Dare to Lead

Brown argues that vulnerability—the willingness to show up and be seen without guarantees—is the foundation of courageous leadership. She rejects the myth that vulnerability is weakness, instead framing it as a condition for creativity, innovation, and trust. In practice, this requires leaders to model honesty, admit mistakes, and create environments where employees feel safe to do the same. Tools like "permission slips" and "rumbles"—conversations predicated on the intention to lean into vulnerability—facilitate this process by signaling that open communication is valued and encouraged. For instance, during a team meeting, a manager might acknowledge feeling overwhelmed by a deadline, prompting others to express similar concerns and collaborate on a solution. Vulnerability is not about oversharing; it’s about presence, honesty, and emotional risk-taking within healthy boundaries. This practice fosters authenticity and resilience across teams.

One of Brown’s central mantras is “Clear is kind. Unclear is unkind.” She contends that avoiding difficult conversations often leads to confusion, resentment, and disengagement. Honest communication—especially feedback—is a form of respect. Brown advises leaders to speak directly, avoid euphemisms, and engage in conversations long enough to resolve tension. Practical applications include setting shared norms around feedback and using the “Turn and Learn” technique—where each discussion participant writes down their thoughts on a separate sheet of paper, places it face down, and then all participants turn over their papers at the same time—to surface differing expectations on timelines or deliverables.