Startups are unique beasts. Unlike traditional companies, they operate in an environment defined by chaos and uncertainty.

In Chapter 1 of The Lean Startup, Eric Ries introduces a revolutionary way of thinking about management in startups. His core argument? Entrepreneurship requires a new discipline: entrepreneurial management.

Traditionally, companies have relied on general management principles to drive success. While effective for established institutions, these methods often fail startups, where experimentation and agility are the lifeblood of growth.

By introducing a new framework tailored to the needs of startups, Ries equips entrepreneurs with the tools to manage uncertainty and harness opportunity. Unlike conventional business structures, startups thrive on speed, risk-taking, and adaptability.

These qualities, while exciting, often lead to a “just do it” mindset where actions are taken without a guiding system. This chaos can turn into inefficiency or failure without a clear framework, which is where entrepreneurial management shines.

Learning Milestones: A Different Kind of Productivity

Ries challenges startups to rethink how they measure success.

Traditional productivity metrics—hours worked, code written, or features delivered—may seem tangible, but they miss the mark in entrepreneurial contexts. Startups often build products no one wants, wasting valuable time and resources.

Instead, Ries encourages teams to prioritize “learning milestones.” By focusing on customer insights and iterative progress, startups can determine what to build and why.

The process is more intangible than traditional methods, but it ensures that every action moves the company closer to creating a product customers will pay for.

This approach aligns productivity with meaningful progress. It’s no longer about the number of tasks completed in a day but about how much closer the team is to uncovering customer needs and developing viable solutions.

By embracing this mindset, startups can ensure that every effort contributes to their long-term vision.

The implications of this shift in productivity measurement are profound. Teams must unlearn old habits of valuing tangible outputs over intangible learnings.

It’s uncomfortable at first, but the payoff is enormous—a leaner, smarter startup that avoids unnecessary waste and stays laser-focused on value creation.

The Build-Measure-Learn Feedback Loop

At the heart of the Lean Startup methodology is the Build-Measure-Learn feedback loop.

This cycle encourages startups to build minimally viable products (MVPs), measure their performance, and learn from the results.

The insights gained from each iteration guide the next step, whether that means refining the product or pivoting to a new strategy.

Ries contrasts this approach with the traditional “rocket ship” mindset, where every detail is planned in advance. Startups that rigidly follow business plans often find themselves unable to adapt when their assumptions prove incorrect.

The Lean Startup, by contrast, empowers teams to navigate uncertainty and make data-driven decisions at every turn.

Imagine a startup as a car navigating a long and winding road.

The Build-Measure-Learn loop acts as the steering wheel, allowing teams to adjust their course in real time based on feedback. Unlike rigid plans, this method ensures the team can respond effectively to unexpected challenges, detours, and opportunities.

Vision, Strategy, and Product

Every startup needs a guiding light, and Ries calls this the “true north.” The vision represents the ultimate goal of creating a transformative business.

Achieving that vision requires a well-defined strategy—a roadmap that includes the business model, partnerships, and customer insights. The product, meanwhile, is the tangible result of this strategy.

While products and strategies may evolve, the overarching vision remains constant. Entrepreneurs must remain committed to their vision, using each setback as an opportunity to learn and recalibrate.

Whether through optimization or pivoting, the goal is to stay aligned with the destination while remaining flexible in the journey.

This concept resonates deeply with teams looking to stay agile without losing sight of their goals.

Vision ensures the team knows where they’re going, while strategy and products offer the tools to get there. It’s a delicate balance that requires discipline and a willingness to embrace change.

Balancing the Portfolio of Activities

Ries emphasizes that startups are, at their core, portfolios of activities. Teams must simultaneously acquire customers, improve products, and decide when to pivot.

Balancing these competing priorities is no small task, but it’s essential for success.

This insight is particularly relevant to users of Teamly software. By leveraging Teamly’s project management tools, startups can track tasks across multiple domains, ensuring that no aspect of the business is overlooked.

From customer acquisition to product development, Teamly helps teams stay organized and focused on what matters most.

Entrepreneurs face the challenge of keeping the “engine of growth” running while steering the company through constant uncertainty. Balancing existing customer needs with the pursuit of innovation requires thoughtful planning and execution.

Tools like Teamly make this balancing act more manageable by providing visibility into every part of the business.

Entrepreneurship is Management

The final insight from Chapter 1 is a profound one: entrepreneurship is management. For too long, startups have shunned traditional management practices, viewing them as obstacles to creativity and innovation.

But Ries argues that startups need a new kind of management—one that embraces uncertainty and treats failure as a stepping stone to success.

In larger organizations, this philosophy can empower intrapreneurs—internal innovators tasked with driving change.

By adopting Lean Startup principles, companies can create an environment where experimentation thrives, and innovation becomes a repeatable process.

Failure, in this context, is not a dead end but a valuable source of information. By learning from missteps, startups and intrapreneurs alike can refine their strategies and ultimately deliver groundbreaking solutions.

It’s a mindset shift that transforms failure into a critical component of long-term success.

To explore these ideas in greater depth, grab your copy of The Lean Startup on Amazon.

The Transformative Power of Vulnerability

In Part 4, Brown focuses on the vital interplay between courage, trust, and emotional resilience. She invites leaders to “rumble” with difficult emotions, face hard truths, and build spaces where teams feel empowered to innovate and collaborate authentically.

Vulnerability is not weakness—it’s the foundation of trust and connection. Brown dismantles the misconception that strong leaders are impervious to fear or self-doubt.

Instead, she shows that the willingness to engage in honest, uncomfortable conversations is what sets great leaders apart. Whether you’re leading a small team or a multinational organization, the lessons from this section are indispensable.

Vulnerability, when embraced intentionally, creates a ripple effect. It fosters trust, strengthens relationships, and builds a team culture where innovation thrives. In a fast-changing world, leaders who can model this courage are better equipped to inspire their teams and navigate uncertainty with clarity and focus.

Filling the Gaps: The Shitty First Draft

One of the most profound insights in Part 4 is Brown’s exploration of the “Shitty First Draft” (SFD).

She explains how, in the absence of data, our brains instinctively create stories to fill the gaps. These stories often reflect our insecurities and fears, and if left unchecked, they can lead to miscommunication and fractured relationships.

When a colleague’s silence in a meeting feels cold or dismissive, we might assume the worst: “They don’t value my input.” But this narrative, as Brown reminds us, is often a product of our own anxieties.

The SFD is not the truth—it’s an emotional placeholder. Acknowledging it is the first step toward clarity and collaboration.

To move beyond the SFD, Brown encourages leaders to pause and reflect. Three key questions help guide this process:

• What do I need to learn about the situation? This encourages a focus on facts over assumptions.
• What do I need to learn about the other person? Empathy plays a key role in understanding their perspective.
• What do I need to learn about myself? Identifying your emotional triggers can help you respond thoughtfully rather than react impulsively.

These questions aren’t just theoretical—they’re practical tools for cultivating emotional intelligence.

For leaders, mastering the art of unpacking SFDs can transform team dynamics. Instead of escalating conflict, leaders can defuse tension, clarify misunderstandings, and build stronger connections.

Rumbling with Emotions: The Foundation of Courageous Leadership

A “rumble” is more than just a tough conversation; it’s a process of wrestling with emotions and uncertainty to reach clarity and understanding.

Brown’s approach to rumbling is structured yet deeply human. She outlines steps leaders can take to ensure these conversations are productive and meaningful:

1. Set clear intentions: Begin by defining the purpose of the discussion. What do you hope to achieve?
2. Build psychological safety: Create an environment where team members feel secure enough to express themselves honestly.
3. Stay curious: Avoid rushing to conclusions. Instead, ask questions and listen actively.

Rumbling requires leaders to be present and fully engaged, even when emotions run high.

It’s not about fixing problems on the spot but about holding space for growth and understanding. This approach not only builds trust but also fosters a culture of resilience and innovation.

Tools like Teamly can support leaders in this process. By providing a platform for transparent communication and collaboration, Teamly enables teams to navigate difficult conversations with clarity and focus.

Rewriting Internal Narratives

Our internal stories shape how we lead. Brown explores three pervasive narratives that undermine leadership: those about lovability, divinity, and creativity.

These stories often stem from deeply rooted fears and insecurities. For instance, the belief that “I’m not good enough” can prevent leaders from taking bold, innovative steps.

Brown encourages leaders to rewrite these stories with courage and self-compassion. She highlights Melinda Gates’ journey as an example.

Gates initially doubted her expertise but reframed her insecurity as a strength, allowing her to lead with curiosity and confidence.

By tackling these inner narratives, leaders can unleash their full potential and inspire their teams to do the same.

When leaders model this self-awareness, they create a ripple effect throughout their organizations.

Team members feel empowered to challenge their own limiting beliefs, fostering a culture of growth and possibility.

The Story Rumble: Turning Conflict into Opportunity

Conflict is inevitable in any organization, but how we handle it defines our culture.

Brown introduces the “Story Rumble,” a process for addressing misunderstandings and fostering alignment. The rumble involves revisiting initial assumptions (the SFD) and replacing them with shared truths.

Key steps in the rumble process include:

• Identifying the delta between assumptions and new information.
• Discussing the emotions driving the conflict.
• Embedding the lessons learned into team practices.

By embracing the Story Rumble, leaders can transform tension into growth opportunities.

This approach not only resolves immediate issues but also strengthens the team’s ability to navigate future challenges collaboratively.

A Call to Revolutionary Leadership

In the final chapters of Part 4, Brown issues a powerful call to action. She challenges leaders to embrace authenticity and vulnerability as revolutionary acts in a world often dominated by cynicism and fear.

For Brown, leadership is not about perfection but about showing up—wholeheartedly and consistently.

She emphasizes the importance of defining success on your own terms. This involves creating a “joy and meaning” list—a personal guide to what truly matters.

By aligning decisions with this list, leaders can build careers and organizations that reflect their deepest values.

As Brown writes, “The cave you fear to enter holds the treasure you seek.” Revolutionary leadership is about stepping into discomfort, owning your story, and writing a new ending that prioritizes connection and courage.

 

Trust: The Foundation of Every Team

Trust is the foundation of every successful team and organization. In Part 3 of Dare to Lead, titled “Braving Trust,” Brené Brown reveals the anatomy of trust through the BRAVING Inventory, a powerful framework for building trust through intentional actions.

This section of the book provides a clear, actionable guide for leaders who want to cultivate trust with their teams, colleagues, and even themselves.

The Power of Small, Consistent Actions

Trust isn’t something we can demand or expect immediately—it’s built over time through small, consistent actions. Brown uses the metaphor of a “marble jar” to illustrate this idea.

Each time someone follows through on a commitment or shows support, it’s like adding a marble to a jar. These small actions accumulate to build a foundation of trust.

In a professional setting, leaders earn trust not by saying “Trust me,” but by showing up in meaningful ways.

This might look like remembering important details about a team member’s life, offering help when it’s needed, or keeping promises. These gestures, small as they may seem, add up to create a solid trust foundation that can support a team even in challenging times.

The BRAVING Inventory: Seven Elements of Trust

To help leaders cultivate trust, Brown introduces the BRAVING Inventory, an acronym for seven behaviors that create a framework for trust-building:

• Boundaries: Respecting others’ boundaries and setting clear ones yourself. Leaders need to clarify what’s acceptable and what isn’t, asking rather than assuming.
• Reliability: Following through on what you say you’ll do. Leaders build trust by consistently delivering on their promises and commitments.
• Accountability: Taking ownership of mistakes, apologizing, and making amends. This humility fosters credibility and shows that leaders are human too.
• Vault: Keeping confidences and respecting privacy. Avoid gossip and don’t share information that isn’t yours to share.
• Integrity: Choosing courage over comfort and acting according to core values. Doing the right thing, even when it’s hard, is at the heart of integrity.
• Nonjudgment: Creating an environment where people can ask for help without fear of judgment. Leaders who practice nonjudgment encourage openness and learning.
• Generosity: Giving others the benefit of the doubt and assuming the best intentions. This practice fosters respect and strengthens team relationships.

Operationalizing BRAVING in Team Culture

The BRAVING framework isn’t just a list of values—it’s a practical tool that can be woven into the culture of an organization.

By defining observable behaviors for each element, leaders can make these values a visible part of the organization’s daily operations. For instance, setting boundaries may mean clarifying communication expectations or creating guidelines for feedback.

At Teamly, where collaboration and task management are central, applying BRAVING principles can help reinforce trust across the organization.

Leaders and teams that respect boundaries, promote accountability, and foster open dialogue are more likely to cultivate a culture where trust and collaboration thrive.

Building Self-Trust as a Foundation for Leading Others

Brown emphasizes that the ability to build trust with others begins with self-trust. When leaders face setbacks, self-trust can suffer, leading them to doubt their reliability, accountability, and generosity.

Cultivating self-trust is essential for trustworthy leadership.

To build self-trust, Brown encourages leaders to reflect on how they treat themselves using the BRAVING framework. Are they following through on personal commitments?

Are they respecting their own boundaries? By applying BRAVING to themselves, leaders strengthen their foundation of self-trust, making it easier to build trust with others.

Using BRAVING for Self-Reflection

Brown suggests leaders check in with themselves using the BRAVING Inventory. Here’s how each element of BRAVING can be applied to self-reflection:

• Boundaries: Did I respect my own boundaries and communicate them clearly?
• Reliability: Was I consistent in following through on my commitments?
• Accountability: Did I take responsibility for my actions, avoiding blame-shifting?
• Vault: Did I respect confidentiality and avoid sharing information that wasn’t mine to share?
• Integrity: Did I choose courage over comfort, acting according to my values?
• Nonjudgment: Was I nonjudgmental with myself, showing kindness even when I made mistakes?
• Generosity: Was I generous toward myself, offering compassion rather than criticism?

Learning Through Vulnerability: A Story of Personal Growth

Brown concludes Part 3 with an inspiring story from Brent Ladd, a leader who applied the principles of daring leadership to transform his relationship with his team.

Initially, Ladd struggled with perfectionism and control, often working independently rather than relying on others.

As he began to engage his colleagues more openly, he found that this vulnerability fostered deeper trust and connection.

By letting go of control, Ladd was able to build stronger relationships based on mutual respect and collaboration. His story shows how leaders can use BRAVING not only to guide their teams but to grow personally by embracing vulnerability and connection.

Start Building Trust Today

In Dare to Lead, Brené Brown provides a practical, powerful approach to trust-building through the BRAVING Inventory.

This framework is more than just a list of values; it’s a guide for creating meaningful connections, accountability, and authenticity within teams. Leaders who commit to BRAVING can expect to see stronger, more resilient teams that are built on a foundation of trust.

Trust, as Brown highlights, is built through consistent actions, and each small moment is an opportunity to add another “marble in the jar.” For leaders looking to build a workplace rooted in trust and collaboration, Brown’s insights offer an invaluable guide.

Ready to dive into Dare to Lead? Get your copy here and start building trust with your team today.

 

Brené Brown’s Dare to Lead offers a fresh approach to leadership based on courage, trust, and integrity. Brown argues that real leadership isn’t about authority or power but about empowering others to achieve their best.

In her view, effective leaders create an environment that encourages honesty, vulnerability, and growth. By fostering these values, leaders not only inspire their teams but also drive meaningful change within their organizations.

This guide takes readers on a journey through values-driven leadership, emphasizing the need for personal accountability and emotional resilience.

Brown’s book is filled with practical advice that any leader can apply, from CEOs to managers to team leads. Here’s a look at some of the most impactful lessons from Dare to Lead, each of which can help cultivate a more effective, connected, and courageous workplace.

Living BIG: Boundaries, Integrity, and Generosity

“Living BIG” is a foundational concept in Dare to Lead. BIG stands for Boundaries, Integrity, and Generosity, which Brown identifies as essential for creating a culture of trust.

Boundaries protect team members from burnout, integrity keeps actions aligned with values, and generosity encourages team members to interpret each other’s actions positively.

Boundaries are crucial in high-performing teams. When boundaries are clear, team members know where they stand, which reduces misunderstandings. Setting boundaries prevents burnout and ensures that each member feels comfortable voicing concerns or taking necessary breaks.

In Teamly’s remote work culture, for example, boundaries allow team members to manage their time and workload effectively while staying engaged.

Integrity is about aligning words with actions. Leaders who embody integrity model the behavior they expect from others.

Brown explains that when leaders consistently act according to their values, they build trust and credibility. Generosity, the third component, is about giving people the benefit of the doubt. It means assuming that others are doing their best, even when their actions fall short.

The Power and Challenge of Positive Intent

Positive intent is a popular concept, but Brown delves into its complexities. In theory, assuming positive intent means believing that people are doing their best. However, in practice, this can be challenging.

Many people struggle to maintain this mindset, especially when faced with repeated disappointments or unmet expectations.

Brown emphasizes that positive intent requires empathy and boundaries. Leaders who assume positive intent must also set boundaries to avoid being taken advantage of or overextending themselves.

She points out that only about half of employees have the skills to set and maintain boundaries. For leaders, teaching these skills can transform team dynamics, leading to a more respectful and understanding work environment.

This principle is particularly relevant in virtual team settings. When employees interact primarily through digital platforms, misunderstandings can arise more easily.

By assuming positive intent, leaders can create an atmosphere where everyone feels valued and understood, which strengthens team cohesion and trust.

Empathy as a Core Leadership Skill

Empathy is a critical skill in Brené Brown’s leadership framework. She suggests an exercise where leaders think of someone who frustrates them and then imagine that person is genuinely doing their best.

This simple mental shift can lead to powerful insights. Empathy allows leaders to see past immediate frustrations and understand underlying challenges.

In Dare to Lead, Brown argues that empathy doesn’t mean lowering standards or overlooking mistakes. Instead, it’s about approaching issues from a constructive mindset.

Empathetic leaders transform difficult conversations into opportunities for growth. They focus on solutions rather than problems, which fosters a more positive work environment.

Empathy also promotes resilience. When team members feel understood and supported, they are more likely to persevere through challenges. This approach builds stronger connections and motivates people to give their best effort.

“Moving the Rock”: When Persistence Isn’t Productive

In a memorable story from West Point, Brown explains the concept of “moving the rock.” She describes an officer who, frustrated by a struggling team member, repeatedly questioned the accuracy of advice about assuming positive intent.

Finally, Brown told him, “Then move the rock.” This phrase means knowing when to stop pushing and reassess the situation.

Sometimes, persistence becomes counterproductive. Leaders must recognize when a role or task doesn’t align with a team member’s strengths. Rather than forcing a fit, they should consider adjusting roles to create a better match.

This shift can relieve frustration and bring out the best in each team member.

Brown emphasizes that “moving the rock” isn’t about giving up on goals. It’s about placing people where they can succeed. Leaders who understand this can create a healthier, more productive workplace. By focusing on strengths and reassigning roles when necessary, they allow everyone to contribute meaningfully.

Making Values Actionable

One of the most actionable lessons in Dare to Lead is the concept of “operationalizing” values. Brown stresses that it’s not enough to have abstract values like integrity or positive intent; these values need to translate into specific, measurable behaviors.

For example, Brown’s team operationalized “bravery” by connecting it to concrete actions like setting boundaries and addressing conflicts directly.

Each behavior is evaluated regularly, helping team members understand how to live out the organization’s values in their daily actions. This approach provides clarity and accountability, creating a culture where values are more than just words.

Operationalizing values also drives better decision-making. When values guide behavior, leaders can avoid impulsive or unclear actions. By linking values to everyday practices, organizations create a shared standard of behavior that strengthens culture and cohesion.

Building a Feedback Culture with Trust and Respect

A strong feedback culture is essential for any organization that values growth and improvement. Brown highlights the importance of giving and receiving feedback within the framework of trust and respect. Leaders should approach feedback as an opportunity to reinforce core values, not just critique performance.

One way to create a feedback culture is by tying feedback to values. When feedback aligns with core principles, it feels less personal and more constructive. For instance, rather than focusing solely on mistakes, leaders can also acknowledge strengths and growth areas. This balanced approach encourages team members to embrace feedback as a tool for development.

Brown also stresses the importance of receiving feedback gracefully. She offers tactics for staying open, even when feedback is difficult.

By focusing on the intent behind feedback, rather than the discomfort it may cause, leaders can model resilience and openness. This practice builds trust and shows the team that feedback is not a threat but a pathway to improvement.

The Value of Integrity in Leadership

Integrity is the cornerstone of Brown’s leadership philosophy. Leaders with integrity inspire trust because their actions are aligned with their values.

Brown explains that integrity is more than just honesty; it’s about consistency, transparency, and accountability.

When leaders embody integrity, they create an environment where people feel safe to express themselves and take risks. This culture of integrity allows teams to tackle challenges openly and work together toward shared goals. Brown’s emphasis on integrity encourages leaders to reflect on their values continually and hold themselves accountable to them.

Applying Brown’s Principles in Your Organization

The lessons from Dare to Lead can transform organizational culture by embedding values into everyday actions. Leaders who embrace these principles foster a workplace where people feel respected, valued, and motivated.

By operationalizing values, encouraging empathy, and building a feedback-rich environment, organizations can achieve higher engagement and performance.

Brené Brown’s approach to leadership is especially relevant in today’s workplaces, where flexibility, empathy, and resilience are more important than ever.

As organizations evolve to accommodate hybrid and remote work models, these principles provide a framework for building trust and connection. For companies like Teamly, which rely on collaboration across distances, Dare to Lead offers invaluable insights into creating an inclusive and productive culture.

To learn more about implementing these practices, get your copy of Dare to Lead by Brené Brown here.

Brené Brown’s Dare to Lead reshapes how we think about leadership, especially through the lens of vulnerability and trust.

Part 1, Section 5 of this insightful book dives into the critical components of grounded confidence and courageous leadership. For leaders aiming to create collaborative and resilient teams, this section offers actionable strategies for fostering trust and openness.

In Brown’s view, vulnerability isn’t just valuable; it’s necessary for creating a strong, adaptive culture.

Effortful Learning: The Foundation of Strong Leadership

Brown emphasizes that real learning, the kind that builds resilience, is rarely easy.

Many organizations prioritize easy, low-stakes training programs to fit into employees’ schedules, but this type of learning lacks the depth needed to foster real growth.

Instead, Brown argues for the importance of “desirable difficulty”—an element of challenge that builds resilience over time. It’s comparable to the discomfort of strengthening a muscle.

Learning rumble skills, or the ability to engage in honest, vulnerable conversations, is one way leaders can build grounded confidence.

Rumble skills aren’t inherently comfortable, and they may never become second nature.

Yet, practicing vulnerability, even when it’s uncomfortable, helps leaders develop the strength to navigate uncertain situations with calm and resilience. It’s a form of learning that lasts and ultimately empowers teams to grow and thrive.

The Role of Curiosity in Leadership

In this section, curiosity emerges as the “DNA” of grounded confidence.

Research indicates that curiosity is linked to creativity, intelligence, and problem-solving, all of which are essential for effective leadership. Curiosity requires leaders to ask questions, embrace unknowns, and approach challenges without predetermined answers.

Brown formalizes grounded confidence as an equation: Rumble Skills + Curiosity + Practice.

By cultivating a curious mindset, leaders can build teams that are adaptable and resilient. Curiosity also involves a willingness to sit with ambiguity—a quality that’s invaluable in today’s fast-paced, ever-evolving workplaces.

Curiosity is not only beneficial; it’s essential. It fosters a mindset that makes space for new ideas, possibilities, and even mistakes.

Leaders who practice curiosity can engage their teams in a way that promotes deeper understanding and creativity.

Problem-Solving with Patience and Vulnerability

In *Dare to Lead*, Brown stresses the importance of slowing down in problem-solving.

Citing Albert Einstein’s approach, she explains that leaders should spend time truly understanding a problem before rushing to a solution. The ego often pushes for quick answers, but a thoughtful approach requires patience and exploration.

Brown introduces practical tools known as “rumble starters”—open-ended questions that encourage team members to share their ideas honestly.

These include questions like, “The story I make up is…” or “Help me understand…” These starters help create a culture where team members feel safe to voice concerns and ideas.

These tools for deeper communication, supported by platforms like Teamly software, help foster transparency and build trust in collaborative settings. For any team focused on achieving high standards of problem-solving, these practices set the foundation for success.

Creating a No-Judgment Learning Culture

Brown shares a transformative example from her work with a company where fear was holding back employees from speaking up.

Many knew what needed to change, but they felt unsafe sharing these insights openly. To counter this, Brown and her team fostered a no-judgment learning environment focused on trust, openness, and continuous improvement.

They began by holding weekly learning sessions with the top leaders, where outcomes weren’t labeled as “good” or “bad.”

Instead, the team examined results simply as outcomes to learn from. With this approach, employees were encouraged to voice ideas and concerns openly, without fear of criticism.

The team also physically reorganized, moving into a shared space with glass walls. This setup symbolized transparency and accessibility, helping foster an environment where feedback and open dialogue were the norm.

As a result, the organization was able to “outlearn” its competitors by embracing a culture of adaptability and growth.

Dr. Sanée Bell: A Case Study in Vulnerable Leadership

One of the most impactful examples in this section is Dr. Sanée Bell, a principal who used vulnerability and authenticity to transform her school community.

Leading a diverse school environment, Bell embraced vulnerability by sharing her own story of overcoming hardship, helping her staff connect with her on a personal level.

Bell’s approach was rooted in transparency. By sharing her “why” for leading and being open about her journey, she fostered a school culture based on trust and mutual respect.

This openness helped her staff see her genuine commitment to the school’s mission, making her leadership more relatable and impactful.

Self-Awareness as a Leadership Tool

Bell’s leadership style also included a strong focus on self-awareness. Through daily reflection and feedback from others, she ensured her actions were aligned with her values.

This regular introspection allowed her to lead in a way that was not only effective but also deeply empathetic.

By practicing self-awareness, Bell encouraged others in her community to take ownership of their growth and development. Her leadership became an example of how staying connected to one’s values enhances both personal and organizational resilience.

Commitment to Tough Conversations

Dr. Bell didn’t shy away from difficult conversations, particularly around equity in education.

She established structured protocols for these discussions, creating safe spaces where her staff and students could openly address academic disparities and other challenges.

This commitment to addressing tough issues head-on empowered her team to work toward meaningful change. By leading with courage, Bell exemplified the impact of daring leadership, where tough conversations are embraced as essential components of growth and equity.

Additional Resources and Rumble Tools

For leaders ready to deepen their skills in rumbling with vulnerability, Brown provides a range of tools and resources.

The Dare to Lead hub on her website offers downloadable workbooks, role-play videos, and guides that help leaders prepare for and navigate challenging conversations.

Brown shares a story about the importance of taking notes into difficult discussions—a habit that helps her organize her thoughts and approach conversations thoughtfully.

This practice of preparation and respect for others in conversation is central to her philosophy.

Ready to learn more? Get your copy of Dare to Lead by Brené Brown on Amazon and discover how to foster a culture of trust and courageous leadership in your team.

 

In the world of leadership and team-building, few books delve into the depths of emotional courage and connection like *Dare to Lead* by Brené Brown.

Part 1, Section 4 of the book takes readers through essential skills for building empathy and resilience, especially in the face of shame.

For teams who value authentic connections, this section is a must-read and aligns seamlessly with Teamly’s mission of fostering open, trust-filled workplaces.

Why Empathy Is the Foundation of Connection

Empathy isn’t just a skill; it’s a choice. Brown describes empathy as the “rocket fuel” for building trust and fostering a supportive culture. When teams are able to connect through empathy, they unlock new levels of collaboration and understanding.

This section of *Dare to Lead* emphasizes that empathy is not about “fixing” others’ feelings but about understanding and respecting them, which builds trust and resilience within a team. Empathy allows individuals to stand alongside others, supporting them without judgment.

Empathy Skill #1: Perspective-Taking

Brown emphasizes the need to “see the world as others see it.”

Each person’s perspective is shaped by unique experiences, and understanding this is fundamental to building empathy. Rather than imposing our own viewpoints, we become the “learner” and not the “knower.”

This requires setting aside the mindset of “my truth is the truth” and making space for others’ lived experiences.

This skill is not just theoretical; it has real implications in diverse workplaces. When team members value each other’s perspectives, it leads to innovation, inclusivity, and better decision-making.

Respecting diverse viewpoints isn’t simply about getting more voices in the room; it’s about truly honoring each unique perspective as a source of value.

Empathy Skill #2: Staying Nonjudgmental

One of the biggest barriers to empathy is judgment. Brown explains that judgment often arises from areas where we ourselves feel shame or inadequacy. When we judge others, we inadvertently create a cycle of shame, offloading our own discomfort onto those around us.

Staying nonjudgmental requires self-awareness and a commitment to see past our own vulnerabilities, creating a safer space for others to express themselves.

Empathy Skills #3 and #4: Understanding and Communicating Emotions

Brown combines two empathy skills here, as understanding another’s feelings is deeply tied to the ability to communicate that understanding. This isn’t always easy.

For many, emotional literacy—the ability to name and process feelings—is underdeveloped. Brown likens it to having duct tape over one’s mouth: we feel the pain but struggle to articulate it.

Developing emotional literacy within a team is invaluable. It means being able to talk about emotions openly and effectively, reducing misunderstandings and allowing team members to support each other.

Emotional literacy is crucial in workplaces that prioritize psychological safety and resilience, like those encouraged by Teamly’s collaborative tools.

Empathy Skill #5: Mindfulness

Mindfulness, as described by Brown and inspired by researcher Kristin Neff, is about maintaining a balanced approach to emotions, where they are neither suppressed nor exaggerated.

Mindfulness allows people to acknowledge pain without getting consumed by it, creating space for empathy and connection. In a team setting, mindfulness prevents emotional burnout and promotes resilience.

In this context, “paying attention” becomes the mantra. When colleagues bring concerns to the table, practicing mindfulness means giving them full attention without rushing to a solution. It’s a skill that enhances empathy, allowing individuals to stay grounded while still being supportive and engaged.

Understanding Empathy Misses

Brown outlines six common ways we “miss” empathy, termed as “empathy misses.” These are responses that, while often well-intentioned, fail to connect authentically and can inadvertently shut down communication.

Empathy Miss #1: Sympathy Instead of Empathy

Sympathy and empathy are not interchangeable. While sympathy involves feeling for someone, empathy means feeling with them. Sympathy, though often well-meaning, can feel dismissive because it distances us from the other person’s experience.

Instead of peering over the edge and saying, “That looks bad,” empathy involves climbing down with the person, not to fix their problem but to be present with them.

Empathy Miss #2: The Gasp and Awe

This “miss” occurs when someone responds to another’s vulnerability with shock or horror. This reaction, while sometimes unintentional, shifts the focus to the responder’s feelings rather than the person who’s struggling, creating disconnection.

Empathy Miss #3: The Mighty Fall

This miss happens when the listener sees the person sharing as a pillar of perfection, and they feel let down upon learning about their struggle. Instead of offering support, the listener may respond with disappointment, which can feel invalidating for the person sharing.

Empathy Miss #4: The Block and Tackle

When someone responds to a vulnerable moment by trying to “fix” the situation or find someone to blame, they miss the chance to connect empathetically. This reaction reflects discomfort with vulnerability, shifting focus away from connection and towards action, even if action isn’t what the person needs.

Empathy Miss #5: The Boots and Shovel

This response downplays the problem to make it more comfortable for the listener. By insisting that “it’s not that bad,” the listener fails to recognize the importance of the other person’s feelings. This dismissal can feel minimizing and invalidating, hindering trust.

Empathy Miss #6: If You Think That’s Bad…

The “one-up” response diverts attention from the speaker’s struggle by comparing it to something worse, effectively minimizing their feelings. True empathy requires setting aside comparisons and holding space for another’s unique experience.

Building Shame Resilience

Empathy plays a crucial role in developing shame resilience, as Brown explains. Shame resilience involves four key practices:

1. Recognizing Shame and Its Triggers

Brown encourages readers to recognize the physical and emotional cues of shame. By identifying these triggers, individuals can better manage their responses and avoid self-isolation.

2. Practicing Critical Awareness

Shame often narrows focus to personal flaws, creating a distorted sense of reality. Practicing critical awareness helps people zoom out and recognize that they’re not alone. Realizing that others face similar struggles reduces shame’s intensity.

3. Reaching Out

Connecting with others is a powerful tool against shame. By sharing experiences, individuals break down the isolation that shame perpetuates, fostering understanding and support.

4. Speaking Shame

Shame thrives in secrecy. Bringing it into the open diminishes its power, and Brown highlights the importance of calling out shame without judgment. By speaking about shame, individuals can release its hold and make way for healing connections.

For leaders and teams alike, practicing empathy and building resilience to shame are essential for a thriving, connected workplace. Brené Brown’s insights in *Dare to Lead* offer a powerful guide to cultivating these skills, promoting a culture of openness and mutual respect.

Empathy is the foundation upon which courageous conversations are built. By embracing these practices, teams can foster genuine connection and trust, creating a work environment where everyone feels seen and valued.

To explore more about Brené Brown’s invaluable insights and how they can transform leadership, get your copy of *Dare to Lead* here.

 

“Dare to Lead” by Brené Brown provides powerful insights into what it means to lead with vulnerability, integrity, and courage.

In Part 1, Section 3, Brown explores the importance of letting go of “armor” — the defenses that leaders put up to protect themselves emotionally.

Brown teaches us that, to lead effectively, we must be willing to embrace vulnerability and have open, honest conversations with our teams. These practices foster trust, build stronger relationships, and drive meaningful growth in teams.

Embracing Vulnerability: Putting Down the Armor

One of the central ideas in Brown’s work is the concept of “putting down the armor.”

She references Theodore Roosevelt’s famous “man in the arena” speech, where Roosevelt honors those who step into the fray with courage, despite the risk of failure.

For Brown, this concept of the arena represents leadership. Leaders often shield themselves with armor—ego, pride, or the need to appear perfect—thinking it will protect them. But in reality, this armor blocks real connection and stifles innovation.

Brown emphasizes that daring leaders allow themselves to be vulnerable, which means letting go of ego and opening up to others.

Vulnerability doesn’t mean being weak; it means being open and honest, even when it’s uncomfortable. Leaders who embrace this can encourage trust and openness within their teams.

They create a space where employees feel safe to express themselves, share ideas, and even admit mistakes. This is the foundation for a truly collaborative, high-performing team.

The Universal Fear of Vulnerability

In her research, Brown discovered that the fear of vulnerability is a universal experience across cultures and industries.

Leaders everywhere—whether in corporate offices, nonprofits, or educational institutions—share this fear. The worry of being judged, misunderstood, or perceived as weak often leads leaders to build walls around themselves.

Brown argues that this fear is a major barrier to effective leadership because it prevents open communication and holds teams back from reaching their full potential.

At a workshop with participants from over forty countries, Brown found that people from vastly different backgrounds all shared similar feelings of vulnerability.

This common thread suggests that while the cultural specifics may vary, the fear of showing vulnerability is something nearly everyone experiences.

For daring leaders, understanding and accepting this fear is essential. They must model the openness they wish to see in their teams, which in turn builds a more engaged, innovative, and trusting workplace.

Breaking Down Cultural Barriers to Build Trust

Brown also highlights the importance of recognizing cultural differences that affect team dynamics.

In a globalized workplace, it’s common for teams to include members from various backgrounds, each bringing their own set of norms and expectations. For daring leaders, it’s important to be aware of these differences and address them head-on. By openly discussing these dynamics, leaders can create an environment where every team member feels respected and valued.

In one example, Brown describes a leader who noticed that her team members from Hong Kong rarely participated in meetings. Instead of assuming they were uninterested, she reached out and discovered that they were not given the meeting agenda in advance, which made it difficult for them to contribute.

This honest conversation allowed the team to make adjustments, fostering a more inclusive culture. In tools like Teamly, leaders can maintain transparency across teams, encouraging contributions and building trust even across geographical divides.

The Courage to Lead Openly: “People, People, People”

Brown’s message is clear: leadership is about people. At its core, effective leadership involves connection and empathy.

Brown reminds us that the true courage in leadership is not about putting up walls or appearing invincible; it’s about being human and connecting with others.

By focusing on building authentic relationships, leaders can create a culture where people feel valued and are willing to contribute their best.

In high-stress environments, the fear of vulnerability can cause leaders to shy away from difficult conversations. But daring leaders recognize that these tough talks are where real growth happens.

They understand that when they model vulnerability, they’re giving permission for others to do the same.

This doesn’t just help with team bonding; it can lead to innovative ideas and solutions that wouldn’t have come to light otherwise. Leading with openness and honesty encourages a collaborative atmosphere where everyone is invested in the team’s success.

The Value of Honest Conversations and Feedback

Brown emphasizes the importance of fostering open conversations in the workplace. In a daring leadership culture, honesty is not just valued—it’s essential.

Leaders who are open to feedback and willing to engage in difficult discussions create an environment where employees feel heard and respected.

Brown shares stories of leaders who, by encouraging honest conversations, have broken down barriers and strengthened their teams.

In one of Brown’s examples, a team leader struggled with a lack of engagement from a specific group. Instead of ignoring the issue, the leader reached out and asked for feedback.

This led to a valuable conversation about how team meetings could be structured to better support participation.

Such feedback loops are powerful; they reveal unseen barriers and allow leaders to make adjustments that benefit everyone.

Daring leaders don’t shy away from these conversations. Instead, they use them as opportunities to learn, improve, and strengthen their teams.

Building Inclusivity and Belonging

Daring leaders work to ensure that everyone on their team feels a sense of belonging.

For leaders, this means recognizing and celebrating the diverse backgrounds, skills, and perspectives that each team member brings.

Brown notes that a culture of inclusivity isn’t just about avoiding cliques or favoritism; it’s about genuinely valuing each person’s contribution and ensuring that everyone has a voice.

Creating an inclusive environment requires courage. Leaders need to challenge their own assumptions, recognize their biases, and create a culture where team members feel they can speak up.

When leaders make inclusivity a priority, it has a ripple effect that strengthens the team’s overall cohesion and morale.

This is especially important in diverse teams, where varying cultural backgrounds can enrich the work environment if they are acknowledged and respected.

The Transformative Power of Vulnerability

At the heart of daring leadership is the belief that vulnerability is not a weakness, but a source of strength.

Brown’s research highlights how vulnerability allows leaders to connect with their teams on a deeper level, fostering trust, creativity, and collaboration.

Leaders who embrace vulnerability create a culture where people feel safe to take risks, ask questions, and learn from their mistakes.

In a world where many leaders feel pressured to appear infallible, Brown’s message is refreshingly human.

She reminds us that the leaders who make the most impact are those who are willing to step into the arena without the protection of “armor.” Instead, they rely on their integrity, courage, and commitment to growth.

By putting down their defenses, daring leaders create a culture that values honesty, empathy, and resilience.

If you’re inspired to lead with courage and compassion, get your copy of Dare to Lead on Amazon and start the journey toward becoming a more daring leader.

 

For anyone looking to become a better leader, *Dare to Lead* by Brene Brown is more than just a book—it’s a powerful guide to fostering courage, clarity, and connection within teams.

In Part 1, Section 2, Brown dives deep into the role of honesty, emotional intelligence, and shared understanding in building effective teams. This summary covers the insights from this section, breaking down how leaders can use these lessons to create cultures of empathy and resilience.

Clear is Kind: Why Direct Communication Matters

Brown introduces the principle that “clear is kind, unclear is unkind,” a phrase that underscores the importance of straightforward communication.

When leaders communicate openly and set clear expectations, they create a space where people can focus on their work without second-guessing what’s expected of them.

Conversely, vague instructions or unspoken expectations can leave teams feeling uncertain, causing unnecessary stress and conflict.

Directness doesn’t mean being harsh or blunt. Rather, it’s about providing clarity with empathy.

For instance, if a project needs improvement, a leader might say, “I believe this could be even better, and here’s how.”

This approach offers actionable feedback without ambiguity, giving the team member a clear path forward. Teamly, for instance, leverages clear project tracking features that support this kind of transparent communication, helping remote teams stay aligned and collaborative without confusion.

Practical Meeting Structures: Making Accountability the Standard

Effective communication extends to meetings, and Brown provides a framework to help leaders create accountability. She recommends a structured template for meeting notes to ensure that everyone leaves with a shared understanding of what was discussed. This template includes key components like:

• Date: When the meeting took place.
• Meeting Intention: The purpose or goal of the meeting.
• Attendees: Who was present and involved in the discussion.
• Key Decisions: The main outcomes or decisions made during the meeting.
• Tasks and Ownership: Action items, along with who is responsible for each task.

Ending each meeting by reviewing these points helps reinforce accountability, with one person responsible for recording and sharing the final notes.

In fast-paced environments, this practice prevents misunderstandings and ensures that all team members are on the same page, regardless of their location or role.

For remote teams, structured meeting notes can be especially important. It’s a practice that goes beyond formality—it anchors understanding and keeps projects moving forward efficiently.

Teams at startups and larger organizations alike benefit from this level of clarity, reducing miscommunication and keeping everyone aligned on goals and next steps.

Breaking Down Harmful “Us vs. Them” Thinking

Brown identifies a harmful trend in many organizations: the tendency to create an “us vs. them” mentality between departments, such as marketing vs. finance or operations vs. creative.

This binary way of thinking can reduce individuals to stereotypes and limit the full potential of each team. By reinforcing unnecessary competition, these mental divides can stifle collaboration and lead to a lack of mutual respect among teams.

In *Dare to Lead*, Brown advocates for a balanced approach, where leaders encourage teams to see each other’s contributions as complementary rather than conflicting.

She introduces the **Stockdale Paradox**, inspired by Admiral Jim Stockdale, a former prisoner of war. This concept combines unwavering hope with the willingness to face hard truths. Leaders who adopt this approach learn to dream big while remaining realistic, recognizing that optimism must be balanced with a practical view of the present.

By breaking down these barriers, leaders foster a collaborative culture where all perspectives are valued, allowing everyone to bring their best ideas forward.

This mindset helps teams shift from “protecting their turf” to supporting each other in achieving shared goals, creating a culture of unity and resilience.

Restoring Human Connection Through Language

Language shapes how people feel and interact, and Brown emphasizes the importance of using language that speaks to human emotions.

She shares her discovery of a 1948 Air Force leadership manual, which included terms like *compassion*, *belonging*, and *mercy*.

This language recognized the importance of addressing the emotional needs of service members. In contrast, today’s manuals use terms such as *strategic leadership* and *operational leadership*, which often distance leaders from the human experiences of their teams.

Brown argues that by removing words like *kindness* and *empathy*, organizations inadvertently create a culture where people may feel discouraged from expressing their real feelings.

By bringing these words back into leadership vocabulary, leaders can create a more inclusive and compassionate environment. In practice, this means leaders should feel empowered to ask how their team members are feeling and to foster a sense of belonging that acknowledges their humanity.

This shift in language doesn’t weaken the authority of leaders; rather, it strengthens the bond between leaders and their teams, creating a culture where people feel supported and valued.

Leaders who are open to discussing emotions build trust and rapport, laying the groundwork for a resilient and loyal team.

Guidelines for Handling Tough Conversations and Setting Boundaries

Handling tough conversations is an essential part of leadership, and Brown provides clear guidelines to ensure these “rumbles” are productive rather than divisive.

While emotions like anger and frustration are natural, she emphasizes the importance of setting boundaries around behavior. Here are some practical examples:

• Anger is okay, but yelling is not. Leaders should validate feelings but draw lines around acceptable behavior.
• Frustration is okay, but interrupting is not. Each person should have the space to speak without being cut off.
• Passion is okay, but passive-aggressive comments are not. Direct expression fosters healthier communication.

Brown also suggests calling a “time-out” if conversations become too heated or unproductive.

This allows everyone to step back, gather their thoughts, and return to the discussion with a clearer mindset. Time-outs give people the space to process their emotions, ensuring that conversations don’t spiral out of control and that each person’s voice is respected.

Ultimately, Brown’s approach to leadership emphasizes serving others rather than controlling them.

Leaders are not responsible for managing everyone’s emotions but should focus on creating a supportive environment where team members feel seen and heard. By balancing empathy with accountability, leaders can cultivate a culture that encourages courage, respect, and growth.

Brene Brown’s *Dare to Lead* offers a compelling, actionable framework for anyone committed to becoming a more courageous and compassionate leader. Get your copy on Amazon.

Dare to Lead by Brené Brown is a practical guide to vulnerability, trust, and courage in leadership.

In Part 1, Section 1, Brown dives into the myths around vulnerability and shows how leaders can create a culture of trust. This section speaks to anyone wanting to lead with courage, authenticity, and purpose.

The Physics of Vulnerability: Moving Beyond the Myths

Brown challenges six common myths about vulnerability. One of the biggest? The idea that vulnerability is a weakness.

Leaders often hesitate to embrace vulnerability, but Brown argues it’s essential for courage. Real courage means showing up, risking failure, and staying “all in” even with uncertainty. According to Brown, every act of courage requires vulnerability, making it a core part of effective leadership.

Myth #1: Vulnerability Is Weakness

Society often views vulnerability as a flaw, especially in the workplace. Yet Brown’s research reveals that vulnerability is actually the birthplace of courage.

She shares real-life examples, like conversations with soldiers and athletes, to show that vulnerability requires real strength. Leaders who embrace it make it safer for their teams to take risks and innovate.

Myth #2: “I Don’t Do Vulnerability”

Many leaders believe they can simply avoid vulnerability. But Brown calls this the “I don’t do vulnerability” mindset, and she explains why it doesn’t work. Avoiding vulnerability means letting fear drive decisions.

Embracing it, on the other hand, builds trust and creates deeper connections within teams. Leaders who take this step encourage an environment where people feel safe bringing their true selves to work.

Myth #3: “I Can Go It Alone”

The third myth is that independence is enough. But humans are wired for connection, says Brown.

Strong leaders embrace interdependence, which is a strength, not a weakness.

Leaders who understand their need for others build more collaborative teams. Authentic connection is key to resilience and long-term success, making vulnerability an essential tool for any team leader.

Trust and the Marble Jar: Building Connection Through Small Acts

One of the most memorable metaphors in this section is the “marble jar.” Brown explains that trust is built over time through small, consistent acts of kindness and empathy.

Each “marble” represents a small action that builds trust over time. Leaders who “fill the marble jar” build strong, lasting relationships based on trust and respect.

Myth #5: Trust Comes Before Vulnerability

Another common belief is that trust must come first. But Brown argues that trust and vulnerability grow together—they are interdependent.

Leaders can’t wait for trust to magically appear; it’s built by being open. Vulnerability invites trust. This approach to trust-building supports open communication, where team members feel safe sharing concerns and ideas.

This approach is especially relevant in today’s workplaces, where feedback and collaboration are critical.

Platforms like Teamly support this dynamic, helping teams track progress, exchange feedback, and keep communication open. It’s a practical tool for building the foundation of trust.

Boundaries and Real Vulnerability

Brown warns against “fake vulnerability” and oversharing as a way to seek sympathy or manipulate.

True vulnerability, she says, requires boundaries and intention. Leaders need to be clear about why they’re sharing and ensure it serves the team. Brown introduces terms like “stealth intentions” and “stealth expectations”—hidden motives that can create confusion and harm trust.

Setting boundaries is essential for leaders who want to foster a safe environment. Vulnerability without boundaries can come across as oversharing or shock value.

Brown explains that “vulnerability without boundaries is confession, manipulation, or shock.” Real vulnerability requires clear intentions. Leaders who understand this build a confident and safe team culture.

Psychological Safety: The Key to High-Performing Teams

Google’s Project Aristotle identified “psychological safety” as the most crucial factor in high-performing teams.

Psychological safety means team members feel free to speak up, make mistakes, and take risks without fear of judgment.

Brown explains that fostering psychological safety means addressing team members’ concerns and validating their feelings.

Psychological safety goes beyond giving people the space to speak; it’s about valuing all ideas, feedback, and mistakes.

This is transformative for workplaces. It fosters resilience, creativity, and innovation. Brown encourages leaders to ask questions like, “What does support look like from me?” to create a respectful and open atmosphere.

Myth #6: Vulnerability Is Disclosure

The final myth Brown addresses is that vulnerability means sharing personal details without limits.

Real vulnerability isn’t oversharing; it’s using openness to create connection and understanding. Leaders should think carefully about what they share and be mindful of their role in the conversation.

Vulnerability should serve the team and its goals, not personal agendas.

The Power of Vulnerability in Leadership

Brown’s insights show that vulnerability isn’t just about difficult emotions. It’s also where love, belonging, and creativity begin.

Leaders who reject vulnerability miss out on its transformative power. Embracing vulnerability allows teams to adapt, grow, and tackle challenges with resilience.

As Brown explains, vulnerability is the foundation of creativity and innovation, which require facing uncertainty and risking failure. In a world that often equates vulnerability with weakness, Dare to Lead redefines it as a strength. Vulnerability is a core skill for any leader who wants to build a resilient, adaptable team.

Brown’s message is that vulnerability isn’t just a leadership tool; it’s a skill for life. When leaders create a space where teams can be their authentic selves, they pave the way for deeper connections, shared purpose, and a more fulfilling work experience.

Get your copy of Dare to Lead on Amazon

James Clear’s Atomic Habits offers a transformative look at how small habits lead to big changes.

Chapter 20 delves into a critical realization: habits, while powerful, can sometimes cause unintentional pitfalls if not periodically reviewed and adjusted. This chapter demonstrates the importance of combining habitual actions with deliberate reflection to achieve true mastery.

The Downside of Creating Good Habits

Clear begins by addressing the risk of mindless repetition. While habits free up mental space for more complex thinking, this advantage can become a disadvantage when individuals stop being receptive to feedback.

Habits that are on “autopilot” often lead to complacency, causing people to assume they are improving simply because their actions are consistent.

This phenomenon is known as the slight decline in performance, where mastery of a habit leads to stagnation rather than continued improvement.

Clear underscores that without periodic review, even well-formed habits can cause people to miss crucial errors or settle for mediocrity.

Combining Automaticity with Deliberate Practice

The key to mastery is not just creating habits but layering them with deliberate efforts.

Automatic habits provide efficiency, but deliberate practice pushes individuals beyond their comfort zones.

Clear illustrates this with a graph that contrasts automaticity with true mastery, showing how focusing on specific elements repeatedly leads to new levels of success.

Clear defines deliberate practice as the focused effort to improve on specific elements of a skill, avoiding the pitfalls of mindless repetition.

This combination of automaticity and deliberate practice ensures continuous improvement and excellence over time. It’s not enough to rely solely on good habits; refinement requires intentional action.

The Career Best Effort (CBE) Program

Pat Riley’s Career Best Effort (CBE) program serves as a prime example of systematic reflection.

Riley established a baseline for each player on the Lakers and challenged them to improve their output by 1% over the season. This seemingly small improvement compounded over time to drive outstanding team performance.

CBE wasn’t just about points or statistics—it rewarded intangible efforts and overall spiritual and mental contributions to the team.

For example, Riley’s system accounted for actions like diving for loose balls, assisting teammates, or preventing an opponent from scoring. The emphasis was on giving one’s best effort in every aspect of the game.

This structured reflection enabled the Lakers to maintain peak performance, using a system that pushed players to consistently surpass their previous bests.

Riley’s method underscores the power of a review system in both sports and other fields, demonstrating how reflection can drive sustained excellence.

Reflection and Flexibility in Identity

Clear advises against tying one’s identity too rigidly to a single belief or role. Drawing on Paul Graham’s advice to “keep your identity small,” he warns that clinging to one aspect of identity can lead to a crisis when circumstances change.

By adopting a more flexible view—such as seeing oneself as someone who loves a challenge rather than just an athlete—it becomes easier to adapt when roles or situations shift.

Clear provides personal examples, such as his own experience of struggling to redefine himself after his baseball career ended.

By shifting from a rigid identity tied to athleticism to a broader self-concept, he was able to find purpose beyond his past roles. This approach helps avoid crises and allows individuals to pivot smoothly in the face of life’s inevitable changes.

The takeaway is clear: a flexible identity allows individuals to flow around challenges rather than break against them.

This lesson aligns with Clear’s emphasis on reflection, reinforcing that ongoing adaptation is crucial for growth and success.

Integrating Reflection for Sustainable Growth

Chapter 20 concludes with a powerful message: habits can lock people into rigid patterns if they are not carefully examined. Clear’s advice is straightforward—reflection and review are the antidotes to complacency.

He compares neglecting this process to never looking in a mirror; without it, one remains unaware of small, fixable flaws that could hinder progress.

The core principle behind this approach is to create systems that allow for regular assessment and correction.

This concept extends beyond personal growth into professional contexts as well. Just as Teamly consistently evaluates its software to ensure it meets users’ evolving needs, individuals should evaluate their habits and beliefs to stay aligned with their goals.

Clear recommends using structured reviews, like the Annual Review and Integrity Report, to ensure that personal growth stays on track.

These reviews ask critical questions about what went well, what didn’t, and what values are driving current actions. By maintaining this level of reflection, growth becomes a continuous and adaptable process.

Get Your Copy of Atomic Habits

Order your copy of Atomic Habits on Amazon to unlock the strategies for building good habits, breaking bad ones, and achieving exceptional results.