Dare to Lead

One of Brown’s central mantras is “Clear is kind. Unclear is unkind.” She contends that avoiding difficult conversations often leads to confusion, resentment, and disengagement. Honest communication—especially feedback—is a form of respect. Brown advises leaders to speak directly, avoid euphemisms, and engage in conversations long enough to resolve tension. Practical applications include setting shared norms around feedback and using the “Turn and Learn” technique—where each discussion participant writes down their thoughts on a separate sheet of paper, places it face down, and then all participants turn over their papers at the same time—to surface differing expectations on timelines or deliverables. Supervisors might use the BRAVING method (Boundaries, Reliability, Accountability, Vault [confidentiality], Integrity, Non-judgment, Generosity) when offering constructive feedback to establish mutual trust and accountability. Clarity in communication helps teams avoid passive-aggressive behaviors and builds confidence in shared goals. By embedding candor into team culture, organizations reduce unnecessary conflict and increase psychological safety.

Brown identifies common workplace behaviors—perfectionism, cynicism, performative overwork, and fear of taking risks—as forms of “emotional armor” that block genuine connection and growth. While armor feels protective, it undermines trust and prevents learning. Instead, Brown champions “grounded confidence,” built through curiosity, emotional literacy, and the willingness to learn from failure. This shift requires leaders to model vulnerability and self-awareness, admitting uncertainty and inviting collaboration. For example, instead of presenting a rigid plan, a team lead might say, “Here’s my first draft—what am I missing?” This practice not only disarms ego but invites better input. Organizations can reinforce this mindset by celebrating learning moments rather than just wins, offering wellness programs that address burnout, and discouraging performative overwork. Confidence, in this model, emerges not from control but from humility and self-knowledge.

Brown challenges organizations to go beyond buzzwords and define values in terms of observable behaviors. She notes that many companies articulate values but fail to embed them into culture. Operationalizing values requires naming specific actions that embody those values and creating accountability structures. For instance, if “integrity” is a stated value, employees must understand what it looks like in decision-making: transparency about mistakes, ethical choices under pressure, or calling out bias. Brown encourages teams to identify two core values and use them as filters for decision-making. In meetings, this might involve revisiting those values when disagreements arise. Individually, professionals can track how their actions reflect (or contradict) their chosen values, using reflection exercises or peer feedback. Clear, behavioral values help create coherent cultures where expectations are understood and consistently reinforced.

Brown’s BRAVING framework—Boundaries, Reliability, Accountability, Vault, Integrity, Nonjudgment, Generosity—offers a concrete guide to understanding and restoring trust. Each element represents a behavior that contributes to or detracts from trust in relationships. For example, keeping confidences (Vault) and taking responsibility for mistakes (Accountability) are key to maintaining team cohesion. In practical terms, teams might conduct BRAVING audits after setbacks to identify where breakdowns occurred. Leaders can use the framework during one-on-ones to assess how trust is functioning within teams. The model is also useful in conflict resolution, helping individuals name specific behaviors instead of relying on vague accusations. As trust is often broken in small moments, BRAVING encourages attention to detail and consistent integrity, making it useful for diagnosing problems and developing solutions.