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See attached – a year ago **files (2)** – ## DaringLeadershipAssessmentResults-DareToLeadDareToLead.PDF – Screenshot_20250529_194249_Chrome.jpg **## DaringLeadershipAssessmentResults-DareToLeadDareToLead.PDF** YOUR SCORES FOR EACH SET OF SKILLS ARE SHOWN BELOW. The Daring Leadership Assessment re…
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**files (2)**
– ## DaringLeadershipAssessmentResults-DareToLeadDareToLead.PDF
– Screenshot_20250529_194249_Chrome.jpg
**## DaringLeadershipAssessmentResults-DareToLeadDareToLead.PDF**
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 exercises in the
downloadable workbook.
Living Into Your Values: 10.0/10
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: 8.4/10
Braving trust is one of your strengths. This means that you’re hitting high scores
on all seven of the trust elements (BRAVING). This can change with different
demands and relationships, so keep practicing!
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: 9.6/10
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
[https://brenebrown.com/resources/the-braving-inventory/](https://brenebrown.com/resources/the-braving-inventory/)
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 found in Dare to Lead, Part Four.
**Screenshot_20250529_194249_Chrome.jpg**
This file is too large to display. [View in new window](https://www.sweetstudy.com/files/screenshot-20250529-194249-chrome-jpg)
**Screenshot_20250529_194249_Chrome.jpg**
This file is too large to display. [View in new window](https://www.sweetstudy.com/files/screenshot-20250529-194249-chrome-jpg)
**## DaringLeadershipAssessmentResults-DareToLeadDareToLead.PDF**
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 exercises in the
downloadable workbook.
Living Into Your Values: 10.0/10
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: 8.4/10
Braving trust is one of your strengths. This means that you’re hitting high scores
on all seven of the trust elements (BRAVING). This can change with different
demands and relationships, so keep practicing!
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: 9.6/10
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
[https://brenebrown.com/resources/the-braving-inventory/](https://brenebrown.com/resources/the-braving-inventory/)
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 found in Dare to Lead, Part Four.
**Screenshot_20250529_194249_Chrome.jpg**
This file is too large to display. [View in new window](https://www.sweetstudy.com/files/screenshot-20250529-194249-chrome-jpg)
**## DaringLeadershipAssessmentResults-DareToLeadDareToLead.PDF**
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 exercises in the
downloadable workbook.
Living Into Your Values: 10.0/10
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: 8.4/10
Braving trust is one of your strengths. This means that you’re hitting high scores
on all seven of the trust elements (BRAVING). This can change with different
demands and relationships, so keep practicing!
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: 9.6/10
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
[https://brenebrown.com/resources/the-braving-inventory/](https://brenebrown.com/resources/the-braving-inventory/)
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 found in Dare to Lead, Part Four.
**Screenshot_20250529_194249_Chrome.jpg**
This file is too large to display. [View in new window](https://www.sweetstudy.com/files/screenshot-20250529-194249-chrome-jpg)