Dare to Lead™

If ever there was a time that we need the skills to lead more effectively, it’s now.

In today’s rapidly evolving and emerging world of work, the need for elevated leadership skills is more critical than ever before. The Dare to Lead™ program stands out by offering meticulously researched and practical frameworks that can be promptly put into action.

These frameworks provide a unique opportunity for developing courage-building skills, which serve as the cornerstone of effective leadership. These skills go beyond mere adaptability; they empower leaders to skillfully navigate periods of change while also contributing to the establishment of resilient organizational cultures.

Given the unparalleled shifts taking place in the landscape of work, leaders are being tasked with a profound responsibility – mastering the art of guiding their teams through these transformations, alongside the inherent uncertainties and risks they bring.

As this demand intensifies, there arises an imperative for leaders to not only possess refined proficiency but also to exhibit exceptional mastery in fostering newfound courage and innovation within their teams.

Dr. Brené Brown describes the

Four Skills Needed to Become a Courageous Leader

You will also learn how to effectively navigate the top 10 cultural challenges facing leaders and organizations today.

1. We avoid tough conversations, including giving honest, productive feedback.
   
2. Rather than spending a reasonable amount of time proactively acknowledging and addressing the fears and feelings that show up during change and upheaval, we spend an unreasonable amount of time managing problematic behaviours.
   
3. Diminishing trust caused by a lack of connection and empathy.
   
4. Not enough people are taking smart risks or creating and sharing bold ideas to meet changing demands and the insatiable need for innovation.
   
5. We get stuck and defined by setbacks, disappointments, and failures, so instead of spending resources on clean-up to ensure that consumers, stakeholders, or internal processes are made whole, we are spending too much time and energy reassuring team members who are questioning their contribution and value.
   
6. Too much shame and blame, not enough accountability and learning.
   
7. People are opting out of vital conversations about diversity and inclusivity because they fear looking wrong, saying something wrong, or being wrong. Choosing our own comfort over hard conversations is the epitome of privilege, and it corrodes trust and moves us away from meaningful and lasting change.
   
8. When something goes wrong, individuals and teams are rushing into ineffective or unsustainable solutions rather than staying with problem identification and solving. When we fix the wrong thing for the wrong reason, the same problems continue to surface. It’s costly and demoralizing.
   
9. Organizational values are gauzy and assessed in terms of aspirations rather than actual behaviours that can be taught, measured, and evaluated.
   
10. Perfectionism and fear are keeping people from learning and growing.