Due: 8th August
Mā mua ka kite a muri; Mā muri ka ora a mua.
Those who lead give sight to those who follow; Those who follow give life to those who lead.
“To lead effectively we’re responsible for respecting and leveraging the different views and staying curious about how they can often conflict.” (Dare to Lead, page 174).
As educational leaders, we often have a different horizon and perspective to our colleagues.
Even as teachers wearing different ‘hats’, for example, on different curriculum committees, we will be focused on different goals. It’s up to us, as leaders, to communicate our perspective, try to use our empathy skills to see from our colleagues’ perspectives, and rumble enough to get on the same page when we can. So how do we do this?
“Developing a disciplined practice of rumbling with vulnerability gives leaders the strength and emotional stamina to dare greatly.” (Dare to Lead, Page 167).
There is a need to empower school leaders with conflict management training before they assume their leadership positions.
Provocation/Task:
“The only thing I know for sure after all of this research is that if you’re going to dare greatly, you’re going to get your ass kicked at some point. If you choose courage, you will absolutely know failure, disappointment, setback, even heartbreak. That’s why we call it courage. That’s why it’s so rare.” (Brene Brown, Dare to Lead).
Choose a question and share your response in less than 150 words:
★ Reflect on Part 1 of Dare to Lead, what stands out?
★ What Daring Leadership tool is going to make the biggest difference to you as an educational leader?
★ How can you be prepared as a culturally responsive leader, to handle conflict and crisis as it arises?
Resources:
- Dare to Lead, Brene Brown, Part 1: Section 5 (page 165-181 with a focus on page 174).
- Developing collaborative connections between schools and Māori communities, Mere Berryman, Therese Ford and Margaret Egan, (PDF Pg 19-21) https://www.nzcer.org.nz/system/files/set2015_3_018_1.pdf
- Leading from the Middle: Educational Leadership for Middle and Senior Leaders, page 18 https://www.educationalleaders.govt.nz/Leadership-development/Key-leadership-documents/Leading-from-the-middle
Additional/Optional Readings:
- TED TALK: Why good leaders make you feel safe: Simon Sinek, https://www.youtube.com/watch?v=lmyZMtPVodo
28 Responses
Reflect on Part 1 of Dare to Lead, what stands out?
‘Dare to Lead’ Brene Brown has been one of those key readings of 2024 for me alongside ‘Hidden Potential’ Adam Grant. With newfound inspiration from these books I have also appreciated podcasts from both authors – Dare to Lead and WorkLife respectively.
I like a good list and Section Three: The Armory was more than a good one. Days before reading this section, I had been in a particularly challenging conversation. With each new leadership challenge (armored leadership), I reflected on that conversation and the moments that had led to it and I started to unpack why I acted in certain ways as well as why that leader also may have acted the way they did. I would find myself wondering, ‘so what?’ after each armored example, to then get the answer to that question straight away with the daring equivalent.
As a result of reading this section, I was able to plan out my next move. An offer of a coffee/lunch in the holidays before getting back to school. Focus more on questions than answers. Showing gratitude. Cultivating shared purpose. I’ve noticed that the leader has been a lot more positive this term as if a weight has been lifted from their shoulders.
The “man in the arena” quote is fantastic. We are judged so openly and so often as a profession that we sometimes turn away from any sort of critical reflection on how we are doing our jobs. I feel that further to this, looking at it through the lens of “who is in the arena” allows us to refine whose opinions are worthy of further reflection. Parents are in our arena. MoE staff are in our arena. Support staff and specialists are in our arena. These opinions and thoughts matter, and it is only through showing that vulnerability the author speaks of that we can hear these thoughts and respond positively to them.
“Fear is not a barrier – how we respond to our fear can be”. I think this statement links closely with self-awareness. How self-aware we are in our reaction to statements and events that cause us fear goes a long way to determining if we will cope or not, and if our leadership in that moment is effective or not.
The difference between oversharing / disclosing inappropriately versus genuine openness and asking for what is needed is a worthy distinction. Oversharing can sometimes feel like you are bringing someone into your confidence. However if you are manipulating someone with your own vulnerability, intentionally or not, you are not being an effective leader. Again, self-awareness.
Hey Casey, I have had the same reflection on oversharing this past term. I appreciate your written thoughts on the matter.
Reflect on Part 1 of Dare to Lead, what stands out?
Quote – “To lead effectively we’re responsible for respecting and leveraging the different views and staying curious about how they can often conflict.”
This quote from page 174 resonates with me currently as there is an ongoing period of reflection about roles and responsibilities that requires the digestion of different perspectives and needs from colleagues in different areas within which I work. I believe I have a natural curiosity for the new, the different or unusual approaches. I do find it challenges when those I work alongside are more resistant or even defensive towards this.In the right context and with time available, there can be an “un-pressured” exploration of different viewpoints which enable or at least offer the opportunity to a hybrid solution or outcome which can hopefully appeal to all involved.
It is when the differing viewpoints are offered in a scenario that is either time pressured or could have significant repercussions. This invariably reduces curiosity and increases the inclination to be cautious.A leader must strive to enable enough time proportionate to the decision, in order for the team to make the best decision. I encourage to “wonder” in these situation is the ideal but is very much dependent upon a number of variables (length of colleagues’ working relationship, positions, tenure, personality, values, etc..).
What Daring Leadership tool is going to make the biggest difference to you as an educational leader?
As an educational leader, the Daring Leadership tool that might make the biggest difference is the “Vulnerability” framework. Embracing vulnerability fosters an environment of trust, openness, and authenticity, which can significantly impact the school culture.This aims to:
Building Trust, Promoting Authenticity, Encouraging Growth, Fostering Empathy, Enhancing Communication
By incorporating vulnerability into your leadership style, you can create a supportive and resilient educational community that prioritizes growth, collaboration, and well-being.
How can you be prepared as a culturally responsive leader, to handle conflict and crisis as it arises?
I have been lucky enough to have attended a number of workshops delivered by Marg Thorsborne over the last 6 years and have found her insights and instruction towards a restorative approach to have been most beneficial to me and has enabled me to understand what is generally required when dealing with conflict and crisis within a school context.
What stands out to me from Dare to Lead is the concept of “rumbling with vulnerability.” As an educational leader, I realise how important it is to have tough conversations well and navigate different perspectives while staying open and empathetic. The idea that vulnerability is key to strong leadership resonates with me because it’s not just about being tough, but about showing up honestly, even when it’s uncomfortable.
In my role, I see how crucial this is when working with colleagues or addressing conflicts. Staying curious and listening to others’ viewpoints helps me understand the bigger picture, even when it’s challenging. By leaning into vulnerability, we can create stronger connections and trust, which ultimately strengthens our team and school culture.
The part of the book that I have just got to talks about hitting challenges head on. I have highlighted the excerpt below:
The alligator metaphor is a powerful tool used by Brené Brown in her book Dare to Lead to illustrate the importance of identifying and addressing our “alligators” before they consume us.
Alligators represent the significant challenges, obstacles, or fears that can derail our progress or prevent us from reaching our goals. These might be personal, professional, or interpersonal issues.
The metaphor suggests that if we ignore or avoid our alligators, they will continue to grow and become more difficult to deal with over time. Instead, we must face our alligators head-on by acknowledging their existence, understanding their impact, and taking proactive steps to address them.
This is particularly pertinent for myself as I tend to avoid conflict and have personally experienced increased consequences as a result.
I have an alligator to address at the moment, Lud. I wonder if you do to? If so, want to chew the fat then do some crocodile wrangling?
Brené Brown’s research highlights the importance of vulnerability in leadership, emphasizing that greatness stems from curiosity and learning.
Along with Brieta, Mary Anne Radmacher’s quote, “Courage doesn’t always roar. Sometimes courage is the little voice at the end of the day that says I’ll try again tomorrow,” resonated with me. It encapsulates the essence of leadership. Effective leadership involves embracing vulnerability, staying true to one’s values, and responding thoughtfully rather than reacting emotionally.
For educators, who often face emotionally charged situations, it’s crucial to engage in difficult conversations with an open mind, focusing on shared understanding and different perspectives. Developing these skills takes time and consistent practice, much like building muscle memory. Each day presents an opportunity to grow, learn, and strengthen these practices, ultimately fostering a culture of trust and continuous improvement.
“Its kind to be clear” was reiterated during a trauma informed practice PD I went on recently with Dr Emma Woodward. This is another key take away for me.
There are two parts of the book that have stood out to me so far.
Initially I really enjoyed the segment on vulnerability and rolling with it under intense times. I think that being aware of the purpose of vulnerabiltiy is really important as I am sure that in my own practice I have used it in the past as a means to gaining something, a tactic that is easily seen through.
Staff need to see you as both in control and vulnerable and this is something that is hard to balance, and potentially something you need to build into your school culture over time.
The second thing I really like is, being clear is being kind. Personally I always fear for hurting someones feelings when giving direct feedback, but what I have found is that sometimes the more direct you are, the easier it is to move on from a subject constructively.
★ Reflect on Part 1 of Dare to Lead, what stands out?
What stood out for me was “Driving greatness from curiosity and learning”.
Seeing the role Vulnerability plays in the case study from Stefan Larsson helps one to look through the lens of learning from the past. As an organisation, they stopped the shaming and blaming and the judging of outcomes as good or bad. Larsson determined that not only management, but all team members, regardless of their role and position in the company was encouraged to contribute their ideas and thoughts to improve what they were doing or not doing. In this way they started showing more vulnerability in front of each other and this led to greater trust among the team.
As a management team, their focus was on improving results by being curious and asking specific questions. Acting on these questions brought about a positive change in outcomes for the company. It was interesting to note that Larsson’s approach removed the fear of failure and the fear of being judged.
Brown’s redefinition of vulnerability as a strength rather than a weakness really struck me. The idea of “rumbling with vulnerability” resonated deeply because it requires courage and fosters resilience and authenticity. I can see how embracing vulnerability can transform leadership, creating trust, open communication, and a more supportive work environment. However, I also recognise the challenge—it’s hard to show vulnerability, especially when I fear judgment or feel the pressure to maintain a strong front. But by practicing self-awareness and being culturally responsive, I believe I can lead with more integrity and empathy. Brown’s insights encourage me to be courageous and authentic, to step out of my comfort zone, and to handle difficult conversations with empathy. Vulnerability is essential in leadership, not just for my growth but for building a stronger, more connected team. It’s a reminder that true leadership is about daring to be human.
What stood out for me in Part 1 of Dare to Lead by Brené Brown was the notion that vulnerability is not a weakness but a strength. The idea “Rumbling with Vulnerability’ is really powerful as it implies that we lead and move forward by being courageous and embracing your vulnerability. The quote refers to risking disappointment and failure, as these are the very experiences that develop resilience and authenticity. It takes courage to be vulnerable, to put ourselves out there, and to face uncertainty. This is a fundamental aspect of daring leadership—being willing to take risks, knowing that failure is a possibility. Fear is a natural part of leadership, but it’s how we deal with it that defines us. By acknowledging and working through our fears, we become better leaders who can inspire others to do the same.
The highlight that stood out for me was the concept of the transformative power of vulnerability in leadership. “Rumbling with vulnerability” was a thought-provoking idea for me. I found myself pondering the concept often and still do. This comes off the back of a season of quite deep self-reflection on how vulnerable I am as a leader and how much change is needed in my life. The reason is that I desire to build a culture of building trust, fostering open communication, and creating a more supportive work environment, but I find the execution of the desire difficult.
I am inspired but also challenged by the idea of vulnerability in the workplace. The way I am wired – looking and being good is important. I am concerned about judgment by my colleagues when I reveal my more vulnerable side and the potential of negative fallout because of the discomfort when having difficult conversations. It is important to practice self-awareness in developing vulnerability as a leadership skill. This is something that takes time.
The area I believe I need to give special attention to is being culturally responsive. I also need to understand and respect diverse perspectives to be able to build strong relationships. This is also important to be able to effectively manage conflict and to be able to create inclusive environments. Our communities are all very diverse and to be able to develop positive and trusting relationships, one has to navigate the process with humility and vulnerability.
For me, I think the standout for Part 1 was having the courage to identify that a team needs to “rumble with vulnerability” and then finding a way to put that in place. Everyone has to step outside their comfort zone, learn some (possibly new) skills and to set up this as part of the culture (page 6). A team that is wanting to work effectively will put their egos aside, as Brene talks about in section 3 – putting down armour so that we *can* rumble with vulnerability. To do this, we all need to really reflect and know ourselves, but not just ‘know’ but to actually do something about it This is talked about in Section 2 (Clear to be Kind) and also links back to our term 2 videos and readings about strategic self awareness.
For me, the leadership tool that I feel would make the biggest difference for me is the I in braving – integrity. To be courageous and trust in the process, “you have to choose courage over comfort… practising your values, not just professing them.” Its choose to do or say the right thing even if it is difficult – and doing it in the right way with empathy, over choosing the easy way out.
To be a culturally responsive leader, we need to be courageous, put our egos aside and trust in the process. To step back and look at the big picture, and to listen and look at issues and problems from the perspective of the other people involved so that you can step in with empathy and more understanding. Doing this within a team which is not afraid to rumble with vulnerability would create an awesome culture.
★ How can you be prepared as a culturally responsive leader, to handle conflict and crisis as it arises?
To be prepared to respond to conflict in a culturally responsive approach would mean building relational trust through acts of whakawhanaungatanga. Whanau need genuine connections through sharing about who we are as people, where we come from, who are our families, children, grandchildren etc. The development of this type of relationship is critical to building a culturally responsive pedagogy. “You learn more by being silent and listening, then speaking”, within education and as teachers this can be a hard concept to grasp and will often require effort from kaiako to let go of what in the past might have been a more majority power balance. When you invest in relationships in this way as conflict arises you are in a better position to respond effectively and even preempt crisis or conflict.
Reflect on Part 1 of Dare to Lead, what stands out?
With my English teacher hat on (again!), I love the phrase ‘rumbling with vulnerability’. Rumbling can suggest conflict or unrest (which sounds scary), but it also means something is deep and constant. I like this second interpretation because it reminds us that we have to be ready to be vulnerable in any situation – it can’t be something contrived, or something that we force.
I also liked the section on the difference between Armoured Leadership and Daring Leadership. Armoured Leadership is inward looking; it’s about controlling perceptions and narratives. An armoured leader leads with fear – of being wrong, of being disliked, of being criticised. Daring Leadership is more outward looking; it’s about collaboration, honesty, and positivity. A daring leader leads with emotion – caring for themselves, for others, for the cause. We’re so often told that leaders have to be strong and stoic and always in control. It’s refreshing – especially as a female leader – to get the validation that leaders can be nurturing and caring and kind, and that being that way can be more successful.
What Daring Leadership tool is going to make the biggest difference to you as an educational leader?
As a leader in an educational context, “Rumbling with Vulnerability” is the tool from the reading that I believe is likely to make the biggest difference. This tool expresses the importance of having honest and open conversations, even when they are uncomfortable. Embracing vulnerability and encouraging it within your team, you create an environment where people feel safe to express their ideas, concerns, and challenges.
I have tried to implement this approach with my small team, fostering a culture of trust and collaboration among staff due to the vulnerability shared with them. Modelling vulnerability gives others the opportunity to be open and authentic, leading to deeper connections and more meaningful progress. I have found even though confronting it encourages tackling tough issues head-on rather than avoiding them. This can lead to a more resilient team that’s capable of adapting as needed.
How can you be prepared as a culturally responsive leader, to handle conflict and crisis as it arises?
To be prepared, it is important to cultivate cultural competence and empathy while fostering trust and cooperation within our team. In order to do this, we must understand and value diverse perspectives to create a respectful and inclusive environment. We also need to learn about different cultures and communication styles and encourage open dialogue among team members. Another important aspect is to develop strong listening skills to truly understand concerns and establish clear, equitable procedures for fair conflict resolution. Like US military officer William Swenson, who risked his life to save his fellow soldiers, we need to prioritise the safety and wellbeing of our team, even at the cost of our own comfort or success. By creating an environment of trust and belonging, our team should become more cooperative and willing to go the extra mile. This proactive and inclusive mindset, focused on putting others first, helps build a resilient and cohesive team capable of overcoming challenges and achieving success together.
Reflect on Part 1 of Dare to Lead, what stands out?
For me, the idea of vulnerability as the cornerstone of courageous leadership stood out most from Dare to Lead. . Brené Brown challenges many traditional leadership models and offers a refreshing view. Here are some other key points that stand out for me: Firstly, Brown says that that vulnerability doesnt means weakness. Instead, she says it is the foundation for courage, empathy, and innovation. Brown further emphasizes the importance of holding on to imperfections and authenticity. This resonates strongly in today’s world of edited online personas. Additionally, Brown looks at the destructive nature of shame and offers practical tools to build resilience against it. The concept of leading with authenticity and emotional intelligence is central to this part according to Brown. It challenges the traditional, more firm leadership models. Furthermore, Brown highlights the crucial role of empathy in building trust and fostering strong relationships. Overall, Part 1 of Dare to Lead highlighted for me to have a more human-centered approach to leadership. It showed me what challenges leaders face and offered practical strategies for overcoming them.
How can you be prepared as a culturally responsive leader, to handle conflict and crisis as it arises?
I see a culturally responsive leader as one who understands the importance of cultural diversity and equity in a school. To effectively handle conflict and crisis, as a leader, I must have a deep understanding of cultural differences, build strong relationships, and have a proactive approach to conflict resolution. This means that as a cultural responsive leader, I need to be open to different perspectives continuously seek to learn about different cultures. If I am to be culturally responsive leader, I must make sure I show empathy, and understand perspectives of different cultures. It is important for me as a culturally responsive leader to have open and honest communication. I will need to encourage teamwork and value diverse views. It will be my job as culturally responsive leader to also make sure all staff feel valued, respected, and empowered. That means differences are celebrated. If conflict arises, as a culturally responsive leader, it will be my job to facilitate constructive dialogue between conflicting parties. and then find a common ground and reach mutually beneficial agreements. It is important for me as a leader to identify root causes of conflict and develop effective solutions.
There is a powerful thread of relationship and responsiveness that comes through this response, and reflectiveness that is the mark of a good leader
Reflect on Part 1 of Dare to Lead, what stands out?
Taking time to reflect on reading Part 1 of ‘Dare to Lead (Brené Brown)’, what really stood out for me was realising that when in leadership, it is important to understand that “there is no daring leadership without vulnerability” (pg 35) and that there will be trying times in these roles that don’t always sit right with me.
For someone who doesn’t like to upset others intentionally, works hard to keep the team morale high and consciously puts in the effort and time to support others, I have had to take time to reflect on how to be a leader who is willing to show vulnerability, but also show the courage to challenges and accept help from others.
Recently I had to be part of making an extremely difficult staffing and classroom change, which had major ripple effects. Presenting this news to my team was not easy and the reaction I got was exactly what I thought it would be, especially as I knew there was going to be uncertainty, complete change in classroom dynamics and a negative response from the team. Being vulnerable to the criticism and negative reaction, I knew that it was important that I allowed time for my team to express their concerns and issues in a safe environment and then together as a team, problem-solve through these.
3 weeks into the term, as a teacher and Team Leader I have had to deal with a number of the concerns and issues that we spoke about in the meeting, but knowing that I have the team support and strategies in place to get through these, we are now coming out the other side.
Having courage to show vulnerability doesn’t make me a weak leader, but builds my character. It allows my team around me to know that I too am human, that I too have struggles, but that I am willing to take the time create a work environment that is safe for them to share their thoughts and ideas, have trust in myself as their leader that I will support them and know that together, as a team, we will continue to develop, collaboratively, a solution focused approach.
Some key learnings for me from ‘Dare to Lead” are;
* Vulnerability is a form of courage (Embrace it, and lean into it)
* There is kindness in being clear and honest in your communications, especially challenging and tricky conversations.
Ambiguity can sometimes be used to ‘soften the blow’ or to skirt around a difficult topic. I am sometimes guilty of hinting at things rather than getting to the point. But ambiguity can also “muddy the waters” and can potentially lead to misunderstandings, a lack of resolution of the issue, or even worse offence. being clearer and more direct in my communication is something I have been actively working on, and I have found it really helpful in working with my learners and whānau too.
I was able to participate in some other PLD during the school break called “Open to Learning Conversations” (Tui Tuia, Auckland University) which was a very similar kaupapa to ‘rumbling with vulnerability’ and how to approach challenging conversations. A great takeaway phrase from the was “get curious, not furious!”- meaning to be an active listener and ask questions to clarify the issue, and how other perceive it.
Mary Anne Radmacher says “ Courage doesn’t always roar. Sometimes courage is the little voice at the end of the day that says I’ll try again tomorrow”.
What stands out from Part 1 of Dare to Lead:
Leading includes courage, rumbling with vulnerability giving strength and emotional stamina to dare greatly. In tough conversations, hard meetings and emotionally charged decision making, needing the grounded confidence to stay tethered to our values, respond rather than react emotionally and operate from self-awareness, not self-protection.
This in itself is a challenge as educators feel deeply and respond emotionally because teaching is a vocation. When these conversations / rumbles get tough, come back to check the shared understanding and help each other see the other’s perspective. The examples were thought provoking, and I can see how I can use them frequently.
Knowing these skills do not happen overnight, it needs to become muscle memory. This little voice at the end of the day, reminding me today was hard, but I have learnt and grown through the hardship, tomorrow we try again. Every day these skills that I have been practicing will become more and more part of my thinking, part of my doing, and hopefully part of muscle memory to live into our values, braving trust and learning to rise.
Thanks for your reflection Brieta. I needed to read that today! “Try again tomorrow” is a good mantra to have.
I love that you have identified why this can be so hard and emotionally taxing, because teachers care so much.
Ngā mihi
Claire
Being a culturally responsive leader, especially in conflict and crisis, is important. This involves respecting historical contexts, promoting inclusive decision-making, and fostering mutual respect and understanding with Māori communities.
Inclusive decision-making ensures Māori families actively participate, which encourages ownership and collaboration. Creating collaborative spaces, both physical and metaphorical, encourages open dialogue and mutual respect. Making use of knowledge within the Māori community enriches education. When we understand and respect Māori practices, images, and metaphors, relationships and outcomes can be more holistic and focused on power sharing, agency, collaboration, and wellbeing.
The Daring Leadership tool of vulnerability is most impactful for educational leaders, and strongly connected to cultural responsiveness. Being culturally responsive often means leading in spaces where we are not the “expert.” This requires embracing vulnerability – holding the space. Embracing vulnerability encourages open communication, builds trust, and encourages authentic connections with students, staff, and communities, leading to a more inclusive and supportive educational environment where everyone feels valued and empowered which enables better outcomes and stronger relationships.
Waiho i te toipoto, kaua i te toiroa
Let us keep close together not far apart
★ Reflect on Part 1 of Dare to Lead, what stands out?
To be able to rumble with vulnerability you need to let people know your personal story, spend time reflecting on your leadership style and approach so you are self aware of where you need to adapt and change and intentionally build trust and connections so that everyone feels safe to have these rumbling conversations.
Rumbling with vulnerability needs to be practised to enable leaders to gain strength and confidence to make a difference. It needs to be practised so that when you are in the high pressure conversations it comes naturally to stick to your values, respond not react, be self aware not defensive and stay open to what others are saying. Curiosity, vulnerability and courage are key for rumbling with vulnerability. If solutions aren’t found, give some time and circle back to revisit the conversation. I find that for me personally this is a helpful thing to do as then people have time to go away and think over what has been said and take the heat out of the situation. We need to be aware and open to where we, and other people are coming from. The goal is to learn and improve from these courageous conversations with our values and trusting relationships still intact.
Reflect on Part 1 of Dare to Lead, what stands out?
One of the biggest standouts was that to ‘rumble with vulnerability’ requires practice and training, When we take time to practice and strengthen our rumbling with vulnerability skills we develop greater self-awareness; and are more able to lead from the heart and stay open and curious when working with others. As with Dr Sanēe Ball, I have found keeping a journal and seeking feedback from those who are in my Square Squad to be helpful.
Another standout for me was how ‘rumbling with vulnerability’ helps to build a culture of trust and openness but shame is a powerful opponent. Being able to identify shame and using rumble language to have hard conversations can be a liberating experience for individuals and teams. Replacing shame with empathy and vulnerability can transform a school’s culture into a place where people feel free to take risks, are innovative, and have a sense of belonging.
What stood out for me in Part 1 of Dare to Lead was the idea that showing vulnerability doesn’t reflect weakness but is actually a crucial way to build trust. The ability to show authenticity, own your challenges, and speak openly about them supports your team in essentially realising that we are all human at the end of the day.
The tool ‘BRAVING’ was something that I felt could make a difference (Boundaries, Reliability, Accountability, Vault, Integrity, Non-judgment, and Generosity). Reflecting on my leadership journey so far (all 2.1 terms of it, haha), I feel that I already do a lot of these things and know that they have made a difference in my leadership. My team gave me feedback about what I have done as a leader to grow and maintain their trust, and a lot of it included these things. This is a tool that I will continue to develop as I grow as a leader.
I need to be prepared for conflict or crisis by knowing my team inside and out and how they might respond to situations moving forward. When trust is high in a team, this often also reflects that leaders have taken the time to get to know their team, and I feel that this, in combination with the tools suggested in ‘Dare to Lead’, is the best way to prepare for issues in the future.