The formula for bravery is 'purpose minus fear.' Instead of trying to eliminate the natural fear of failure, leaders should cultivate an overwhelmingly strong sense of purpose. A powerful mission makes the risks of speaking up or trying something new seem smaller by comparison.
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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.
Shaka Senghor provides a powerful reframe of courage, arguing it is not the absence of fear. In fact, one cannot be courageous without first being afraid. Courage is simply the decision to move forward and take action in the presence of fear.
Innovation requires psychological safety. When employees are afraid to speak up or make mistakes, they become "armored" and growth stagnates. To unlock potential, leaders must create environments where the joy of creation and contribution outweighs the fear of failure.
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 primary obstacle to courage isn't fear itself, but the defensive mechanisms we use to avoid feeling it. This protective 'armor,' while instinctual, ultimately disconnects us from our values and meaningful connections. The most difficult work is recognizing these automatic, self-sabotaging responses when we're afraid.
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.
The primary obstacle preventing individuals from launching initiatives is an inflated fear of public failure. Scott Galloway argues this fear is an internal, two-inch-high barrier that is much smaller than it appears. Overcoming it unlocks potential for significant influence and personal growth.
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.
To foster an innovative team that takes big swings, leaders must create a culture of psychological safety. Team members must know they won't be fired for a failed experiment. Instead, failures should be treated as learning opportunities, encouraging them to be edgier and push boundaries.
