Click the button to start reading
Leadership Lessons from Dare to Lead: Part 2
Brené Brown’s Dare to Lead offers a fresh approach to leadership based on courage, trust, and integrity. Brown argues that real leadership isn’t about authority or power but about empowering others to achieve their best.
In her view, effective leaders create an environment that encourages honesty, vulnerability, and growth. By fostering these values, leaders not only inspire their teams but also drive meaningful change within their organizations.
This guide takes readers on a journey through values-driven leadership, emphasizing the need for personal accountability and emotional resilience.
Brown’s book is filled with practical advice that any leader can apply, from CEOs to managers to team leads. Here’s a look at some of the most impactful lessons from Dare to Lead, each of which can help cultivate a more effective, connected, and courageous workplace.
Living BIG: Boundaries, Integrity, and Generosity
“Living BIG” is a foundational concept in Dare to Lead. BIG stands for Boundaries, Integrity, and Generosity, which Brown identifies as essential for creating a culture of trust.
Boundaries protect team members from burnout, integrity keeps actions aligned with values, and generosity encourages team members to interpret each other’s actions positively.
Boundaries are crucial in high-performing teams. When boundaries are clear, team members know where they stand, which reduces misunderstandings. Setting boundaries prevents burnout and ensures that each member feels comfortable voicing concerns or taking necessary breaks.
In Teamly’s remote work culture, for example, boundaries allow team members to manage their time and workload effectively while staying engaged.
Integrity is about aligning words with actions. Leaders who embody integrity model the behavior they expect from others.
Brown explains that when leaders consistently act according to their values, they build trust and credibility. Generosity, the third component, is about giving people the benefit of the doubt. It means assuming that others are doing their best, even when their actions fall short.
The Power and Challenge of Positive Intent
Positive intent is a popular concept, but Brown delves into its complexities. In theory, assuming positive intent means believing that people are doing their best. However, in practice, this can be challenging.
Many people struggle to maintain this mindset, especially when faced with repeated disappointments or unmet expectations.
Brown emphasizes that positive intent requires empathy and boundaries. Leaders who assume positive intent must also set boundaries to avoid being taken advantage of or overextending themselves.
She points out that only about half of employees have the skills to set and maintain boundaries. For leaders, teaching these skills can transform team dynamics, leading to a more respectful and understanding work environment.
This principle is particularly relevant in virtual team settings. When employees interact primarily through digital platforms, misunderstandings can arise more easily.
By assuming positive intent, leaders can create an atmosphere where everyone feels valued and understood, which strengthens team cohesion and trust.
Empathy as a Core Leadership Skill
Empathy is a critical skill in Brené Brown’s leadership framework. She suggests an exercise where leaders think of someone who frustrates them and then imagine that person is genuinely doing their best.
This simple mental shift can lead to powerful insights. Empathy allows leaders to see past immediate frustrations and understand underlying challenges.
In Dare to Lead, Brown argues that empathy doesn’t mean lowering standards or overlooking mistakes. Instead, it’s about approaching issues from a constructive mindset.
Empathetic leaders transform difficult conversations into opportunities for growth. They focus on solutions rather than problems, which fosters a more positive work environment.
Empathy also promotes resilience. When team members feel understood and supported, they are more likely to persevere through challenges. This approach builds stronger connections and motivates people to give their best effort.
“Moving the Rock”: When Persistence Isn’t Productive
In a memorable story from West Point, Brown explains the concept of “moving the rock.” She describes an officer who, frustrated by a struggling team member, repeatedly questioned the accuracy of advice about assuming positive intent.
Finally, Brown told him, “Then move the rock.” This phrase means knowing when to stop pushing and reassess the situation.
Sometimes, persistence becomes counterproductive. Leaders must recognize when a role or task doesn’t align with a team member’s strengths. Rather than forcing a fit, they should consider adjusting roles to create a better match.
This shift can relieve frustration and bring out the best in each team member.
Brown emphasizes that “moving the rock” isn’t about giving up on goals. It’s about placing people where they can succeed. Leaders who understand this can create a healthier, more productive workplace. By focusing on strengths and reassigning roles when necessary, they allow everyone to contribute meaningfully.
Making Values Actionable
One of the most actionable lessons in Dare to Lead is the concept of “operationalizing” values. Brown stresses that it’s not enough to have abstract values like integrity or positive intent; these values need to translate into specific, measurable behaviors.
For example, Brown’s team operationalized “bravery” by connecting it to concrete actions like setting boundaries and addressing conflicts directly.
Each behavior is evaluated regularly, helping team members understand how to live out the organization’s values in their daily actions. This approach provides clarity and accountability, creating a culture where values are more than just words.
Operationalizing values also drives better decision-making. When values guide behavior, leaders can avoid impulsive or unclear actions. By linking values to everyday practices, organizations create a shared standard of behavior that strengthens culture and cohesion.
Building a Feedback Culture with Trust and Respect
A strong feedback culture is essential for any organization that values growth and improvement. Brown highlights the importance of giving and receiving feedback within the framework of trust and respect. Leaders should approach feedback as an opportunity to reinforce core values, not just critique performance.
One way to create a feedback culture is by tying feedback to values. When feedback aligns with core principles, it feels less personal and more constructive. For instance, rather than focusing solely on mistakes, leaders can also acknowledge strengths and growth areas. This balanced approach encourages team members to embrace feedback as a tool for development.
Brown also stresses the importance of receiving feedback gracefully. She offers tactics for staying open, even when feedback is difficult.
By focusing on the intent behind feedback, rather than the discomfort it may cause, leaders can model resilience and openness. This practice builds trust and shows the team that feedback is not a threat but a pathway to improvement.
The Value of Integrity in Leadership
Integrity is the cornerstone of Brown’s leadership philosophy. Leaders with integrity inspire trust because their actions are aligned with their values.
Brown explains that integrity is more than just honesty; it’s about consistency, transparency, and accountability.
When leaders embody integrity, they create an environment where people feel safe to express themselves and take risks. This culture of integrity allows teams to tackle challenges openly and work together toward shared goals. Brown’s emphasis on integrity encourages leaders to reflect on their values continually and hold themselves accountable to them.
Applying Brown’s Principles in Your Organization
The lessons from Dare to Lead can transform organizational culture by embedding values into everyday actions. Leaders who embrace these principles foster a workplace where people feel respected, valued, and motivated.
By operationalizing values, encouraging empathy, and building a feedback-rich environment, organizations can achieve higher engagement and performance.
Brené Brown’s approach to leadership is especially relevant in today’s workplaces, where flexibility, empathy, and resilience are more important than ever.
As organizations evolve to accommodate hybrid and remote work models, these principles provide a framework for building trust and connection. For companies like Teamly, which rely on collaboration across distances, Dare to Lead offers invaluable insights into creating an inclusive and productive culture.
To learn more about implementing these practices, get your copy of Dare to Lead by Brené Brown here.
