One of the adverse outcomes produced by industrialization and modernity is the prevailing toxic work culture where leaders see dominance as the end goal and mistake failures and vulnerability for incompetence. Dominance involves not admitting failure, holding back criticisms, and shifting blame. Brene Brown, author of Dare to Lead, criticized that form of traditional leadership and said they do not produce motivation to find workable solutions and are therefore counterproductive to big companies, small organizations, and even familyowned businesses. Instead, Brown introduces the counternarrative that for modern workplace cultures to be productive and not toxic, leadership must revolve around crucial qualities such as vulnerability, trust, values, and resilience. Fear and uncertainty in the modern world can shake people's values. Still, the core values of brave leaders can positively impact organizations by challenging themselves and the people they work with to see different and new perspectives built on cooperation. Indeed, Dare to Lead helps readers build outstanding leadership and couragebuilding skills essential for healthier and more productive work cultures.

Here are the top seven lessons from Brene Brown's Dare to Lead.

0:00 Introduction
1:06 Lesson 1
1:41 Lesson 2
2:09 Lesson 3
2:43 Lesson 4
3:12 Lesson 5
3:58 Lesson 6
4:28 Lesson 7
5:09 Conclusion

Lesson One: Be human.
For many years, society has portrayed leadership as a position of strength, which people often misperceived as toughness and not being vulnerable. There is also an ongoing challenge for humans to do better and faster than machines and artificial intelligence. However, what Dare to Lead teaches us is that it should be okay for leaders to be vulnerable because leaders serve humans, not machines. This means that if you want to be a leader, you need to build skills and traits such as empathy, connection, and courage. These peoplecentered skills are what organizations need to effectively and genuinely connect with the people we aim to work with and work for.
Lesson Two: Ask questions and share answers.
As the old phrase goes, "Knowledge is power." While most leaders hold positions of power, they do not claim to know everything or pretend to have the correct answers. They know power is not a finite resource, so it is not something they can hoard and keep to themselves. Instead, they accept that knowledge as power is infinite when shared with others. It is thus important to acknowledge not knowing everything, remain curious and share what you know to continue the cycle of empowering yourself and others.
Lesson Three: Be vulnerable.
Ironically, to develop courage and bravery, you need to be vulnerable. Bravery is not about the absence of fear but overcoming fear. Knowing what you fear or what you are vulnerable about is the first step to overcoming it and taking a risk. Vulnerability also makes room to establish trust between yourself and other persons so you can work together in an appropriate context. Therefore, vulnerability is a sign of strength, while weakness is about ignoring your feelings and fears. You can take advantage of your vulnerabilities by acknowledging them, addressing them, and strategizing how you and others can become stronger moving forward.

In conclusion
Brene Brown's Dare to Lead is an excellent read for people seeking to become great, vulnerable, and trustworthy leaders and good persons who know how to connect with others. It dares people to be brave against the dominant and counterproductive traditional leadership that scares and discourages people from working or improving. Dare to Lead suggests incorporating a sustainable, healthy workplace culture that promotes vulnerability, openness, and trust based on the leader's and the organization's core values. Through Dare to Lead, Brown reminds us of the importance of good leadership and its impact on ourselves and the organizations we lead.
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