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How we respond to our fear, not feeling fear, is the true underlying barrier to brave leadership.

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The foundational skill of courage-building is the willingness and ability to rumble with vulnerability.

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Courage and fear are not mutually exclusive.
We need shared language, skills, tools, and daily practices that can support us through the rumble.
Courage is a collection of skills that can be taught, observed, and measured.

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Courage is not genetic destiny. It is fostered and nurtured by culture.

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Courage is not genetic destiny. It is fostered and nurtured by culture.

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The real barrier to daring leadership is not the fear itself. How we respond to our fear is the underlying obstacle.

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Direct energy to creativity and innovation - not armour

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Direct energy to creativity and innovation - not armour

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Show up with an open heart and mind so we can serve the work and each other, not our egos.

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The real obstacle to daring leadership is our armor - thoughts, emotions, and behaviours that we use to protect ourselves due to our unwillingness to rumble with vulnerability

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Wholehearted engagement and growth can only take place when one feels safe enough to be vulnerable.

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Wholehearted engagement and growth can only take place when one feels safe enough to be vulnerable.

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thoughts, emotions, behaviours that we use to protect ourselves

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The real barrier to daring leadership is our ARMOUR

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The real barrier to daring leadership is our ARMOUR

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Create a space where our armours can be taken off and leaders are connected with those they lead, in order to create innovative work

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Ready for dialogue
Unleash curiosity
Mind not the messy middle of problem identification
Be generous
Lean into vulnerability
Engage to listen with the same passipn with which we want to be heard

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When people try to say no, don't push back and try to convince them to say yes because of organisational needs etc. Seek to understand first - if a 'yes' can be reached through exploring the situation better, that's ok, but make sure you affirm people for communicating their boundaries.

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Extend the most generous interpretation to one's actions - if you are unsure, ask the person - seek to understand.

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We can ask for what we need and ask one another for help more often without judgement

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We can ask for what we need and ask one another for help more often without judgement

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Generosity - Begin with the premise that everyone will want to do their best

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Generosity - Begin with the premise that everyone will want to do their best

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This should be the stance we adopt in our interactions with one another, to presuppose the good intent of others and we are all in it to do the best we can.

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Do what is right - integrity is important.

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Do what is right - integrity is important.

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Withhold judgement. Invest time to engage in conversations to better understand and communicate intentions behind actions/decisions taken.

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asking for help requires a culture of trust and builds up a culture of trust. we trust the people that we seek help from, bosses or colleagues; and they can trust us more because it makes them feel safe when assigning responsibilities to us.

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To seek clarification from the person of interest before jumping to conclusions.

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This is directly connected to creativity and innovation - making speaking about failures normalised. Then we can dare to try because it's about failing forward towards learning and not trying to avoid judgment or blame.

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An organisation is made up of people. And I am one such 'people'. Even if I am not in a leadership position, I believe how I carry myself, and how I act in the various areas of work, can be a position of influence. So I intend to continue to 'show up', dare to be vulnerable and to speak up courageously.

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I think if we embrace this value fully, we can foster a culture that is truly innovative and forward-looking.