I define a leader as anyone who takes responsibility for finding the potential in people and processes, and who has the courage to develop that potential. From (Location 195)
You can’t get to courage without rumbling with vulnerability. Embrace the suck. (Location 272)
A rumble is a discussion, conversation, or meeting defined by a commitment to lean into vulnerability, to stay curious and generous, to stick with the messy middle of problem identification and solving, to take a break and circle back when necessary, to be fearless in owning our parts, and, as psychologist Harriet Lerner teaches, to listen with the same passion with which we want to be heard. (Location 278)
Courage is a collection of four skill sets that can be taught, observed, and measured. The four skill sets are: Rumbling with Vulnerability Living into Our Values Braving Trust Learning to Rise (Location 283)
Our ability to be daring leaders will never be greater than our capacity for vulnerability. (Location 288)
is less about who people are, and more about how they behave and show up in difficult situations. (Location 296)
Daring leaders must care for and be connected to the people they lead. (Location 308)
we should never underestimate the benefit to a child of having a place to belong—even one—where they can take off their armor. It can and often does change the trajectory of their life. (Location 322)
Daring is not saying “I’m willing to risk failure.” Daring is saying “I know I will eventually fail, and I’m still all in.” (Location 347)
Vulnerability is not winning or losing. It’s having the courage to show up when you can’t control the outcome. (Location 352)
If you’re criticizing from a place where you’re not also putting yourself on the line, I’m not interested in what you have to say. (Location 364)
Get a one-inch by one-inch piece of paper and write down the names of the people whose opinions of you matter. It needs to be small because it forces you to edit. (Location 390)
Trust is the stacking and layering of small moments and reciprocal vulnerability over time. (Location 561)
Asking someone to “say more” often leads to profoundly deeper and more productive rumbling. (Location 638)
wouldn’t stand up in front of all of my investors or my team of friends and colleagues who left great jobs to come work with me to turn my vision into a reality and spill my guts like that—that’s not good judgment. (Location 655)
Sharing just to share without understanding your role, recognizing your professional boundaries, and getting clear on your intentions and expectations (especially those flying under the radar) is just purging or venting or gossip or a million other things that are often propelled by hidden needs. (Location 668)
Vulnerability for vulnerability’s sake is not effective, useful, or smart. (Location 674)
Feeding people half-truths or bullshit to make them feel better (which is almost always about making ourselves feel more comfortable) is unkind. (Location 741)
Not getting clear with a colleague about your expectations because it feels too hard, yet holding them accountable or blaming them for not delivering is unkind. Talking about people rather than to them is unkind. (Location 741)
“The cave you fear to enter holds the treasure you seek.” (Location 805)
If you gain a reputation for being an idealist, you lose credibility and trust. (Location 867)
