Reference material Bolman, Lee G. and Terrence E. Deal. (2014). How great leade

Reference material
Bolman, Lee G. and Terrence E. Deal. (2014). How great leaders think: the art of reframing. Jossey-Bass.
Chapter 5
Brown, Brene. (2018). Dare to lead: Brave work. Tough conversations. Whole hearts. Random House.
Section One: The Moment and the Myths
Brown, Brene. (2021). Daring Leadership Assessment. (Links to an external site.) Brene Brown, LLC.
Gunsalus (Links to an external site.), C.K., Elizabeth A. Luckman, Nicholas C. Burbules and Robert A. Easter. (2019, August 7). The Self-Aware Leader (Links to an external site.). Inside Higher Ed.
Optional Enrichment:
Plotinsky, Miriam. (2021). Leading by Example Six Traits of Effective School Leaders. (Links to an external site.) Education World
NERIS Analytics Limited. (2011-2021). 16 Personalities Test (Links to an external site.).
YOUR SCORES FOR EACH SET OF SKILLS ARE SHOWN BELOW.
The Daring Leadership Assessment reviews strengths and opportunities for growth in the four courage-building skill sets. Possible scores for each skill set range from 0-10. The assessment report serves as a guide to areas where:
You have strengths (scores ≥ 8).
You have both strengths and opportunities for growth (scores ≥ 5 and <8). You have solid opportunities for growth (scores < 5). For each of the four skill areas, we’ll share some quick learnings, and direct you to relevant sections in Dare to Lead for additional tools, skill development ideas, and practice suggestions. Rumbling with Vulnerability: 8.8 / 10 Rumbling with vulnerability is one of your strengths. You have built a solid foundation for your courage-building skills. Stay brave, stay curious, and keep learning! Vulnerability is the emotion that we experience during times of uncertainty, risk, and emotional exposure. It’s having the courage to show up, fully engage, and be seen when you can’t control the outcome. The willingness and ability to rumble with vulnerability is the foundational skill of courage-building. Without this core skill, the other three skill sets are impossible to put into practice. Consider this carefully: Our ability to be daring leaders will never be greater than our capacity for vulnerability. Most of us didn’t grow up believing vulnerability was courageous, so our first challenge is overcoming the myths we’ve learned over the years. Myths like thinking we can opt out of vulnerability, or that we can engineer the uncertainty and discomfort out of vulnerability, or simply that vulnerability is weakness. Exercise #2 from our free downloadable workbook will walk you through this. The second step is developing the skills and grounded confidence to stay in vulnerability when it feels overwhelming. Many of us either avoid vulnerable situations, armor up for them, or completely tap out when it gets too uncomfortable or awkward. Building grounded confidence means developing all of the skills and practices explored in Part One, Sections One through Five in Dare to Lead. It’s half the book because it’s that important. It’s also half of the exercise in the downloadable workbook. Living Into Your Values: 8.2 / 10 Living into your values is one of your strengths. You’re practicing your values, not just professing them. That’s the core of integrity. Stay strong and keep practicing–this is constant work. A value is a way of being or believing that we hold most important. Living into your values requires a clear understanding of your core values, having a strong sense of the behaviors that are in alignment with those values, recognizing when your behavior is out of alignment, and course-correcting as needed. When we’re vulnerable, we will face self-doubt, hurtful comments, and fear. Our clarity of values is the essential support during these difficult times. If we don’t have our values to remind us why we’re being courageous, the cynics and the critics can bring us to our knees. Living into our values means that we do more than profess our values, we practice them. We walk our talk—we are clear about what we believe and hold important, and we take care that our intentions, words, thoughts, and behaviors align with those beliefs. More information about the importance of living into our values and aligning with organizational values as well as teaching on how to build this skill set can be found in Dare to Lead, Part Two. Braving Trust: 6.6 / 10 Braving trust is an area where you have both strengths and opportunities for growth. It’s important that you dig into the seven elements of trust (BRAVING) and identify the gaps and behaviors that are getting in your way. Trust is built in small gestures and over time. It is an iterative process between two people or within a team that is based on behaviors in seven specific areas. These areas are captured by the acronym BRAVING (Boundaries, Reliability, Accountability, Vault, Integrity, Nonjudgment, and Generosity). Because talking about trust is tough, and because these conversations have the potential to go sideways fast, we often avoid the rumble. And that’s even more dangerous. First, when we’re struggling with trust and don’t have the tools or skills to talk about it directly with the person involved, it leads us to talk about people instead of to them. Second, trust is the glue that holds teams and organizations together. We ignore trust issues at the expense of our own performance, and also at the expense of our team’s and organization’s success. The BRAVING Inventory download is a great place to start working on building trust. It includes more definitions of the seven trust elements. Specific skills practice for braving trust can be found in Dare to Lead, Part Three. Learning to Rise: 8.6 / 10 Learning to rise is one of your strengths. Keep challenging the narratives that get in the way of learning from setbacks. And, share your rising skills with colleagues and team members. It’s a contagious skill. The Learning to Rise process is about getting up from our falls, overcoming our mistakes, and facing setbacks in a way that brings more learning and strength. As tough as it is, the payoff is huge: When we have the courage to walk into our hard experiences of failure and disappointment, and own those stories, we get to write the ending. And when we don’t own our stories of failure, setbacks, and hurt—they own us. Our research shows that leaders who are trained in rising skills as part of a courage-building program are more likely to engage in courageous behaviors because they know how to get back up after taking risks and being brave. The Learning to Rise process involves learning from setbacks and disappointments and applying key learnings to future situations. Finding the key learnings depends on recognizing and getting curious about emotion and comparing the story in our heads with the facts. Mistakes, failures, and setbacks provide key learnings for the future, we just have to be brave enough to own the story. Specific skills practice for learning to rise can be fouluvnd in Dare to Lead, Part Four.