy in everyday leadership, take the time to truly listen to your team members’ concerns and feelings. Ask open-ended questions, show that you understand their perspectives, and offer support without judgment. This will create a safe environment where people feel comfortable being vulnerable and sharing their ideas. Additionally, build shame resilience by normalizing failure and mistakes. Celebrate learning from setbacks, and make it clear that shame has no place in your organization.
4. Implement Regular “Rumbles” for Honest Feedback
To bring the concept of “rumbling” into your leadership practice, schedule regular opportunities for open, honest dialogue. This can be done through feedback sessions, team meetings, or even informal check-ins where the focus is on addressing tough issues with empathy and curiosity. When a challenge or disagreement arises, approach the conversation with a mindset of seeking clarity rather than control. Encourage team members to voice their concerns and ideas without fear of retribution, and be open to receiving feedback yourself. This will foster a culture of transparency and trust.
5. Create a Safe Space for Difficult Conversations
Difficult conversations are inevitable in any leadership role, and vulnerability is essential for navigating them. Leaders should create a “safe container” for these conversations by setting clear expectations for respectful dialogue and ensuring psychological safety. This means making it explicit that feedback will be met with openness, not judgment, and that all participants in the conversation are there to collaborate, not compete. Practicing this consistently will help your team feel more comfortable engaging in challenging but productive discussions.
6. Practice Accountability with Vulnerability
Accountability is a critical aspect of leadership, but it requires vulnerability to be effective. Leaders need to hold themselves and others accountable without resorting to blame or shame. This can be achieved by addressing performance issues directly, but with empathy, and focusing on solutions rather than punishment. Encourage team members to take ownership of their mistakes, and lead by example by doing the same. This will build a culture of accountability that is rooted in trust and growth.
7. Encourage Curiosity Over Judgment
Curiosity is key to rumbling with vulnerability. When faced with a disagreement or a problem, approach the situation with an attitude of curiosity rather than judgment. This means asking questions to understand the other person’s perspective and being open to learning rather than jumping to conclusions. Leaders who remain curious during difficult conversations are more likely to find solutions that benefit the entire team and create an atmosphere where ideas and feedback flow freely.
In Part 1 of Dare to Lead, Brené Brown highlights the critical role vulnerability plays in leadership and entrepreneurship. The key takeaway is that embracing vulnerability fosters trust, innovation, and connection within teams. Leaders who are willing to confront the discomfort of vulnerability through empathy, accountability, and honest conversations create environments where their teams can thrive. By implementing these practical steps, leaders can transform their organizations into spaces where courage and vulnerability are celebrated as essential leadership traits.
4. Living into Our Values
In Dare to Lead, Part 2, “Living into Our Values,” Brené Brown shifts the focus from vulnerability to the importance of defining and embodying core values in leadership. This section emphasizes the idea that great leadership is grounded in integrity and alignment with personal and organizational values. Brown explains that leaders who live by their values create cultures of trust, accountability, and purpose within their organizations.
This section not only underscores the importance of identifying values but also delves into how leaders can consistently act on those values in every decision and behavior, thereby building a culture that reflects authenticity and ethical leadership.
a. Explanation of the Main Ideas, Key Concepts, and Takeaways
Defining Core Values:
One of the key concepts in this part is the need for leaders to clearly define their core values and ensure they guide their actions. Brown encourages leaders to identify the two values that matter most to them, as these become the compass for making decisions, especially during times of uncertainty or stress. Leaders who are unclear about their values may find themselves inconsistent in their behavior or easily swayed by external pressures.
Brown also emphasizes the power of simplicity when it comes to values. Leaders should focus on a few key values and embody them fully, rather than trying to live by a long list of ideals that become diluted and difficult to follow.
Operationalizing Values:
It’s not enough to merely state your values—leaders need to operationalize them. This means turning values into specific, observable behaviors that are consistent across the organization. Brown points out that when leaders fail to act on their stated values, it leads to distrust and disengagement among their teams. For values to be truly impactful, they must be woven into the daily fabric of work life.
Integrity as Alignment of Values and Actions:
A major takeaway from this section is that integrity means aligning your actions with your values, even when it’s difficult. Brown defines integrity as “choosing courage over comfort; choosing what is right over what is fun, fast, or easy; and choosing to practice our values rather than simply professing them.” Leaders who operate with integrity make difficult decisions that reflect their values, even when it means going against popular opinion or sacrificing short-term gains.
Accountability to Values:
Living into values requires accountability, both self-accountability and holding others responsible for upholding shared values. Brown stresses that leaders must create an environment where people feel empowered to act according to these values and be held accountable for breaches. Leaders who encourage accountability foster a culture of trust, where individuals are committed to shared goals and ethical behavior.
b. Practical Steps that a Leader or Entrepreneur Can Use to Implement These Ideas
1. Identify and Define Your Core Values
The first step is to identify and define your core values as a leader. Start by reflecting on the values that resonate most with you and ask yourself which two values are non-negotiable in your leadership. These should be the guiding principles that shape every decision you make. Entrepreneurs, especially, should use these values to inform how they run their businesses, from hiring decisions to customer interactions.
Once you’ve identified these values, define what each one means in the context of your leadership and organization. For example, if “integrity” is a core value, what specific behaviors and decisions demonstrate integrity in your business? How will you model this value to your team?
2. Communicate and Align Your Values with the Team
After defining your core values, the next step is to communicate them clearly to your team. Make your values a visible part of your organization’s culture. This could mean discussing them in team meetings, incorporating them into performance reviews, or highlighting them during company-wide announcements.
Leaders should also ensure that their team members understand how these values influence daily operations. For instance, explain how certain policies or decisions align with your values and reinforce that these values should guide everyone’s behavior. Alignment between personal and organizational values is crucial for maintaining cohesion and trust in the workplace.
3. Operationalize Values through Behaviors
To truly live into your values, you must translate them into actionable behaviors that can be observed and measured. For each core value, define what it looks like in practice. For example, if “collaboration” is a value, operationalize it by establishing guidelines for teamwork, open communication, and shared decision-making. Ask yourself, “What does it look like when we’re living this value? What behaviors do we expect from team members?”
As an entrepreneur, you can integrate values into the hiring process by asking interview questions that explore a candidate’s alignment with your core values. Similarly, values should influence how you set goals, reward performance, and even handle conflict within your team.
4. Model Integrity by Making Tough Decisions Based on Values
Leaders are often faced with tough decisions that test their commitment to their values. Brown encourages leaders to choose courage over comfort by making decisions that align with their values, even when they are difficult or unpopular. For example, if transparency is a value, a leader might choose to openly share financial challenges with their team, even if it feels uncomfortable.
Entrepreneurs, who often deal with high stakes and uncertainty, can apply this by ensuring their decisions reflect their values, whether it’s in how they treat their customers, the transparency of their pricing, or their approach to leadership. Acting with integrity builds trust with customers, employees, and stakeholders.
5. Hold Yourself and Others Accountable to Values
Accountability is essential for ensuring that values are lived out in the organization. Leaders should hold themselves accountable by regularly reflecting on their own actions and decisions to ensure they align with their stated values. This might involve seeking feedback from peers or team members on whether they see these values reflected in leadership actions.
In addition, leaders must create a culture where team members feel empowered to uphold these values and hold each other accountable. This could mean setting clear expectations for how values should be practiced in day-to-day work and addressing any behaviors that fall short of those standards. For example, if teamwork is a core value, leaders should intervene when a team member consistently avoids collaboration or creates division within the team.
6. Regularly Reflect on and Reaffirm Values
Living into your values requires consistent effort and reflection. Leaders should regularly revisit their core values to ensure they remain relevant and reflect the current needs of the organization. This can be done through personal reflection, leadership retreats, or team discussions about how well the organization is living its values.
Entrepreneurs, especially those in rapidly growing companies, should assess whether their values are being upheld as the organization scales. As new employees come on board, ensure that they understand and buy into the core values that define the company culture. Reaffirming values on a regular basis helps maintain integrity and ensures that they continue to guide decisions and behaviors.
In Part 2 of Dare to Lead, Brené Brown provides a powerful roadmap for leaders and entrepreneurs to live into their values and create a culture of integrity and accountability. By identifying core values, communicating them clearly, and operationalizing them into specific behaviors, leaders can build trust and foster a work environment where decisions are guided by authenticity and purpose. Ultimately, living into values is about consistently aligning actions with beliefs, making difficult but necessary choices, and holding everyone accountable to the shared vision of what the organization stands for. By following these practical steps, leaders can ensure that their values aren’t just words on paper but a guiding force that drives success and fulfillment in their work.
5. Braving Trust
In Dare to Lead, Part 3 focuses on the concept of “Braving Trust.” Brené Brown explores the critical role trust plays in leadership, personal relationships, and team dynamics. Trust is essential for fostering collaboration, innovation, and engagement within an organization. Without trust, leaders struggle to inspire loyalty, and teams may find it difficult to work cohesively toward shared goals. Brown introduces the “BRAVING” framework, a practical tool for understanding the components of trust and how leaders can build it intentionally.
a. Explanation of the Main Ideas, Key Concepts, and Takeaways
Trust as the Foundation of Leadership and Teams:
The central idea in this section is that trust is the cornerstone of effective leadership. Brown emphasizes that without trust, leaders cannot create strong connections with their teams, and teams cannot operate at their full potential. Trust is what allows people to take risks, share ideas, and collaborate openly without fear of being judged or undermined. In leadership, trust is not just a “nice-to-have” quality but an essential factor in long-term success.
The BRAVING Framework:
Brown introduces the BRAVING framework, which breaks trust into seven distinct elements: Boundaries, Reliability, Accountability, Vault (confidentiality), Integrity, Non-judgment, and Generosity. Each of these components is critical in both building and maintaining trust. For leaders, understanding and applying each of these elements helps clarify what behaviors build trust and what actions can erode it. The BRAVING framework serves as a roadmap for leaders to follow in fostering a culture of trust within their teams.
- Boundaries: Trust requires clear boundaries. Leaders need to communicate their limits and respect the boundaries of others.
- Reliability: Trust is built when leaders and team members consistently deliver on their promises and commitments.
- Accountability: Leaders must hold themselves and others accountable for their actions, especially when mistakes are made.
- Vault (Confidentiality): Trust grows when people know that their personal or sensitive information will be kept confidential.
- Integrity: Acting in alignment with one’s values and doing what is right—even when it’s difficult—strengthens trust.
- Non-judgment: Trust thrives in environments where people feel they can share without being judged or shamed.
- Generosity: Leaders who give others the benefit of the doubt and assume positive intent help cultivate a trusting culture.
The Marble Jar Analogy:
Brown uses the analogy of a marble jar to explain how trust is built gradually over time through small, consistent acts of care, reliability, and support. Every positive action adds “marbles” to the jar, while breaches of trust remove them. Trust is not built overnight but through a series of behaviors that demonstrate honesty, care, and respect. For leaders, this means that every interaction with a team member has the potential to either build or diminish trust.
Repairing Trust When It’s Broken:
Another important takeaway from this section is the idea that trust can be repaired, but it requires intention, honesty, and effort. When trust is broken, leaders must take responsibility, acknowledge the breach, and work deliberately to rebuild it. Ignoring trust issues or failing to address them head-on can lead to long-term damage in relationships and team dynamics.
b. Practical Steps that a Leader or Entrepreneur Can Use to Implement These Ideas
1. Define and Communicate Clear Boundaries
The first practical step is to establish and communicate clear boundaries within your team or organization. Leaders should model this behavior by setting limits on their availability, workload, and personal space while encouraging team members to do the same. For example, if a leader values work-life balance, they should communicate when they are available and when they need to disconnect, showing the team that it’s okay to set similar boundaries.
For entrepreneurs, setting boundaries with clients, partners, and employees is essential to avoiding burnout and ensuring clear expectations. This could mean defining working hours or clarifying the scope of a project to avoid misunderstandings.
2. Build Reliability through Consistency
To foster reliability, leaders must consistently follow through on their commitments. This means doing what you say you will do, when you say you will do it. Reliability is one of the most visible components of trust, and failing to deliver on promises, even unintentionally, can erode trust quickly.
Leaders should also encourage their teams to build reliability by holding regular check-ins and setting realistic deadlines for tasks. If a project is delayed, communicating promptly with stakeholders and explaining the reasons behind the delay is a key way to maintain reliability. For entrepreneurs, reliability is crucial in establishing a trustworthy brand—consistent product quality, service delivery, and communication are all part of this.
3. Foster Accountability in Yourself and Others
Accountability is vital in any leadership role. Leaders should model accountability by owning up to their mistakes and being transparent about the impact of their actions. When something goes wrong, rather than shifting blame, leaders should admit the mistake, discuss what can be learned from it, and focus on solutions moving forward.
To encourage accountability within teams, leaders should create a culture where feedback is welcomed, and people are held accountable in a supportive way. Entrepreneurs can apply this by ensuring that everyone on their team understands their role in meeting goals and by promoting a culture where team members feel empowered to hold each other accountable for their actions.
4. Maintain Confidentiality to Strengthen Trust
Leaders must create a “vault” of confidentiality within their teams. Team members need to know that private conversations or personal challenges will not be shared without consent. This confidentiality extends to both professional and personal matters.
In practice, leaders should be careful not to gossip or share sensitive information about team members, even if the intention is harmless. Entrepreneurs can use this principle when dealing with sensitive client or partner information, ensuring that confidentiality is respected to maintain trust.
5. Lead with Integrity, Even When It’s Hard
Integrity, as defined by Brown, is about choosing courage over comfort and doing what’s right, even when it’s tough. Leaders should regularly check their actions against their values and ensure that they are making decisions that reflect their ethics and commitments.
In difficult situations, such as choosing between profitability and ethics, leaders must act in alignment with their values. For example, if sustainability is a core value, a leader should choose eco-friendly options, even if they are more expensive. Entrepreneurs can also demonstrate integrity by being transparent in business dealings and maintaining ethical standards, even in challenging times.
6. Practice Non-Judgment to Create a Safe Environment
Non-judgment is key to creating a culture where team members feel safe to share their ideas, challenges, and mistakes. Leaders can foster non-judgment by actively listening to their teams without jumping to conclusions or offering unsolicited advice.
One practical way to implement non-judgment is by creating spaces for open dialogue, such as during team meetings or one-on-one check-ins. When team members share concerns or challenges, leaders should respond with empathy and support, rather than criticism. Entrepreneurs should also cultivate a culture of psychological safety, where team members feel they can take risks or admit mistakes without fear of judgment.
7. Assume Positive Intent and Show Generosity
Generosity is about assuming positive intent when interacting with others. Rather than jumping to conclusions about someone’s motives, leaders should give their team members the benefit of the doubt and approach situations with an open mind.
Leaders can practice generosity by being patient and compassionate when mistakes happen or when a team member is struggling. This could involve offering support rather than reprimand when someone misses a deadline due to personal reasons. Entrepreneurs can also apply this by being generous in their dealings with customers, suppliers, and employees, creating a culture of goodwill and trust.
8. Repair Trust When It’s Broken
No leader is perfect, and trust may occasionally be broken. When this happens, the leader’s responsibility is to own the mistake and actively work to rebuild the relationship. This involves a clear acknowledgment of the breach, an apology, and concrete steps toward mending the relationship.
In practice, a leader can start by scheduling a one-on-one conversation with the person whose trust has been damaged. During the conversation, the leader should take full responsibility for their actions, explain what will be done differently in the future, and ask what the other person needs to feel comfortable moving forward. Entrepreneurs may find this especially important when dealing with clients or partners after a mistake, as repairing trust is vital to maintaining long-term relationships.
Part 3 of Dare to Lead emphasizes the pivotal role trust plays in leadership and provides the BRAVING framework as a guide for building and maintaining trust. Leaders who focus on setting boundaries, being reliable, practicing accountability, maintaining confidentiality, and leading with integrity foster a strong, trust-based culture. By implementing these practical steps, leaders and entrepreneurs can strengthen their teams, encourage collaboration, and create environments where innovation and engagement thrive. Trust, once established, becomes the foundation for long-term success and resilience in any organization.
6. Learning to Rise
In Dare to Lead, Part 4, “Learning to Rise,” Brené Brown discusses the importance of resilience and how leaders must learn to rise after failure or setbacks. This section focuses on how leaders and entrepreneurs can develop the courage to get back up after falling, and why resilience is a crucial part of leading with vulnerability. Failure is inevitable, especially for those who take risks, but how leaders respond to failure defines their capacity for growth and long-term success.
Brown highlights that leaders who rise strong after setbacks can inspire and build resilient teams. This section explores the emotions, processes, and mindset shifts required to navigate failure, move through discomfort, and emerge stronger.
a. Explanation of the Main Ideas, Key Concepts, and Takeaways
The Importance of Resilience in Leadership:
The central theme of this part is resilience, which Brown defines as the ability to rise again after failure or hardship. Leaders often face obstacles and setbacks—whether it’s a failed project, a missed target, or a personal crisis. Resilient leaders accept that falling is part of the journey and understand that the true measure of success lies not in avoiding failure but in learning how to rise after it. Brown emphasizes that resilience is a skill that can be developed, and it requires a conscious effort to embrace vulnerability, process difficult emotions, and learn from the experience.
The Three-Step Process of Rising Strong:
Brown outlines a three-step process for learning to rise after setbacks, which she refers to as the “Rising Strong Process.” The process involves recognizing and owning the emotional impact of failure, understanding the story we tell ourselves about what happened, and writing a new, more accurate narrative based on reality and growth.
The three steps are:
- The Reckoning: This is the moment when we recognize that something has gone wrong. Leaders need to acknowledge and face the discomfort that arises from failure rather than avoiding it. It’s about being mindful of the emotions that accompany setbacks and preparing to navigate them consciously.
- The Rumble: In this stage, leaders explore the stories they are telling themselves about the failure. These stories are often based on shame, fear, or assumptions. The rumble requires leaders to challenge these internal narratives, dig deeper, and confront the underlying emotions, biases, or fears that distort their perception of the event.
- The Revolution: After the rumble, leaders use the insights gained to rewrite the narrative. This stage is about learning from the failure, identifying actionable takeaways, and changing behavior moving forward. It’s about using the experience to grow, innovate, and develop stronger resilience.
The Role of Vulnerability in Resilience:
Resilience is inextricably linked to vulnerability. Brown stresses that being vulnerable—openly acknowledging fear, uncertainty, and emotional discomfort—is crucial to rising strong. Many leaders avoid vulnerability, preferring to gloss over failures or appear infallible. However, Brown argues that by embracing vulnerability, leaders create an authentic, growth-oriented culture where team members also feel safe to fail and rise again.
Owning Our Stories:
A key takeaway from this section is the importance of owning our stories. Leaders who can own their mistakes and setbacks, rather than blaming external circumstances or avoiding responsibility, gain greater self-awareness and emotional intelligence. By owning their stories, they can transform their narrative from one of failure to one of learning and growth, which is essential for both personal development and effective leadership.
Learning from Failure and Building Resilient Teams:
Brown discusses how resilient leaders not only rise after their own failures but also help their teams navigate challenges and recover from setbacks. By modeling resilience and embracing failure as a part of innovation and progress, leaders create a culture where people feel safe to take risks and learn from mistakes, leading to greater creativity and long-term success.
b. Practical Steps that a Leader or Entrepreneur Can Use to Implement These Ideas
1. Recognize and Name Your Emotions in the Face of Failure
The first step in developing resilience is recognizing and naming the emotions that arise when something goes wrong. Leaders often feel pressure to quickly move past failure without processing the emotional impact, but this approach leads to suppressed feelings and unresolved issues.
Leaders should practice emotional awareness by taking time to reflect on how they feel when setbacks occur. Instead of immediately jumping to solutions or damage control, pause and ask yourself, “What am I feeling right now? Is it disappointment, fear, shame, or frustration?” Identifying and naming these emotions helps in managing them effectively and sets the stage for emotional growth.
Entrepreneurs, especially, can benefit from this practice, as they often face high levels of uncertainty and personal responsibility. Acknowledging their emotions after a failure can prevent burnout and promote healthier decision-making.
2. Challenge the Stories You Tell Yourself about Failure
Once you’ve recognized your emotions, the next step is to challenge the story you’re telling yourself about what went wrong. Often, our minds jump to negative or self-critical narratives, such as “I’m not good enough” or “This project failed because I’m not a competent leader.” These stories are often rooted in fear and shame, distorting our view of the situation.
Leaders should engage in what Brown calls “rumbling” with these stories. This involves questioning assumptions, considering alternative explanations, and seeking feedback from others. For example, if a project failed, instead of assuming it’s entirely your fault, explore what external factors might have contributed or what lessons you can learn for future success. Entrepreneurs should actively seek feedback from peers, mentors, or team members to gain perspective and reframe their narrative.
3. Own Your Story and Take Responsibility
Owning your story means taking responsibility for your role in what happened without slipping into self-blame or defensiveness. Leaders who own their stories are transparent about what went wrong and how they plan to move forward. This approach demonstrates accountability and encourages a culture of honesty and self-improvement.
In practice, this could involve having a candid conversation with your team about the failure, outlining what you’ve learned, and detailing the steps you will take to address the situation. Entrepreneurs can use this approach when dealing with investors or clients, by being open about the challenges faced and presenting a clear plan for recovery and improvement.
4. Create a Plan to Rise Strong
The final step in the Rising Strong process is creating a plan to move forward. After rumbling with your emotions and stories, the goal is to use the insights gained to rewrite your narrative and develop a clear plan for improvement. This could mean changing your approach, adopting new strategies, or strengthening your team’s capabilities.
Leaders should involve their teams in the process of creating this plan. Collaborative problem-solving can generate new ideas and foster a sense of ownership within the team. For entrepreneurs, this might involve rethinking your business model or product strategy based on what you’ve learned from the setback.
5. Model Resilience and Foster a Growth-Oriented Culture
Resilient leaders model how to rise after failure, and in doing so, they teach their teams to do the same. Leaders should be open about their struggles and share their process of learning and growth after setbacks. This transparency shows team members that failure is a natural part of the innovation process, and it encourages them to take risks without fear of retribution.
Entrepreneurs can foster a growth-oriented culture by celebrating learning from failure and emphasizing the importance of continuous improvement. For example, after a failed launch, a leader could conduct a post-mortem with the team to analyze what went wrong and extract lessons for the future, ensuring that everyone feels empowered to learn and grow.
6. Develop a Routine for Practicing Resilience
Resilience is a skill that requires regular practice. Leaders should develop routines that help them stay grounded and resilient in the face of challenges. This could include journaling to process emotions, meditating to stay present, or engaging in regular reflection on personal and professional growth.
Entrepreneurs, who often work in high-stress environments, can benefit from building resilience habits into their daily routine. This might involve setting aside time each week for reflection, scheduling regular feedback sessions with mentors, or practicing mindfulness techniques to manage stress.
7. Support Your Team’s Resilience by Providing Emotional and Practical Resources
Leaders play a crucial role in supporting their team’s ability to rise after setbacks. When a team experiences a failure, leaders should provide both emotional and practical resources to help them recover. This means acknowledging the emotional toll of the failure, offering encouragement, and guiding the team through the process of learning from the experience.
In practice, leaders can create opportunities for team members to share their feelings about a failure and work together to devise solutions. Entrepreneurs can offer training or professional development opportunities that help team members build resilience and better navigate future challenges.
In Part 4 of Dare to Lead, Brené Brown emphasizes the power of resilience and the importance of learning to rise after failure. The three-step process of reckoning, rumbling, and revolution provides leaders with a practical framework for navigating setbacks, challenging negative narratives, and emerging stronger. By embracing vulnerability, owning their stories, and modeling resilience, leaders can create a culture where failure is seen as an opportunity for growth and innovation. Through these practical steps, leaders and entrepreneurs can build both their own resilience and that of their teams, leading to long-term success and fulfillment.
7. Case Study
Jack had worked his entire life as a manager in a large manufacturing company. After 40 years of hard work, he retired, ready to spend his days fishing, reading, and traveling. However, within a few months of retirement, Jack felt restless. He missed the excitement of leading a team, solving problems, and creating something meaningful. That’s when he had an idea: he would start his own business, a small woodcraft shop that turned his love for woodworking into a way to stay active and engaged.
But what Jack didn’t realize was that starting and leading a business as an entrepreneur was very different from the corporate world he knew. The journey ahead would require him to embrace new leadership lessons—lessons rooted in vulnerability, values, trust, and resilience. Here’s how Jack learned to become a daring leader in his new chapter of life.
Part 1: Rumbling with Vulnerability
Jack began his business, “Woodcraft Wonders,” with excitement. He loved working in his shop, but as the weeks passed, he faced unexpected challenges. His sales were lower than expected, his website wasn’t attracting enough customers, and Jack found it difficult to ask for help. After all, he had been a successful manager for years—wasn’t he supposed to know how to solve these problems?
At first, Jack tried to hide his frustrations. He didn’t want his friends or family to think he had made a mistake by starting a business after retirement. But as the pressure built, he realized he couldn’t move forward unless he opened up. He remembered Brené Brown’s lesson on vulnerability: the idea that real leadership requires being open about struggles and uncertainties.
Jack made a decision. He called up his old friend, Sarah, a marketing expert, and admitted that he needed help with his online presence. To his surprise, Sarah didn’t think less of him—instead, she was impressed by his honesty and willingness to reach out. Together, they revamped his website, ran social media campaigns, and Jack’s business began to pick up.
Lesson from Part 1: Jack learned that rumbling with vulnerability—admitting when he didn’t know something and asking for help—was a strength, not a weakness. By embracing vulnerability, he could connect with others, solve problems faster, and build stronger relationships. Entrepreneurs, like Jack, often need to embrace vulnerability in the face of challenges.
Part 2: Living into Values
As his business grew, Jack realized that he had to define what his company stood for. When he managed teams in his old job, the corporate values were handed down from above, but now, as an entrepreneur, he had to decide the core values that would guide Woodcraft Wonders. After some reflection, Jack chose two key values: craftsmanship and integrity. He wanted every piece that left his shop to be of the highest quality, and he wanted to deal with customers, suppliers, and partners with absolute honesty.
But living into these values wasn’t always easy. One day, a customer called and asked if Jack could complete a large order in just one week. It was tempting—this would be his biggest order yet. But Jack knew he couldn’t rush the work without compromising on quality. He faced a tough decision: should he take the order and risk his craftsmanship, or turn it down and lose the business?
Jack chose courage over comfort. He explained his commitment to quality and why he couldn’t meet the tight deadline. The customer, though initially disappointed, appreciated Jack’s honesty and later placed an even larger order, knowing that Jack wouldn’t cut corners.
Lesson from Part 2: Jack learned that living into his values wasn’t just about stating them but making tough decisions that aligned with those values. By choosing integrity and craftsmanship over quick profits, Jack built a reputation that earned him loyal customers. Entrepreneurs must define and act on their core values consistently to create long-term success.
Part 3: Braving Trust
As Jack’s business grew, he hired two employees to help him in the workshop: Tim, a young carpenter, and Maria, who managed the shop’s sales. Jack had always trusted his team members when he was a manager, but building trust in a small, close-knit business felt different. He wanted to ensure that Tim and Maria felt empowered to take ownership of their work.
Jack remembered the BRAVING framework from Brené Brown’s teachings. He focused on setting clear boundaries—what was expected in their roles and what decisions they could make on their own. He worked on being reliable, showing up every day to support his team, and delivering on his promises. He also practiced accountability, encouraging his team to admit mistakes and learn from them without fear of punishment. And Jack valued confidentiality, ensuring that anything shared in trust stayed private.
Over time, Tim and Maria began to trust Jack as much as he trusted them. When a complex project came in, Tim felt confident enough to take the lead, and Maria felt empowered to negotiate better deals with suppliers. They felt safe in their roles, knowing Jack had their backs.
Lesson from Part 3: Jack learned that trust was not built through one-time gestures but through consistent behaviors that aligned with the BRAVING framework. By fostering trust in his team, he empowered them to take initiative, which improved the efficiency and creativity of the business. Entrepreneurs, like Jack, must intentionally build trust to create a cohesive and high-performing team.
Part 4: Learning to Rise
Everything seemed to be going well for Woodcraft Wonders until one day, Jack faced a significant setback. A large shipment of custom-made furniture was damaged during delivery, and the customer was furious. Jack felt terrible. He had worked so hard on the order, and now it seemed like all his efforts had been wasted.
For a moment, Jack wanted to throw in the towel. He thought about how much easier life had been before starting this business. But then he remembered the “Rising Strong Process” that Brené Brown had taught: The Reckoning, The Rumble, and The Revolution.
Jack recognized that he had to face his emotions rather than bury them. He felt disappointment, fear, and shame—but he also knew that these emotions were a natural part of failing. Instead of letting the setback define him, he engaged in The Rumble, exploring the story he was telling himself: “Maybe I’m not cut out for this business.” He realized that this was just his fear talking and that the real story was about learning and growing through this challenge.
In The Revolution, Jack took ownership of the situation. He contacted the customer, apologized, and offered to remake the damaged items at no additional cost. The customer was impressed by Jack’s commitment to making things right and ended up placing more orders in the future.
Lesson from Part 4: Jack learned that failure was inevitable, but what mattered most was how he responded to it. By embracing the Rising Strong process, he turned a failure into an opportunity for growth and strengthened his resilience as a leader. Entrepreneurs need to accept failure as part of the journey and use it to become stronger and more innovative.
Conclusion: Jack’s Journey of Daring Leadership
In the end, Jack’s journey of starting Woodcraft Wonders taught him not just about running a business but about what it means to be a daring leader. He learned to embrace vulnerability, live into his values, build trust, and rise after failure. These lessons didn’t just help him grow his business—they helped him become a leader who inspired loyalty, creativity, and resilience in himself and others.
Through Jack’s story, we see that the lessons of leadership outlined by Brené Brown in Dare to Lead are not just theoretical—they are practical, actionable steps that any leader or entrepreneur can use to create a successful and fulfilling venture.
For more self improvement articles by Brené Brown, click here.