Dare to Lead - Revision history

Wikilah admin at 14:14, 2 February 2026

2026-02-02T14:14:08Z

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	{{Youtube thumbnail \| iCvmsMzlF7o \| TED Talk — The Power of Vulnerability}}		{{Youtube thumbnail \| iCvmsMzlF7o \| TED Talk — The Power of Vulnerability}}
	{{Youtube thumbnail \| bsT5Tbt2mjU \| ''Dare to Lead'' — concise summary}}		{{Youtube thumbnail \| bsT5Tbt2mjU \| ''Dare to Lead'' — concise summary}}


	{{The 48 Laws of Power/thumbnail}}		{{The 48 Laws of Power/thumbnail}}

Wikilah admin at 08:07, 17 January 2026

2026-01-17T08:07:22Z

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	{{Start with Why/thumbnail}}		{{Start with Why/thumbnail}}
	{{Extreme Ownership/thumbnail}}		{{Extreme Ownership/thumbnail}}
	{{Dare to Lead/thumbnail}}
	{{Principles/thumbnail}}		{{Principles/thumbnail}}
	{{The Checklist Manifesto/thumbnail}}		{{The Checklist Manifesto/thumbnail}}

Wikilah admin at 08:03, 17 January 2026

2026-01-17T08:03:57Z

← Older revision		Revision as of 16:03, 17 January 2026
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			{{Section separator}}
	== Introduction ==		== Introduction ==

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	'''''{{Tooltip\|Dare to Lead}}''''' is a 2018 leadership book by {{Tooltip\|Brené Brown}}, published by {{Tooltip\|Random House}}.<ref name="PRH2018" /> Grounded in a seven-year study, it presents four teachable skill sets—rumbling with vulnerability, living into our values, {{Tooltip\|BRAVING}} trust, and learning to rise.<ref name="DTLAssess">{{cite web \|title=Daring Leadership Assessment \|url=https://daretolead.brenebrown.com/assessment/ \|website=Brené Brown \|publisher=Brené Brown Education and Research Group \|access-date=10 November 2025}}</ref> It defines leadership beyond titles as the work of recognizing and developing potential, and organizes its chapters around those four skill sets.<ref name="PRH2018" /><ref name="DTLAssess" /> Brown writes in a research-driven, story-rich register that pairs qualitative grounded-theory findings with practical tools such as the {{Tooltip\|BRAVING Inventory}}.<ref name="Time2018">{{cite news \|last=Luscombe \|first=Belinda \|title=America’s Reigning Expert on Feelings, Brené Brown Now Takes on Leadership \|url=https://time.com/5441422/expert-feelings-brene-brown-leadership/ \|work=Time \|date=1 November 2018 \|access-date=10 November 2025}}</ref><ref name="BRAVINGpdf">{{cite web \|title=The BRAVING Inventory \|url=https://brenebrown.com/wp-content/uploads/2021/10/DTL_BRAVING_102221.pdf \|website=Brené Brown \|publisher=Brené Brown Education and Research Group \|date=22 October 2021 \|access-date=10 November 2025}}</ref> Commercially, {{Tooltip\|Random House}} lists it as a #1 ''{{Tooltip\|New York Times}}'' bestseller; in the week of 22 October 2018 it ranked first overall in {{Tooltip\|U.S. BookScan}} with 63,823 units; and {{Tooltip\|Bloomberg}} included it among the Best Books of 2018.<ref name="PRH2018" /><ref name="PW2018">{{cite web \|last=Juris \|first=Carolyn \|title=This Week’s Bestsellers: October 22, 2018 \|url=https://www.publishersweekly.com/pw/by-topic/industry-news/bookselling/article/78398-this-week-s-bestsellers-october-22-2018.html \|website=Publishers Weekly \|date=19 October 2018 \|access-date=10 November 2025}}</ref><ref name="Bloomberg2018">{{cite web \|title=Best Books 2018: Top Picks from Business and Finance \|url=https://www.bloomberg.com/features/2018-best-books/ \|website=Bloomberg \|date=12 December 2018 \|access-date=10 November 2025}}</ref>		'''''{{Tooltip\|Dare to Lead}}''''' is a 2018 leadership book by {{Tooltip\|Brené Brown}}, published by {{Tooltip\|Random House}}.<ref name="PRH2018" /> Grounded in a seven-year study, it presents four teachable skill sets—rumbling with vulnerability, living into our values, {{Tooltip\|BRAVING}} trust, and learning to rise.<ref name="DTLAssess">{{cite web \|title=Daring Leadership Assessment \|url=https://daretolead.brenebrown.com/assessment/ \|website=Brené Brown \|publisher=Brené Brown Education and Research Group \|access-date=10 November 2025}}</ref> It defines leadership beyond titles as the work of recognizing and developing potential, and organizes its chapters around those four skill sets.<ref name="PRH2018" /><ref name="DTLAssess" /> Brown writes in a research-driven, story-rich register that pairs qualitative grounded-theory findings with practical tools such as the {{Tooltip\|BRAVING Inventory}}.<ref name="Time2018">{{cite news \|last=Luscombe \|first=Belinda \|title=America’s Reigning Expert on Feelings, Brené Brown Now Takes on Leadership \|url=https://time.com/5441422/expert-feelings-brene-brown-leadership/ \|work=Time \|date=1 November 2018 \|access-date=10 November 2025}}</ref><ref name="BRAVINGpdf">{{cite web \|title=The BRAVING Inventory \|url=https://brenebrown.com/wp-content/uploads/2021/10/DTL_BRAVING_102221.pdf \|website=Brené Brown \|publisher=Brené Brown Education and Research Group \|date=22 October 2021 \|access-date=10 November 2025}}</ref> Commercially, {{Tooltip\|Random House}} lists it as a #1 ''{{Tooltip\|New York Times}}'' bestseller; in the week of 22 October 2018 it ranked first overall in {{Tooltip\|U.S. BookScan}} with 63,823 units; and {{Tooltip\|Bloomberg}} included it among the Best Books of 2018.<ref name="PRH2018" /><ref name="PW2018">{{cite web \|last=Juris \|first=Carolyn \|title=This Week’s Bestsellers: October 22, 2018 \|url=https://www.publishersweekly.com/pw/by-topic/industry-news/bookselling/article/78398-this-week-s-bestsellers-october-22-2018.html \|website=Publishers Weekly \|date=19 October 2018 \|access-date=10 November 2025}}</ref><ref name="Bloomberg2018">{{cite web \|title=Best Books 2018: Top Picks from Business and Finance \|url=https://www.bloomberg.com/features/2018-best-books/ \|website=Bloomberg \|date=12 December 2018 \|access-date=10 November 2025}}</ref>

			{{Section separator}}
	== Part I – Rumbling with Vulnerability ==		== Part I – Rumbling with Vulnerability ==

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	🔍 Curiosity powers effective rumbles, using language such as “The story I make up…,” “I’m curious about…,” and “Help me understand…” to slow down, surface assumptions, and name horizon conflict across roles before leaping to solutions. Confidence is treated as a trainable outcome of deliberate practice—like repeating flip turns or a consistent pool stroke—so leaders stay with problem identification, listen longer than is comfortable, and keep asking better questions. ''grounded confidence is the messy process of learning and unlearning, practicing and failing, and surviving a few misses.''		🔍 Curiosity powers effective rumbles, using language such as “The story I make up…,” “I’m curious about…,” and “Help me understand…” to slow down, surface assumptions, and name horizon conflict across roles before leaping to solutions. Confidence is treated as a trainable outcome of deliberate practice—like repeating flip turns or a consistent pool stroke—so leaders stay with problem identification, listen longer than is comfortable, and keep asking better questions. ''grounded confidence is the messy process of learning and unlearning, practicing and failing, and surviving a few misses.''

			{{Section separator}}
	== Part II – Living into Our Values ==		== Part II – Living into Our Values ==

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	🧭 Identify two core values and define the specific behaviors that reflect them when stakes are high, turning values from slogans into lived standards. Put those behaviors to work—use values to set boundaries, choose courage over comfort, and keep decisions consistent across work and home. Team tools like the List of Values and the Living Into Our Values exercise make commitments teachable, observable, and measurable. ''We can’t live into values we can’t name.''		🧭 Identify two core values and define the specific behaviors that reflect them when stakes are high, turning values from slogans into lived standards. Put those behaviors to work—use values to set boundaries, choose courage over comfort, and keep decisions consistent across work and home. Team tools like the List of Values and the Living Into Our Values exercise make commitments teachable, observable, and measurable. ''We can’t live into values we can’t name.''

			{{Section separator}}
	== Part III – Braving Trust ==		== Part III – Braving Trust ==

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	🤝 Trust is broken into seven observable behaviors captured by {{Tooltip\|BRAVING}}: Boundaries, Reliability, Accountability, Vault, Integrity, Nonjudgment, and Generosity. Build and repair trust in small, consistent moments—set and respect limits, do what you say you’ll do, own mistakes and make amends, keep confidences, practice your values, ask for and offer help without judgment, and extend generous interpretations. Leaders use the {{Tooltip\|BRAVING Inventory}} to turn vague tensions into clear agreements and next steps. ''Integrity is choosing courage over comfort; it’s choosing what’s right over what’s fun, fast, or easy; and it’s practicing your values, not just professing them.''		🤝 Trust is broken into seven observable behaviors captured by {{Tooltip\|BRAVING}}: Boundaries, Reliability, Accountability, Vault, Integrity, Nonjudgment, and Generosity. Build and repair trust in small, consistent moments—set and respect limits, do what you say you’ll do, own mistakes and make amends, keep confidences, practice your values, ask for and offer help without judgment, and extend generous interpretations. Leaders use the {{Tooltip\|BRAVING Inventory}} to turn vague tensions into clear agreements and next steps. ''Integrity is choosing courage over comfort; it’s choosing what’s right over what’s fun, fast, or easy; and it’s practicing your values, not just professing them.''

			{{Section separator}}
	== Part IV – Learning to Rise ==		== Part IV – Learning to Rise ==

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	''—Note: The above summary follows the {{Tooltip\|Random House}} hardcover edition (9 October 2018, ISBN 978-0-399-59252-2, 298 pp.).''<ref name="PRH2018">{{cite web \|title=Dare to Lead by Brené Brown \|url=https://www.penguinrandomhouse.com/books/557595/dare-to-lead-by-brene-brown-phd-msw/ \|website=Penguin Random House \|publisher=Random House \|date=9 October 2018 \|access-date=10 November 2025}}</ref><ref name="WorldCat1077711541">{{cite web \|title=Dare to lead : brave work, tough conversations, whole hearts \|url=https://www.worldcat.org/oclc/1077711541 \|website=WorldCat \|publisher=OCLC \|access-date=10 November 2025}}</ref>		''—Note: The above summary follows the {{Tooltip\|Random House}} hardcover edition (9 October 2018, ISBN 978-0-399-59252-2, 298 pp.).''<ref name="PRH2018">{{cite web \|title=Dare to Lead by Brené Brown \|url=https://www.penguinrandomhouse.com/books/557595/dare-to-lead-by-brene-brown-phd-msw/ \|website=Penguin Random House \|publisher=Random House \|date=9 October 2018 \|access-date=10 November 2025}}</ref><ref name="WorldCat1077711541">{{cite web \|title=Dare to lead : brave work, tough conversations, whole hearts \|url=https://www.worldcat.org/oclc/1077711541 \|website=WorldCat \|publisher=OCLC \|access-date=10 November 2025}}</ref>

			{{Section separator}}
	== Background & reception ==		== Background & reception ==

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	🌍 '''Impact & adoption'''. The {{Tooltip\|University of Texas at Austin}} announced on 4 February 2020 that it would implement institution-wide courage-building training based on {{Tooltip\|Dare to Lead}}, becoming the first university to adopt the program.<ref name="UT2020">{{cite web \|title=Brené Brown Brings ‘Dare to Lead’ Program to UT as New Visiting Professor of Management \|url=https://news.utexas.edu/2020/02/04/brene-brown-brings-dare-to-lead-program-to-ut-as-new-visiting-professor-of-management/ \|website=UT Austin News \|publisher=The University of Texas at Austin \|date=4 February 2020 \|access-date=10 November 2025}}</ref> In the public sector, the {{Tooltip\|U.S. Air Force}} documented Dare to Lead training with the {{Tooltip\|19th Airlift Wing}} at {{Tooltip\|Little Rock Air Force Base}} on 13 December 2021.<ref name="USAF2021">{{cite web \|title=Building courageous leaders through deliberate development \|url=https://www.18af.amc.af.mil/News/Article-Display/Article/3107493/building-courageous-leaders-through-deliberate-development/ \|website=U.S. Air Force \|publisher=18th Air Force \|date=13 December 2021 \|access-date=10 November 2025}}</ref> The brand extended into media and enterprise platforms: in 2024 the ''{{Tooltip\|Dare to Lead}}'' podcast returned under {{Tooltip\|Vox Media}}’s network,<ref name="Axios2024">{{cite news \|title=Brené Brown joins Vox Media's podcast network \|url=https://www.axios.com/2024/02/14/brene-brown-joins-vox-media-podcast-network \|work=Axios \|date=14 February 2024 \|access-date=10 November 2025}}</ref> and {{Tooltip\|BetterUp}} launched the {{Tooltip\|Center for Daring Leadership}} with Brown as Executive Chair to scale the curriculum across organizations.<ref name="BetterUp2024">{{cite web \|title=BetterUp and Brené Brown Partner to Bring the Center for Daring Leadership to Human Transformation Platform \|url=https://www.betterup.com/press/betterup-and-bren%C3%A9-brown-partner-to-bring-the-daring-leadership-institute-to-the-betterup-human-transformation-platform \|website=BetterUp \|date=26 June 2024 \|access-date=10 November 2025}}</ref>		🌍 '''Impact & adoption'''. The {{Tooltip\|University of Texas at Austin}} announced on 4 February 2020 that it would implement institution-wide courage-building training based on {{Tooltip\|Dare to Lead}}, becoming the first university to adopt the program.<ref name="UT2020">{{cite web \|title=Brené Brown Brings ‘Dare to Lead’ Program to UT as New Visiting Professor of Management \|url=https://news.utexas.edu/2020/02/04/brene-brown-brings-dare-to-lead-program-to-ut-as-new-visiting-professor-of-management/ \|website=UT Austin News \|publisher=The University of Texas at Austin \|date=4 February 2020 \|access-date=10 November 2025}}</ref> In the public sector, the {{Tooltip\|U.S. Air Force}} documented Dare to Lead training with the {{Tooltip\|19th Airlift Wing}} at {{Tooltip\|Little Rock Air Force Base}} on 13 December 2021.<ref name="USAF2021">{{cite web \|title=Building courageous leaders through deliberate development \|url=https://www.18af.amc.af.mil/News/Article-Display/Article/3107493/building-courageous-leaders-through-deliberate-development/ \|website=U.S. Air Force \|publisher=18th Air Force \|date=13 December 2021 \|access-date=10 November 2025}}</ref> The brand extended into media and enterprise platforms: in 2024 the ''{{Tooltip\|Dare to Lead}}'' podcast returned under {{Tooltip\|Vox Media}}’s network,<ref name="Axios2024">{{cite news \|title=Brené Brown joins Vox Media's podcast network \|url=https://www.axios.com/2024/02/14/brene-brown-joins-vox-media-podcast-network \|work=Axios \|date=14 February 2024 \|access-date=10 November 2025}}</ref> and {{Tooltip\|BetterUp}} launched the {{Tooltip\|Center for Daring Leadership}} with Brown as Executive Chair to scale the curriculum across organizations.<ref name="BetterUp2024">{{cite web \|title=BetterUp and Brené Brown Partner to Bring the Center for Daring Leadership to Human Transformation Platform \|url=https://www.betterup.com/press/betterup-and-bren%C3%A9-brown-partner-to-bring-the-daring-leadership-institute-to-the-betterup-human-transformation-platform \|website=BetterUp \|date=26 June 2024 \|access-date=10 November 2025}}</ref>

			{{Section separator}}
	== Related content & more ==
			== See also ==

	=== YouTube videos ===
	{{Youtube thumbnail \| iCvmsMzlF7o \| TED Talk — The Power of Vulnerability}}		{{Youtube thumbnail \| iCvmsMzlF7o \| TED Talk — The Power of Vulnerability}}
	{{Youtube thumbnail \| bsT5Tbt2mjU \| ''Dare to Lead'' — concise summary}}		{{Youtube thumbnail \| bsT5Tbt2mjU \| ''Dare to Lead'' — concise summary}}

	=== CapSach articles ===
	{{The 48 Laws of Power/thumbnail}}		{{The 48 Laws of Power/thumbnail}}
	{{Start with Why/thumbnail}}		{{Start with Why/thumbnail}}
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	{{Principles/thumbnail}}		{{Principles/thumbnail}}
	{{The Checklist Manifesto/thumbnail}}		{{The Checklist Manifesto/thumbnail}}
	{{~~CS/Self-improvement~~ book summaries/thumbnail}}		{{book summaries/thumbnail}}
	{{Insert before References}}		{{Insert before References}}

			{{Section separator}}
	== References ==		== References ==
	{{reflist}}		{{reflist}}

	[[Category:Self-improvement books]]
	[[Category:CS articles]]
	{{Insert bottom}}		{{Insert bottom}}

Wikilah admin at 13:30, 16 November 2025

2025-11-16T13:30:11Z

← Older revision		Revision as of 21:30, 16 November 2025
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	'''''{{Tooltip\|Dare to Lead}}''''' is a 2018 leadership book by {{Tooltip\|Brené Brown}}, published by {{Tooltip\|Random House}}.<ref name="PRH2018" /> Grounded in a seven-year study, it presents four teachable skill sets—rumbling with vulnerability, living into our values, {{Tooltip\|BRAVING}} trust, and learning to rise.<ref name="DTLAssess">{{cite web \|title=Daring Leadership Assessment \|url=https://daretolead.brenebrown.com/assessment/ \|website=Brené Brown \|publisher=Brené Brown Education and Research Group \|access-date=10 November 2025}}</ref> It defines leadership beyond titles as the work of recognizing and developing potential, and organizes its chapters around those four skill sets.<ref name="PRH2018" /><ref name="DTLAssess" /> Brown writes in a research-driven, story-rich register that pairs qualitative grounded-theory findings with practical tools such as the {{Tooltip\|BRAVING Inventory}}.<ref name="Time2018">{{cite news \|last=Luscombe \|first=Belinda \|title=America’s Reigning Expert on Feelings, Brené Brown Now Takes on Leadership \|url=https://time.com/5441422/expert-feelings-brene-brown-leadership/ \|work=Time \|date=1 November 2018 \|access-date=10 November 2025}}</ref><ref name="BRAVINGpdf">{{cite web \|title=The BRAVING Inventory \|url=https://brenebrown.com/wp-content/uploads/2021/10/DTL_BRAVING_102221.pdf \|website=Brené Brown \|publisher=Brené Brown Education and Research Group \|date=22 October 2021 \|access-date=10 November 2025}}</ref> Commercially, {{Tooltip\|Random House}} lists it as a #1 ''{{Tooltip\|New York Times}}'' bestseller; in the week of 22 October 2018 it ranked first overall in {{Tooltip\|U.S. BookScan}} with 63,823 units; and {{Tooltip\|Bloomberg}} included it among the Best Books of 2018.<ref name="PRH2018" /><ref name="PW2018">{{cite web \|last=Juris \|first=Carolyn \|title=This Week’s Bestsellers: October 22, 2018 \|url=https://www.publishersweekly.com/pw/by-topic/industry-news/bookselling/article/78398-this-week-s-bestsellers-october-22-2018.html \|website=Publishers Weekly \|date=19 October 2018 \|access-date=10 November 2025}}</ref><ref name="Bloomberg2018">{{cite web \|title=Best Books 2018: Top Picks from Business and Finance \|url=https://www.bloomberg.com/features/2018-best-books/ \|website=Bloomberg \|date=12 December 2018 \|access-date=10 November 2025}}</ref>		'''''{{Tooltip\|Dare to Lead}}''''' is a 2018 leadership book by {{Tooltip\|Brené Brown}}, published by {{Tooltip\|Random House}}.<ref name="PRH2018" /> Grounded in a seven-year study, it presents four teachable skill sets—rumbling with vulnerability, living into our values, {{Tooltip\|BRAVING}} trust, and learning to rise.<ref name="DTLAssess">{{cite web \|title=Daring Leadership Assessment \|url=https://daretolead.brenebrown.com/assessment/ \|website=Brené Brown \|publisher=Brené Brown Education and Research Group \|access-date=10 November 2025}}</ref> It defines leadership beyond titles as the work of recognizing and developing potential, and organizes its chapters around those four skill sets.<ref name="PRH2018" /><ref name="DTLAssess" /> Brown writes in a research-driven, story-rich register that pairs qualitative grounded-theory findings with practical tools such as the {{Tooltip\|BRAVING Inventory}}.<ref name="Time2018">{{cite news \|last=Luscombe \|first=Belinda \|title=America’s Reigning Expert on Feelings, Brené Brown Now Takes on Leadership \|url=https://time.com/5441422/expert-feelings-brene-brown-leadership/ \|work=Time \|date=1 November 2018 \|access-date=10 November 2025}}</ref><ref name="BRAVINGpdf">{{cite web \|title=The BRAVING Inventory \|url=https://brenebrown.com/wp-content/uploads/2021/10/DTL_BRAVING_102221.pdf \|website=Brené Brown \|publisher=Brené Brown Education and Research Group \|date=22 October 2021 \|access-date=10 November 2025}}</ref> Commercially, {{Tooltip\|Random House}} lists it as a #1 ''{{Tooltip\|New York Times}}'' bestseller; in the week of 22 October 2018 it ranked first overall in {{Tooltip\|U.S. BookScan}} with 63,823 units; and {{Tooltip\|Bloomberg}} included it among the Best Books of 2018.<ref name="PRH2018" /><ref name="PW2018">{{cite web \|last=Juris \|first=Carolyn \|title=This Week’s Bestsellers: October 22, 2018 \|url=https://www.publishersweekly.com/pw/by-topic/industry-news/bookselling/article/78398-this-week-s-bestsellers-october-22-2018.html \|website=Publishers Weekly \|date=19 October 2018 \|access-date=10 November 2025}}</ref><ref name="Bloomberg2018">{{cite web \|title=Best Books 2018: Top Picks from Business and Finance \|url=https://www.bloomberg.com/features/2018-best-books/ \|website=Bloomberg \|date=12 December 2018 \|access-date=10 November 2025}}</ref>

			== Part I – Rumbling with Vulnerability ==
	== Chapter summary ==
⚫	''~~This~~ ~~outline~~ follows the {{Tooltip\|Random House}} hardcover edition (9 October 2018, ISBN 978-0-399-59252-2, 298 pp.).''<ref name="PRH2018">{{cite web \|title=Dare to Lead by Brené Brown \|url=https://www.penguinrandomhouse.com/books/557595/dare-to-lead-by-brene-brown-phd-msw/ \|website=Penguin Random House \|publisher=Random House \|date=9 October 2018 \|access-date=10 November 2025}}</ref><ref name="WorldCat1077711541">{{cite web \|title=Dare to lead : brave work, tough conversations, whole hearts \|url=https://www.worldcat.org/oclc/1077711541 \|website=WorldCat \|publisher=OCLC \|access-date=10 November 2025}}</ref>

	=== I – ~~Rumbling~~ ~~with~~ ~~Vulnerability~~ ===		=== Chapter 1 – The Moment and the Myths ===
		⚫	🎭 Defines vulnerability as uncertainty, risk, and emotional exposure that shows up in high-stakes conversations, feedback, and decision-making. Dismantles six myths—“vulnerability is weakness,” “I don’t do vulnerability,” “I can go it alone,” “you can engineer the uncertainty and discomfort out of vulnerability,” “trust comes before vulnerability,” and “vulnerability is disclosure”—to show why courage and connection require exposure to risk. The {{Tooltip\|Square Squad}} exercise narrows focus to the few people whose opinions truly matter, reducing approval-seeking and defensiveness. ''We need to trust to be vulnerable, and we need to be vulnerable in order to build trust.''

			=== Chapter 2 – The Call to Courage ===
⚫	🎭 ~~'''1 – The Moment and the Myths.'''~~ Defines vulnerability as uncertainty, risk, and emotional exposure that shows up in high-stakes conversations, feedback, and decision-making. Dismantles six myths—“vulnerability is weakness,” “I don’t do vulnerability,” “I can go it alone,” “you can engineer the uncertainty and discomfort out of vulnerability,” “trust comes before vulnerability,” and “vulnerability is disclosure”—to show why courage and connection require exposure to risk. The {{Tooltip\|Square Squad}} exercise narrows focus to the few people whose opinions truly matter, reducing approval-seeking and defensiveness. ''We need to trust to be vulnerable, and we need to be vulnerable in order to build trust.''
		⚫	🦁 Fear triggers a predictable pattern of “armoring up”—starting with “I’m not enough,” moving to secrecy and blame, and ending in superiority—so leaders must replace armor with grounded presence. A practical call to action follows: name “the cave you fear to enter,” choose one arena to be braver this week, and balance gritty faith with gritty facts so hope and reality can coexist. Care and connection become non-negotiable leadership work by naming emotions and using clear, kind language that enables real accountability. ''Leaders must either invest a reasonable amount of time attending to fears and feelings, or squander an unreasonable amount of time trying to manage ineffective and unproductive behavior.''

			=== Chapter 3 – The Armory ===
⚫	🦁 ~~'''2 – The Call to Courage.'''~~ Fear triggers a predictable pattern of “armoring up”—starting with “I’m not enough,” moving to secrecy and blame, and ending in superiority—so leaders must replace armor with grounded presence. A practical call to action follows: name “the cave you fear to enter,” choose one arena to be braver this week, and balance gritty faith with gritty facts so hope and reality can coexist. Care and connection become non-negotiable leadership work by naming emotions and using clear, kind language that enables real accountability. ''Leaders must either invest a reasonable amount of time attending to fears and feelings, or squander an unreasonable amount of time trying to manage ineffective and unproductive behavior.''
		⚫	🛡️ Self-protective “armory” blocks vulnerability—perfectionism, cynicism, numbing, hustling for worth, weaponizing fear and uncertainty, being a knower, and using power over—and these patterns corrode trust and stall learning. Daring alternatives include healthy striving, gratitude and celebration, clarity-kindness-hope, power with/to/within, and practices that reward rest, play, recovery, belonging, and shared purpose, inviting teams to assess themselves across a sixteen-element spectrum. ''To scale daring leadership and build courage in teams and organizations, we have to cultivate a culture in which brave work, tough conversations, and whole hearts are the expectation, and armor is not necessary or rewarded.''

			=== Chapter 4 – Shame and Empathy ===
⚫	🛡️ ~~'''3 – The Armory.'''~~ Self-protective “armory” blocks vulnerability—perfectionism, cynicism, numbing, hustling for worth, weaponizing fear and uncertainty, being a knower, and using power over—and these patterns corrode trust and stall learning. Daring alternatives include healthy striving, gratitude and celebration, clarity-kindness-hope, power with/to/within, and practices that reward rest, play, recovery, belonging, and shared purpose, inviting teams to assess themselves across a sixteen-element spectrum. ''To scale daring leadership and build courage in teams and organizations, we have to cultivate a culture in which brave work, tough conversations, and whole hearts are the expectation, and armor is not necessary or rewarded.''
		⚫	💞 Distinguishes shame (“I am bad”) from guilt (“I did something bad”), shows how secrecy, silence, and judgment intensify disconnection at work, and names telltales like perfectionism, favoritism, back-channeling, and public shaming. Shame resilience grows through emotional literacy, speaking about difficult feelings, practicing real empathy (and avoiding misses like Sympathy vs. Empathy, the Gasp and Awe, the Mighty Fall, the Block and Tackle, the Boots and Shovel, and “If You Think That’s Bad…”), and identifying the “shame shields” of moving away, toward, or against. ''Shame is the intensely painful feeling or experience of believing that we are flawed and therefore unworthy of love, belonging, and connection.''

			=== Chapter 5 – Curiosity and Grounded Confidence ===
⚫	💞 ~~'''4 – Shame and Empathy.'''~~ Distinguishes shame (“I am bad”) from guilt (“I did something bad”), shows how secrecy, silence, and judgment intensify disconnection at work, and names telltales like perfectionism, favoritism, back-channeling, and public shaming. Shame resilience grows through emotional literacy, speaking about difficult feelings, practicing real empathy (and avoiding misses like Sympathy vs. Empathy, the Gasp and Awe, the Mighty Fall, the Block and Tackle, the Boots and Shovel, and “If You Think That’s Bad…”), and identifying the “shame shields” of moving away, toward, or against. ''Shame is the intensely painful feeling or experience of believing that we are flawed and therefore unworthy of love, belonging, and connection.''
		⚫	🔍 Curiosity powers effective rumbles, using language such as “The story I make up…,” “I’m curious about…,” and “Help me understand…” to slow down, surface assumptions, and name horizon conflict across roles before leaping to solutions. Confidence is treated as a trainable outcome of deliberate practice—like repeating flip turns or a consistent pool stroke—so leaders stay with problem identification, listen longer than is comfortable, and keep asking better questions. ''grounded confidence is the messy process of learning and unlearning, practicing and failing, and surviving a few misses.''

			== Part II – Living into Our Values ==
⚫	🔍 ~~'''5 – Curiosity and Grounded Confidence.'''~~ Curiosity powers effective rumbles, using language such as “The story I make up…,” “I’m curious about…,” and “Help me understand…” to slow down, surface assumptions, and name horizon conflict across roles before leaping to solutions. Confidence is treated as a trainable outcome of deliberate practice—like repeating flip turns or a consistent pool stroke—so leaders stay with problem identification, listen longer than is comfortable, and keep asking better questions. ''grounded confidence is the messy process of learning and unlearning, practicing and failing, and surviving a few misses.''

	=== II – Living into Our Values ===		=== Chapter 6 – Living into Our Values ===
		⚫	🧭 Identify two core values and define the specific behaviors that reflect them when stakes are high, turning values from slogans into lived standards. Put those behaviors to work—use values to set boundaries, choose courage over comfort, and keep decisions consistent across work and home. Team tools like the List of Values and the Living Into Our Values exercise make commitments teachable, observable, and measurable. ''We can’t live into values we can’t name.''

			== Part III – Braving Trust ==
⚫	🧭 ~~'''6 – Living into Our Values.'''~~ Identify two core values and define the specific behaviors that reflect them when stakes are high, turning values from slogans into lived standards. Put those behaviors to work—use values to set boundaries, choose courage over comfort, and keep decisions consistent across work and home. Team tools like the List of Values and the Living Into Our Values exercise make commitments teachable, observable, and measurable. ''We can’t live into values we can’t name.''

	=== ~~III~~ – Braving Trust ===		=== Chapter 7 – Braving Trust ===
		⚫	🤝 Trust is broken into seven observable behaviors captured by {{Tooltip\|BRAVING}}: Boundaries, Reliability, Accountability, Vault, Integrity, Nonjudgment, and Generosity. Build and repair trust in small, consistent moments—set and respect limits, do what you say you’ll do, own mistakes and make amends, keep confidences, practice your values, ask for and offer help without judgment, and extend generous interpretations. Leaders use the {{Tooltip\|BRAVING Inventory}} to turn vague tensions into clear agreements and next steps. ''Integrity is choosing courage over comfort; it’s choosing what’s right over what’s fun, fast, or easy; and it’s practicing your values, not just professing them.''

			== Part IV – Learning to Rise ==
⚫	🤝 ~~'''7 – Braving Trust.'''~~ Trust is broken into seven observable behaviors captured by {{Tooltip\|BRAVING}}: Boundaries, Reliability, Accountability, Vault, Integrity, Nonjudgment, and Generosity. Build and repair trust in small, consistent moments—set and respect limits, do what you say you’ll do, own mistakes and make amends, keep confidences, practice your values, ask for and offer help without judgment, and extend generous interpretations. Leaders use the {{Tooltip\|BRAVING Inventory}} to turn vague tensions into clear agreements and next steps. ''Integrity is choosing courage over comfort; it’s choosing what’s right over what’s fun, fast, or easy; and it’s practicing your values, not just professing them.''

	=== IV – Learning to Rise ===		=== Chapter 8 – Learning to Rise ===
		⚫	🌅 Adapts the {{Tooltip\|Rising Strong}} process for teams: the {{Tooltip\|Reckoning}} (notice emotion and get curious), the {{Tooltip\|Rumble}} (write the {{Tooltip\|SFD}}, reality-check the story with “the story I’m telling myself…,” and name what’s true), and the {{Tooltip\|Revolution}} (turn the learning into new practices and agreements). By normalizing falls, naming triggers, and building language for hard landings, groups create cultures that invite calculated risk and faster recovery. The tools emphasize preparation—naming emotions, drafting the first story, and agreeing on rumble commitments and circle-backs—so people can reenter tough conversations with clarity and self-respect. ''We have to teach people how to land before they jump.''

		⚫	''—Note: The above summary follows the {{Tooltip\|Random House}} hardcover edition (9 October 2018, ISBN 978-0-399-59252-2, 298 pp.).''<ref name="PRH2018">{{cite web \|title=Dare to Lead by Brené Brown \|url=https://www.penguinrandomhouse.com/books/557595/dare-to-lead-by-brene-brown-phd-msw/ \|website=Penguin Random House \|publisher=Random House \|date=9 October 2018 \|access-date=10 November 2025}}</ref><ref name="WorldCat1077711541">{{cite web \|title=Dare to lead : brave work, tough conversations, whole hearts \|url=https://www.worldcat.org/oclc/1077711541 \|website=WorldCat \|publisher=OCLC \|access-date=10 November 2025}}</ref>
⚫	🌅 ~~'''8 – Learning to Rise.'''~~ Adapts the {{Tooltip\|Rising Strong}} process for teams: the {{Tooltip\|Reckoning}} (notice emotion and get curious), the {{Tooltip\|Rumble}} (write the {{Tooltip\|SFD}}, reality-check the story with “the story I’m telling myself…,” and name what’s true), and the {{Tooltip\|Revolution}} (turn the learning into new practices and agreements). By normalizing falls, naming triggers, and building language for hard landings, groups create cultures that invite calculated risk and faster recovery. The tools emphasize preparation—naming emotions, drafting the first story, and agreeing on rumble commitments and circle-backs—so people can reenter tough conversations with clarity and self-respect. ''We have to teach people how to land before they jump.''

	== Background & reception ==		== Background & reception ==

Wikilah admin at 10:14, 11 November 2025

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	=== CapSach articles ===		=== CapSach articles ===
	{{~~Digital~~ ~~Minimalism~~/thumbnail}}		{{The 48 Laws of Power/thumbnail}}
	{{~~Four~~ ~~Thousand~~ ~~Weeks~~/thumbnail}}		{{Start with Why/thumbnail}}
	{{~~The~~ ~~One Thing~~/thumbnail}}		{{Extreme Ownership/thumbnail}}
	{{~~Make~~ ~~Your~~ ~~Bed~~/thumbnail}}		{{Dare to Lead/thumbnail}}
	{{~~The Magic of Thinking Big~~/thumbnail}}		{{Principles/thumbnail}}
	{{The ~~Compound~~ ~~Effect~~/thumbnail}}		{{The Checklist Manifesto/thumbnail}}
	{{CS/Self-improvement book summaries/thumbnail}}		{{CS/Self-improvement book summaries/thumbnail}}
	{{Insert before References}}		{{Insert before References}}

Wikilah admin at 09:22, 11 November 2025

2025-11-11T09:22:29Z

Show changes

Wikilah admin at 05:07, 11 November 2025

2025-11-11T05:07:49Z

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Wikilah admin at 02:26, 11 November 2025

2025-11-11T02:26:20Z

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	\| website = [https://brenebrown.com/book/dare-to-lead brenebrown.com]		\| website = [https://brenebrown.com/book/dare-to-lead brenebrown.com]
	}}		}}

	== Introduction ==

	'''''Dare to Lead''''' is a 2018 leadership book by Brené Brown, published by Random House.<ref name="PRH2018" /> Grounded in a seven-year study, it presents four teachable skill sets—rumbling with vulnerability, living into our values, BRAVING trust, and learning to rise.<ref name="DTLAssess">{{cite web \|title=Daring Leadership Assessment \|url=https://daretolead.brenebrown.com/assessment/ \|website=Brené Brown \|publisher=Brené Brown Education and Research Group \|access-date=10 November 2025}}</ref> Brown writes in a research-driven, story-rich register that pairs qualitative grounded-theory findings with practical tools such as the BRAVING Inventory.<ref name="Time2018">{{cite news \|last=Luscombe \|first=Belinda \|title=America’s Reigning Expert on Feelings, Brené Brown Now Takes on Leadership \|url=https://time.com/5441422/expert-feelings-brene-brown-leadership/ \|work=Time \|date=1 November 2018 \|access-date=10 November 2025}}</ref><ref name="BRAVINGpdf">{{cite web \|title=The BRAVING Inventory \|url=https://brenebrown.com/wp-content/uploads/2021/10/DTL_BRAVING_102221.pdf \|website=Brené Brown \|publisher=Brené Brown Education and Research Group \|date=22 October 2021 \|access-date=10 November 2025}}</ref> It defines leadership beyond titles as the work of recognizing and developing potential, and organizes its chapters around those four skill sets.<ref name="PRH2018" /><ref name="DTLAssess" /> Commercially, Random House lists it as a #1 ''New York Times'' bestseller; in the week of 22 October 2018 it ranked first overall in U.S. BookScan with 63,823 units; and Bloomberg included it among the Best Books of 2018.<ref name="PRH2018" /><ref name="PW2018">{{cite web \|last=Juris \|first=Carolyn \|title=This Week’s Bestsellers: October 22, 2018 \|url=https://www.publishersweekly.com/pw/by-topic/industry-news/bookselling/article/78398-this-week-s-bestsellers-october-22-2018.html \|website=Publishers Weekly \|date=19 October 2018 \|access-date=10 November 2025}}</ref><ref name="Bloomberg2018">{{cite web \|title=Best Books 2018: Top Picks from Business and Finance \|url=https://www.bloomberg.com/features/2018-best-books/ \|website=Bloomberg \|date=12 December 2018 \|access-date=10 November 2025}}</ref>		'''''Dare to Lead''''' is a 2018 leadership book by Brené Brown, published by Random House.<ref name="PRH2018" /> Grounded in a seven-year study, it presents four teachable skill sets—rumbling with vulnerability, living into our values, BRAVING trust, and learning to rise.<ref name="DTLAssess">{{cite web \|title=Daring Leadership Assessment \|url=https://daretolead.brenebrown.com/assessment/ \|website=Brené Brown \|publisher=Brené Brown Education and Research Group \|access-date=10 November 2025}}</ref> Brown writes in a research-driven, story-rich register that pairs qualitative grounded-theory findings with practical tools such as the BRAVING Inventory.<ref name="Time2018">{{cite news \|last=Luscombe \|first=Belinda \|title=America’s Reigning Expert on Feelings, Brené Brown Now Takes on Leadership \|url=https://time.com/5441422/expert-feelings-brene-brown-leadership/ \|work=Time \|date=1 November 2018 \|access-date=10 November 2025}}</ref><ref name="BRAVINGpdf">{{cite web \|title=The BRAVING Inventory \|url=https://brenebrown.com/wp-content/uploads/2021/10/DTL_BRAVING_102221.pdf \|website=Brené Brown \|publisher=Brené Brown Education and Research Group \|date=22 October 2021 \|access-date=10 November 2025}}</ref> It defines leadership beyond titles as the work of recognizing and developing potential, and organizes its chapters around those four skill sets.<ref name="PRH2018" /><ref name="DTLAssess" /> Commercially, Random House lists it as a #1 ''New York Times'' bestseller; in the week of 22 October 2018 it ranked first overall in U.S. BookScan with 63,823 units; and Bloomberg included it among the Best Books of 2018.<ref name="PRH2018" /><ref name="PW2018">{{cite web \|last=Juris \|first=Carolyn \|title=This Week’s Bestsellers: October 22, 2018 \|url=https://www.publishersweekly.com/pw/by-topic/industry-news/bookselling/article/78398-this-week-s-bestsellers-october-22-2018.html \|website=Publishers Weekly \|date=19 October 2018 \|access-date=10 November 2025}}</ref><ref name="Bloomberg2018">{{cite web \|title=Best Books 2018: Top Picks from Business and Finance \|url=https://www.bloomberg.com/features/2018-best-books/ \|website=Bloomberg \|date=12 December 2018 \|access-date=10 November 2025}}</ref>
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	=== II – Living into Our Values ===		=== II – Living into Our Values ===

			🧭 '''6 – Living into Our Values.''' This chapter turns values from slogans into lived standards by asking you to identify your two core values and define the specific behaviors that reflect them when stakes are high. It then moves those behaviors into daily practice—using values to set boundaries, choose courage over comfort, and keep decisions consistent across work and home. Team tools like the List of Values and the Living Into Our Values exercise make commitments teachable, observable, and measurable. ''We can’t live into values we can’t name.''
	🧭 '''6 – Living into Our Values.'''

	=== III – Braving Trust ===		=== III – Braving Trust ===

			🤝 '''7 – Braving Trust.''' Trust is broken into seven observable behaviors captured by BRAVING: Boundaries, Reliability, Accountability, Vault, Integrity, Nonjudgment, and Generosity. The chapter shows how to build and repair trust in small, consistent moments—set and respect limits, do what you say you’ll do, own mistakes and make amends, keep confidences, practice your values, ask for and offer help without judgment, and extend generous interpretations. Leaders use the BRAVING Inventory to turn vague tensions into clear agreements and next steps. ''Integrity is choosing courage over comfort; it’s choosing what’s right over what’s fun, fast, or easy; and it’s practicing your values, not just professing them.''
	🤝 '''7 – Braving Trust.'''

	=== IV – Learning to Rise ===		=== IV – Learning to Rise ===

			🌅 '''8 – Learning to Rise.''' Here the Rising Strong process is adapted for teams: the Reckoning (notice emotion and get curious), the Rumble (write the SFD, reality‑check the story with “the story I’m telling myself…,” and name what’s true), and the Revolution (turn the learning into new practices and agreements). By normalizing falls, naming triggers, and building language for hard landings, groups create cultures that invite calculated risk and faster recovery. The tools emphasize preparation—naming emotions, drafting the first story, and agreeing on rumble commitments and circle‑backs—so people can reenter tough conversations with clarity and self‑respect. ''We have to teach people how to land before they jump.''
	🌅 '''8 – Learning to Rise.'''

	== Background & reception ==		== Background & reception ==

Wikilah admin at 06:56, 10 November 2025

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	🦁 '''2 – The Call to Courage.''' This section maps the predictable pattern of “armoring up” when fear is in the driver’s seat—starting with “I’m not enough,” moving to secrecy and blame, and ending in superiority—and invites leaders to replace armor with grounded presence. It issues a practical call to action: name “the cave you fear to enter,” pick one arena to be braver in this week, and balance gritty faith with gritty facts so reality and hope can coexist. Finally, it reframes care and connection as non‑negotiable leadership work by making room to name emotions and by using clear, kind language that enables real accountability. ''Leaders must either invest a reasonable amount of time attending to fears and feelings, or squander an unreasonable amount of time trying to manage ineffective and unproductive behavior.''		🦁 '''2 – The Call to Courage.''' This section maps the predictable pattern of “armoring up” when fear is in the driver’s seat—starting with “I’m not enough,” moving to secrecy and blame, and ending in superiority—and invites leaders to replace armor with grounded presence. It issues a practical call to action: name “the cave you fear to enter,” pick one arena to be braver in this week, and balance gritty faith with gritty facts so reality and hope can coexist. Finally, it reframes care and connection as non‑negotiable leadership work by making room to name emotions and by using clear, kind language that enables real accountability. ''Leaders must either invest a reasonable amount of time attending to fears and feelings, or squander an unreasonable amount of time trying to manage ineffective and unproductive behavior.''

			🛡️ '''3 – The Armory.''' The chapter maps the self‑protective “armory” that blocks vulnerability—perfectionism, cynicism, numbing, hustling for worth, weaponizing fear and uncertainty, being a knower, and using power over—and shows how these patterns corrode trust and stall learning. It pairs each with daring alternatives such as healthy striving, gratitude and celebration, clarity‑kindness‑hope, power with/to/within, and practices that reward rest, play, recovery, belonging, and shared purpose, inviting teams to assess themselves across a sixteen‑element spectrum. ''To scale daring leadership and build courage in teams and organizations, we have to cultivate a culture in which brave work, tough conversations, and whole hearts are the expectation, and armor is not necessary or rewarded.''
	🛡️ '''3 – The Armory.'''

			💞 '''4 – Shame and Empathy.''' It distinguishes shame (“I am bad”) from guilt (“I did something bad”), explains how secrecy, silence, and judgment intensify disconnection at work, and names common organizational telltales like perfectionism, favoritism, back‑channeling, and public shaming. Shame resilience is built through emotional literacy, speaking about difficult feelings, practicing real empathy (and avoiding misses like Sympathy vs. Empathy, the Gasp and Awe, the Mighty Fall, the Block and Tackle, the Boots and Shovel, and “If You Think That’s Bad…”), and identifying the “shame shields” of moving away, toward, or against. ''Shame is the intensely painful feeling or experience of believing that we are flawed and therefore unworthy of love, belonging, and connection.''
	💞 '''4 – Shame and Empathy.'''

			🔍 '''5 – Curiosity and Grounded Confidence.''' Curiosity becomes the engine of effective rumbles, using specific starters—“The story I make up…,” “I’m curious about…,” “Help me understand…”—to slow down, surface assumptions, and name horizon conflict across roles before leaping to solutions. Confidence is treated as a trainable outcome of deliberate practice—like repeating flip turns or a consistent pool stroke—so leaders can stay with problem identification, listen longer than is comfortable, and keep asking better questions. ''grounded confidence is the messy process of learning and unlearning, practicing and failing, and surviving a few misses.''
	🔍 '''5 – Curiosity and Grounded Confidence.'''

	=== II – Living into Our Values ===		=== II – Living into Our Values ===

Wikilah admin at 06:35, 10 November 2025

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	=== I – Rumbling with Vulnerability ===		=== I – Rumbling with Vulnerability ===

			🎭 '''1 – The Moment and the Myths.''' This opening chapter sets the ground for “rumbling with vulnerability” by defining vulnerability as uncertainty, risk, and emotional exposure that shows up in high‑stakes conversations, feedback, and decision‑making. It dismantles six myths—“vulnerability is weakness,” “I don’t do vulnerability,” “I can go it alone,” “you can engineer the uncertainty and discomfort out of vulnerability,” “trust comes before vulnerability,” and “vulnerability is disclosure”—to show why courage and connection require exposure to risk. To anchor the practice, it introduces the Square Squad exercise, focusing attention on the handful of people whose opinions truly matter so approval‑seeking and defensiveness lose their grip. ''We need to trust to be vulnerable, and we need to be vulnerable in order to build trust.''
	🎭 '''1 – The Moment and the Myths.'''

			🦁 '''2 – The Call to Courage.''' This section maps the predictable pattern of “armoring up” when fear is in the driver’s seat—starting with “I’m not enough,” moving to secrecy and blame, and ending in superiority—and invites leaders to replace armor with grounded presence. It issues a practical call to action: name “the cave you fear to enter,” pick one arena to be braver in this week, and balance gritty faith with gritty facts so reality and hope can coexist. Finally, it reframes care and connection as non‑negotiable leadership work by making room to name emotions and by using clear, kind language that enables real accountability. ''Leaders must either invest a reasonable amount of time attending to fears and feelings, or squander an unreasonable amount of time trying to manage ineffective and unproductive behavior.''
	🦁 '''2 – The Call to Courage.'''

	🛡️ '''3 – The Armory.'''		🛡️ '''3 – The Armory.'''