Based on the research of Dr. Brené Brown, Dare to Lead™ is an empirically based courage-building program. The most significant finding from Brené’s latest research is that courage is a collection of four skill sets that are teachable, measurable, and observable. The Dare to Lead™ program focuses on developing these courage-building skills through workshops, training, and coaching to help individuals, teams, and organizations move from armored leadership to daring leadership.

Do you often keep things to yourself? Tend to hold back information or opinions? Err on the side of non-disclosure? It may not be your intention, but people around you may begin to wonder. Wonder what you’re up to, what your agenda is, whether you’re hoping to gain an advantage over them. Why aren’t you sharing more openly? It may be that you have a reserved nature or prefer privacy or that you don’t want to lose control or appear less authoritative. Regardless of the reasons, it may be time to make some adjustments. Organizations function on the flow of information. Greater transparency is expected at all levels. Find out what people want and need to know and begin to comply. Sending information on relevant topics is a start. Better still, talk or meet with people for open, two-way exchanges. Practice showing and telling it like it is.

Trouble with consistency? Align your words and actions. Probably nothing chills trust more than a person saying one thing and doing something else. People want consistency. You can deliver an inspiring message with convincing calls-to-action. But, if the next day you do something quite contrary, people may no longer buy it. Worse yet, they may question your credibility. Having integrity means representing yourself accurately. Knowing who you are. What you believe. And practicing what you preach regardless of the setting.

Based on the research of Dr. Brené Brown, Dare to Lead™ is an empirically based courage-building program. The most significant finding from Brené’s latest research is that courage is a collection of four skill sets that are teachable, measurable, and observable. The Dare to Lead™ program focuses on developing these courage-building skills through workshops, training, and coaching to help individuals, teams, and organizations move from armored leadership to daring leadership.

Not sharing the big picture? When people understand the organization beyond their own role, they can better appreciate the significance of what they do. They realize the importance of their cog in the wheel. Without that broader perspective, a job is just a job. They focus on their own role but not the overall goal it contributes to. It’s the difference between “laying bricks and building a cathedral.” Clearly communicate the strategy to them. Talk in their language. Help them see where their role fits in. How does what they deliver contribute to the achievement of the overall purpose of the organization? Let them see the connections that link them to the end user. Illustrate how their achievements impact other roles.

Not clear on where others are coming from? Work to make connections. Collaboration is not just creating dialogue. It is about making connections with others. Research suggests that the best collaborators are connectors. They connect ideas outside of the organization with internal challenges. They help build bridges throughout the organization. Ultimately, they link people, ideas, and resources that would not normally connect with one another. The key is to connect. Build trust. Build relationships. Connect your priorities to those of others. In each situation where you are working with other people, it is important to think about their perspective.

Identify strategies and approaches for staying in healthy dialogue when stakes are high, emotions are volatile, and opinions are opposing.

Most people have stereotypes—simplified and generalized views of people from a particular group. They can be based on a wide variety of elements including gender, race, religion, or age. Due to social norms and political correctness, these tend to lie under the surface and people may not even be aware of them. But they still influence behavior. The process is automatic and very fast. In neuroscientific terms, making the connection between a person and a stereotype occurs within 300 milliseconds (less than a typical blink of an eye) of encountering that person. Because the conscious control is not there, responses can be prejudiced and socially inappropriate. Learn to examine your biases and assumptions.

Teams are the primary way to accomplish coordinated, integrated tasks. Team members need each other and work interdependently to achieve common goals. For some, this is good news—a chance to collaborate with a variety of people. For others, it’s a burden—a productivity drain. Many have had a peak experience working with a dream team that clicked from the start and went on to achieve great things. They wonder why all teams can’t be like that. Here’s the reality—great teams rarely just happen. They require attention to purpose, tasks, relationships, and processes. The rewards can be significant for you and your organization when you set teams up for success. Whether you’re a team leader or team member, whether your team works under the same roof or across several time zones, it pays to be smart about how to structure things and contribute so your team performs at its best.

Do you often keep things to yourself? Tend to hold back information or opinions? Err on the side of non-disclosure? It may not be your intention, but people around you may begin to wonder. Wonder what you’re up to, what your agenda is, whether you’re hoping to gain an advantage over them. Why aren’t you sharing more openly? It may be that you have a reserved nature or prefer privacy or that you don’t want to lose control or appear less authoritative. Regardless of the reasons, it may be time to make some adjustments. Organizations function on the flow of information. Greater transparency is expected at all levels. Find out what people want and need to know and begin to comply. Sending information on relevant topics is a start. Better still, talk or meet with people for open, two-way exchanges. Practice showing and telling it like it is.