We need to trust to be vulnerable and Meaning Factcheck Usage

Context

In Dare to Lead, Brown is talking directly to leaders. She argues that you can’t have true courage or innovation without vulnerability. This quote sits at the center of that argument—it’s the operational mechanism. She’s basically telling leaders that their job is to go first, to model this cycle, to create a “brave” and psychologically safe environment where this kind of growth can happen.

Usage Examples

So how do you actually use this? It’s all about small, consistent actions.

• For a Team Leader: Start a meeting by saying, “I want to be transparent, the strategy I proposed last quarter didn’t work as I’d hoped. I’d like your input on a new direction.” This builds immense trust.
• In a Personal Relationship: Instead of saying “I’m fine,” try “I felt hurt when that happened, and I’m sharing this because our relationship is important to me.” This is the vulnerability that deepens connection.
• For a New Manager: Admit to your team, “I’m new to managing people, so I’m going to be learning alongside you. I’d appreciate your patience and your honest feedback.” This disarms people and builds a foundation of psychological safety.

To whom it appeals?

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Common Questions

Question: Isn’t being vulnerable at work a sign of weakness?

Answer: It’s the exact opposite. In Brown’s research, vulnerability is the absolute cornerstone of courage. It takes immense strength to say “I don’t know” or “I was wrong.” It’s not about oversharing or being emotional; it’s about having the courage to show up and be seen when you can’t control the outcome.

Question: What if I’m vulnerable and people take advantage of it?

Answer: This is the real fear, right? The key is gradual vulnerability. You don’t share your deepest insecurity with someone you just met. You start small. You share a small uncertainty and see how they handle it. That’s how you test and build the trust. If someone betters that small trust, you haven’t risked everything, and you know to be more cautious with that person.

Question: How do I start if my workplace culture is the opposite of this?

Answer: You have to be the pioneer. It’s hard, but you start by modeling the behavior you want to see. You take a small, calculated risk. You admit a minor mistake and show how you learned from it. You ask for help on a project. Culture change starts with one person brave enough to break the old patterns.