Includes bibliographical references (pages 277-286) and
index

Introduction: Brave leaders and courage cultures -- The
moment and the myths -- The call to courage -- The armory
-- Shame and empathy -- Curiosity and grounded confidence
-- Living into our values -- Braving trust -- Learning to
rise

Leadership is not about titles, status, and wielding
power. A leader is anyone who takes responsibility for
recognizing the potential in people and ideas, and has the
courage to develop that potential. When we dare to lead,
we don't pretend to have the right answers. We stay
curious and ask the right questions. We don't see power as
finite and hoard it. We know that power becomes infinite
when we share it with others. We don't avoid difficult
conversations and situations. We lean into vulnerability
when it's necessary to do good work. But daring leadership
in a culture defined by scarcity, fear, and uncertainty
requires skill-building around traits that are deeply and
uniquely human. The irony is that we're choosing not to
invest in developing the hearts and minds of leaders at
the exact same time as we're scrambling to figure out what
we have to offer that machines and artificial intelligence
can't do better and faster. What can we do better? Empathy,
connection, and courage, to start. Brené Brown has spent
the past two decades studying the emotions and experiences
that give meaning to our lives, and the past seven years
working with transformative leaders and teams spanning the
globe. She found that leaders in organizations ranging
from small entrepreneurial startups and family-owned
businesses to nonprofits, civic organizations, and Fortune
50 companies all ask the same question: How do you
cultivate braver, more daring leaders, and how do you
embed the value of courage in your culture?