Brené Brown's research shows courage can be learned, measured, and observed rather than being an innate quality. It comprises four skills, starting with clarifying and operationalizing your values. This makes leadership development more tangible and less about inherent personality traits.

Instead of trying to convince people of the importance of vulnerability, first have them identify their core values. They will naturally conclude that living up to those values (e.g., courage, excellence) requires them to embrace the uncertainty and risk inherent in vulnerability.

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.

The leap from a hands-on marketing leader to a C-level executive is less about tactical skills and more about personal growth. It demands a shift from execution ('doing the work') to leadership ('inspiring people'), which requires self-awareness, authenticity, and dropping 'professional walls' to build genuine connections.

Leaders often believe fear is the enemy of courage. Brené Brown argues it's actually the "armor" we unconsciously use to self-protect—like perfectionism or becoming overly decisive—that hinders bravery. Recognizing your personal armor is the first step to disarming it.

Contrary to common belief, feeling fear is not what prevents leaders from being courageous. The real barrier is the defensive "armor"—behaviors like micromanagement or feigned intensity—that leaders adopt when afraid. The path to courage involves identifying and shedding this armor, not eliminating fear.

Courage isn't the absence of fear but the decision to act despite it. This reframes bravery from a fixed personality characteristic to a skill that can be developed by choosing to lean into fear and not let it dictate actions.

Executive Coach Matt Spielman defines success as a two-step process: first, having the self-awareness to listen to one's inner voice, and second, possessing the courage to act on that insight. This framework separates internal discovery from the external action required to live an authentic life.

Do not wait to feel confident before you start a new venture. Confidence isn't something you find; it's something you build through the repetitive act of showing up and doing the work, even when you're terrified. It is a result of consistent courage, not a cause of it.