Quotes About Leadership

Our ability to be daring leaders will never be greater than our capacity for vulnerability

we desperately need more leaders who are committed to courageous, wholehearted leadership and who are self-aware enough to lead from their hearts, rather than unevolved leaders who lead from hurt and fear.

We also have to invest time attending to our own fears, feelings, and history or we'll find ourselves managing our own unproductive behaviors. As daring leaders, we have to stay curious about our own blind spots and how to pull those issues into view, and we need to commit to helping the people we serve find their blind spots in a way that's safe and supportive.

We avoid tough conversations, including giving honest, productive feedback. Some leaders attributed this to a lack of courage, others to a lack of skills, and, shockingly, more than half talked about a cultural norm of "nice and polite" that's leveraged as an excuse to avoid tough conversations.

the goal is not "getting comfortable with hard conversations" but normalizing discomfort. If leaders expect real learning, critical thinking, and change, then discomfort should be normalized: "We believe growth and learning are uncomfortable so it's going to happen here—you're going to feel that way. We want you to know that it's normal and it's an expectation here. You're not alone and we ask that you stay open and lean into it.

Tienes que ser valiente en tu vida para que otros puedan ser valientes en la suya»

The barriers and obstacles to daring leadership are real and sometimes fierce. But what I've learned from both the research and my own life is that as long as we name them, stay curious, and keep showing up, they don't have the power to stop us from being brave.

The Heart of Daring Leadership 1. You can't get to courage without rumbling with vulnerability. Embrace the suck. 2. Self-awareness and self-love matter. Who we are is how we lead. 3. Courage is contagious. 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.

Daring leaders must care for and be connected to the people they lead. The data made clear that care and connection are irreducible requirements for wholehearted, productive relationships between leaders and team members.

Organizational values are gauzy and assessed in terms of aspirations rather than actual behaviors that can be taught, measured, and evaluated.

If you find yourself leading a team or culture in which criticism outweighs contribution, make a conscious and resolute decision to stop rewarding the former.

Daring leaders who live into their values are never silent about hard things.

You can't get to courage without rumbling with vulnerability. Embrace the suck. At the heart of daring leadership is a deeply human truth that is rarely acknowledged, especially at work: Courage and fear are not mutually exclusive.

The best definition of power comes from Dr. Martin Luther King Jr. He described power as the ability to achieve our purpose and to effect change.

Regardless of the complexity of the concepts, studying leadership is way easier than leading.

The level of collective courage in an organization is the absolute best predictor of that organization's ability to be successful

Just under half of the leaders we interviewed initially talked about courage as a personality trait, not a skill. They typically approached the question about specific skills with a "Well, you either have it or you don't" answer.

We found a better correlation between the number of times we modeled what asking for help looks like and how comfortable folks are with asking for help. Both giving and receiving help must be part of the culture, and we as leaders need to model both if we are committed to innovation and growth.

It takes two minutes to say "I know this is due at five o'clock, and the executive summary looks pitch perfect. The tables need some serious work, though. What does support look like?

We can't be "all in" if only parts of us show up. If we're not living, loving, parenting, or leading with our whole, integrated hearts, we're doing it halfheartedly.

Asking leaders to answer this question is almost always difficult because they quickly move to believing that if people are doing the best they can, they don't know how to lead them. Their strategies of pushing and grinding on the same issues must give way to the difficult tasks of teaching their team, reassessing their skill gaps, reassigning them, or letting them go.

Jim Collins's classic book Good to Great.

Apologizing and backing that up with behavior change is normailzed in our organization from onboarding. While some leaders consider apologizing to be a sign of weakness, we teach it as a skill and frame the willingness to apologize and make amends as brave leadership.

We identified four key learnings during our rumble. First, as a leadership team, we need a shared understanding of all the moving pieces so no single person is the connective tissue.