Dare to Lead: Summary

Peter Allison Head of the Preparatory School

Courage is an expected character trait in leadership. However, vulnerability is not often coupled with courage when thinking about the role of leadership in an organisation. The two-day, Dare to Lead program, explored how taking courage as a leader also requires individuals to be vulnerable to themselves and often to others. Based on research by professor, lecturer, and author Dr Brene Brown, the course uncovered how vulnerability is a strength not a weakness. Vulnerability is defined as, “the universal emotion we feel when times are risky and uncertain, or we are at the mercy of other people’s actions”

Leadership is characterised by acting despite fear and uncertainty.

The course has been developed around self-reflection and the practice of being vulnerable with other course participants. Foundational is an understanding of what motivates people as a leader and identifying core values that can be used as strengths to lead the school or organisation. These core values also allow individuals to be resilient through adversity.

Trust is crucial for successful leadership. The program examined trust and how to develop trust within others and within oneself by illuminating factors that influence the way one leads, such as fear, guilt, and shame. The importance of self-compassion and empathy was explored and how one can use these elements to help professional relationships flourish.

Seven behaviours that cultivate trust are summed up by the acronym BRAVING.

Boundary-setting: Clarifying and respecting each other’s limits is crucial to a collective relation.

Reliability: We do what we say we will. This includes being aware of our own competencies and limitations so that we don’t overpromise and remain accountable to our commitments, balancing priorities.

Accountability: Owning one’s mistakes, apologising where necessary, and making amends.

Vault: Trust is built through the knowledge that confidentiality is maintained.

Integrity: Involves choosing courage over comfort and practising one’s values, not just professing them. Non-judgement: Connection can be improved by replacing judgement with curiosity.

Generosity: Extending the most generous interpretation to the intentions, words, and actions of others.

There will be times where we fail as leaders. Rising again requires us to recognise our emotions and increase self-awareness of our feelings and how they connect with the way we think, behave, and manufacture our own stories. Challenging assumptions is an important part of the process to determine the truth from self-protection. As a result, a new mindset is developed that we subsequently use to engage with our personal and professional relationships.

Reference

Brené Brown (2018) Dare to Lead: Brave

Work. Tough Conversations. Whole

Hearts. Random House.