What we know matters but who we are Meaning Factcheck Usage
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What we know matters, but who we are matters more. This isn’t just a feel-good phrase; it’s a fundamental truth about authentic leadership and connection. It’s a principle that changes how you lead, parent, and engage with the world.

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Meaning

The core message here is a shift in priority. It’s about valuing your character, your integrity, and your vulnerability over your resume, your IQ, or your list of accomplishments.

Explanation

Look, I’ve seen this play out a thousand times. You can have the smartest person in the room, the one with all the data and the perfect plan. But if they’re operating from a place of ego, if they can’t be vulnerable or admit a mistake, the whole project falters. The “what we know” is the technical skill, the hard facts. It’s crucial, don’t get me wrong. You need that. But the “who we are”—that’s your courage, your empathy, your willingness to be wrong. That’s the stuff that builds trust. And trust, as we both know, is the currency of everything that matters. It’s the difference between a team that just executes and a team that innovates and thrives.

Quote Summary

ContextAttributes
Original LanguageEnglish (3668)
CategoryEducation (260)
Topicscharacter (31), identity (102), knowledge (25)
Literary Styleaffirmative (75), didactic (370)
Overall Quote Score76 (131)
Reading Level35
Aesthetic Score80

Origin & Factcheck

This quote comes straight from Brené Brown’s 2010 book, The Gifts of Imperfection. It’s a cornerstone of her research on wholehearted living. You sometimes see it misattributed to other self-help figures, but its true home is in Brown’s work on shame, vulnerability, and courage.

Attribution Summary

ContextAttributes
AuthorBrene Brown (257)
Source TypeBook (4032)
Source/Book NameThe Gifts of Imperfection (46)
Origin Timeperiod21st Century (1892)
Original LanguageEnglish (3668)
AuthenticityVerified (4032)

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
Official Website |Facebook | X | Instagram | YouTube |

Where is this quotation located?

QuotationWhat we know matters, but who we are matters more
Book DetailsPublication Year/Date: 2010; ISBN/Unique Identifier: 9781592858491; Last edition. Number of pages.
Where is it?Approximate page from 2010 Hazelden edition

Authority Score90

Context

In the book, she’s talking about letting go of who we *think* we’re supposed to be and embracing who we *actually* are. This quote is a punchline to that whole argument. She’s saying your authentic self, with all its imperfections, is your greatest asset, not the facade of knowing everything.

Usage Examples

I use this as a gut-check all the time. For instance, in a leadership meeting when someone’s defending a bad decision just to save face, I might gently remind the team, “Hey, what we know matters, but who we are in this moment matters more.” It reframes the conversation from being right to being accountable. It’s perfect for:

  • Leaders building a culture of psychological safety.
  • Parents teaching kids that their character trumps their grades.
  • Anyone feeling the pressure to perform and perfect instead of just being real.

To whom it appeals?

ContextAttributes
ThemePrinciple (838)
Audienceseducators (295), leaders (2619), professionals (751), students (3111)
Usage Context/Scenarioclassroom posters (15), graduation speeches (30), leadership workshops (107), team orientations (1)

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Motivation Score82
Popularity Score88
Shareability Score86

FAQ

Question: Does this mean skills and knowledge aren’t important?

Answer: Not at all. It’s a hierarchy of importance. Your skills get you in the door, but your character—who you are—determines how far you go and the impact you have once you’re there.

Question: How do I actually apply this in a performance-driven workplace?

Answer: Start by modeling it yourself. Admit when you don’t know something. Celebrate effort and learning, not just results. Praise a team member for their integrity in a tough situation. You reward the behavior you want to see.

Question: Is “who we are” fixed, or can we change it?

Answer: We can absolutely cultivate it. “Who we are” is built through conscious practice—practicing courage, setting boundaries, acting with integrity, especially when it’s hard. It’s a muscle you build.

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