Daring leadership isn't measured by how much personal information you disclose. It's the learnable capacity to remain present and effective during moments of uncertainty, risk, and emotional exposure. Some of the most vulnerable leaders share very little personally.

A mental performance coach taught diver Molly Carlson to visualize fear as a piece of paper in front of her eyes. Instead of trying to destroy the paper, she gently shifts it to the side, allowing it to exist without consuming her focus, freeing her to perform.

Malala challenges the idea that resilience means quickly bouncing back. Years after her attack, she experienced panic attacks. She defines true bravery as continuing your mission even while actively managing fear and mental health challenges, which is the real form of resilience.

Labeling emotions like fear as 'bad' leads to suppression. This act disconnects you from your body and forces your attention into your mind, which creates debilitating self-talk. True confidence is not the absence of fear, but the willingness to feel everything without judgment or suppression.

The "lone hero" is a myth; bravery is supported by a network. Courageous individuals actively seek help, relying on four distinct categories of support: moral ("I've got your back"), informational ("here's what you need to know"), resource-based, and appraisal-based feedback.

You cannot simply think your way out of a deep-seated fear, as it is an automatic prediction. To change it, you must systematically create experiences that generate "prediction error"—where the feared outcome doesn't happen. This gradual exposure proves to your brain that its predictions are wrong, rewiring the response over time.

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.

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.

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.