Dare to Lead™

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

The Dare to Lead™ program focuses on developing courage-building skills that are essential for effective leadership, navigating change and creating healthy cultures that can move through uncertainty and risk effectively. During this time of COVID – this is more important than ever.

Based on the research of Dr. Brené Brown, Dare to Lead™ is an empirically based courage building leadership program. The program is based 7 years of research, 400,000 pieces of data, and is a collection of four skill sets that are teachable, measurable, and observable.

“One of the most important findings of my career is daring leadership—a collection of skills and practices that are teachable, observable, and measurable. It’s learning and unlearning that requires brave work, tough conversations, and showing up with your whole heart. It isn’t easy—because choosing courage over comfort is not always our default. But it is necessary if you want to cultivate braver, more daring leaders, and embed the value of courage into your culture,” explains Brown.

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.