We fail the minute we let fear drive… it’s a powerful reminder that fear should be a passenger, not the one behind the wheel. It’s about using that nervous energy as a guide, not letting it paralyze you into inaction or steer you completely off course. When fear takes over, our decision-making gets clouded and we stop leading effectively.
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Meaning
At its core, this quote is about the distinction between being informed by fear and being controlled by it. Failure isn’t the final outcome; it’s the moment you hand over the keys.
Explanation
Look, I’ve seen this play out so many times in teams. When fear is in the driver’s seat, it’s a reactive state. You’re just swerving to avoid threats, making short-term, panicked decisions. You’re not steering toward a vision. But when fear is just a passenger? It can tap you on the shoulder and say, “Hey, watch out for that pothole.” It gives you valuable data. It keeps you alert. The trick, the real leadership work, is to acknowledge the fear, listen to its intel, but keep your own hands firmly on the wheel. You’re still heading toward your destination, just more wisely.
Quote Summary
Reading Level80
Aesthetic Score84
Origin & Factcheck
This insight comes straight from Brené Brown’s 2018 book, Dare to Lead, which was published in the United States. It’s a cornerstone of her research on courageous leadership, and it’s often mistakenly attributed to other leadership gurus, but this is 100% pure Brené.
Attribution Summary
Author Bio
Dr Brene Brown is the author of books such as Daring Greatly and The Power of Vulnerability. The TED talk and Netflix production based on her research reached out to millions of audience. She researches effects of courage and vulnerability in shaping people's work and relationships. She leads the Brené Brown Education and Research Group and provides evidence-based insights into practical tools to help people train themselves
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Where is this quotation located?
| Quotation | We fail the minute we let fear drive instead of lead |
| Book Details | Publication Year/Date: 2018; ISBN/Unique Identifier: 9780399592522; Last Edition: Random House 2018; Number of Pages: 320 |
| Where is it? | Part II: Living into Our Values, Approximate page from 2018 edition: 84 |
Context
In the book, this idea is nestled right in the middle of her framework on “rumbling with vulnerability.” She positions this not as some fluffy, abstract concept, but as a practical, operational skill for leaders. It’s about having the guts to have tough conversations and make hard calls without letting the fear of failure or criticism shut you down.
Usage Examples
This isn’t just boardroom talk. You can apply this anywhere.
- For a project manager staring down a tight deadline: Instead of letting the fear of missing the date lead to cutting corners and a burnt-out team (letting fear drive), you use that fear to lead a candid conversation. “Team, I’m nervous about the timeline. Let’s use that energy to ruthlessly prioritize our task list together.”
- For someone giving a presentation: The fear of public speaking is real. Don’t let it drive you to read monotonously from your slides. Let it lead you to better preparation, to practicing your delivery until it feels natural, using that nervous energy to be more passionate.
- For an entrepreneur: Market shifts are terrifying. Letting fear drive might mean making sudden, drastic layoffs or pivoting your entire brand overnight. Letting it lead means saying, “This is scary. What data is this fear pointing to? Let’s analyze it and make a strategic, not a reactive, adjustment.”
To whom it appeals?
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FAQ
Question: Isn’t ignoring fear dangerous? What about legitimate risks?
Answer: Great question, and this is a common misunderstanding. Brené Brown isn’t saying to ignore fear. She’s saying don’t let it drive. You absolutely should listen to it. Fear that points out a real risk is a brilliant navigator. It’s the difference between heeding a “Bridge Out Ahead” sign versus swerving off the road because you’re scared of every shadow.
Question: How do you actually stop fear from taking over in the moment?
Answer: It starts with naming it. Literally. Say out loud, “I am feeling fear about this decision.” That simple act creates a tiny bit of space between you and the emotion. In that space, you can ask, “What is this fear trying to tell me? What’s the specific data point?” This shifts you from an emotional reactor to a curious investigator.
Question: Can you give an example of fear “leading” versus “driving”?
Answer: Absolutely. Imagine a critical piece of feedback. Fear driving: You get defensive, shut down the conversation, and blame the messenger. The relationship is damaged, and you learn nothing. Fear leading: You feel that same spike of fear and embarrassment. But you use it as a signal that this is important. You take a breath and say, “This is hard to hear, but I want to understand. Can you tell me more?” That’s leadership.
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