Courage cannot be demanded or simply listed as a corporate value. A leader's key role is to be a 'context architect,' creating the organizational conditions for brave behavior. This includes allowing for failure, resourcing experimentation, and embodying courage personally, thereby enabling the entire organization to act bravely.

Contrary to the 'lone hero' myth, courage is a collective effort. Leaders should intentionally seek out four distinct types of support: moral (encouragement), informational (data), resource (tools/funding), and appraisal (constructive feedback). This network provides the foundation for making bold decisions.

A sudden, favorable change in wind allowing supply barges to reach Orléans was perceived as a divine sign. This event instantly convinced the skeptical commander, the Bastard of Orléans, of Joan's legitimacy. It demonstrates how a single symbolic "victory" can dramatically shift morale and consolidate leadership more effectively than strategic plans.

The Dauphin's court did not accept Joan in a vacuum. Decades-old prophecies foretelling that a virgin would save France provided the political and cultural cover necessary to support her seemingly outlandish mission. This pre-existing narrative made her claims plausible and her backing politically defensible.

Drawing inspiration from Antarctic explorer Ernest Shackleton, true optimism isn't a passive belief that things will work out. It's an active, courageous choice. In dire situations, a leader's decision to be optimistic is a strategic tool essential for survival and success.

The Duke of Alençon, bankrupted and dispossessed by the English, became one of Joan's earliest and most ardent supporters. His personal desperation made him uniquely receptive to her message of divine intervention, showing how radical leaders gain initial traction with stakeholders who have nothing left to lose.

Unlike many mystics who were passive recipients of divine messages, Joan had a conversational and even confrontational relationship with her voices. She would argue back if she disagreed with their counsel, demonstrating a remarkable self-confidence and an active interpretation of her divine mission rather than simple obedience.

True leadership is revealed not during prosperity but adversity. A “wartime general” absorbs pressure from difficult clients or situations, creating a safe environment for their team. They don't pass down fear, which distinguishes them from “peacetime generals” who only thrive when things are good.

Joan's dictated letter to the English was not a negotiation but a divine ultimatum. By positioning herself as a "captain of war" sent by the "King of Heaven," she reframed the political conflict as a holy war, a powerful psychological tactic designed to demoralize her opponents by presenting her victory as inevitable.