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Sergeants Test > Dare To Lead > Flashcards

Dare To Lead Flashcards

1
Q

Who wrote dare to lead

A

Brené Brown

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2
Q

Anyone who takes responsibility for finding a potential in people and processes, and who has the courage to develop that potential is a

A

Leader

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3
Q

Leaders lead from the___; unevolved leaders lead from___or___

A

The heart; hurt or fear

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4
Q

With respect to brave leaders and courage cultures, the way to move information from your head to your heart is through your

A

Hands

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5
Q

This gets in the way of being a brave leader…avoiding tough

A

conversations

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6
Q

Instead of spending reasonable time acknowledging and addressing fears and feelings during change, leaders often spend too much time managing___ ___

A

Problematic behavior

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7
Q

Trust diminishes because of a lack of

A

Connection and empathy

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8
Q

Because of the fear of being shut down, leaders don’t take enough smart___for innovation. This results in status___and group___

A

Risks, quo, think

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9
Q

People often get stuck and defined by___, instead of spending resources on cleanup to ensure processes are made whole

A

Setbacks

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10
Q

When getting stuck with setbacks, we often spend too much time reassuring team members about their

A

Value

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11
Q

There is often too much shame and blame, and not enough A_____ and L____

A

Accountability and learning

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12
Q

Leaders often opt out of vital conversations about diversity and inclusion because there is a fear of being/looking___

A

Wrong

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13
Q

Choosing hard conversations over comfort = meaningful/lasting___

A

Change

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14
Q

Rather than staying with problem identification and problem-solving, leaders fix things the wrong way by rushing into an effective and unsustainable

A

Solutions

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15
Q

A barrier is that Values are gauzy and assessed in terms of aspirations, rather than actual behaviors that can be T___, M___, E___

A

Taught, measured, evaluated

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16
Q

Perfection and fear are keeping from L___& G___

A

Learning and growing

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17
Q

You can’t get courage without rumbling with___. Embrace the suck

A

Vulnerability

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18
Q

This is a discussion defined by commitment to leaning into vulnerability, staying curious and generous and sticking with messy problem identification and solving

A

Rumble

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19
Q

The four skill sets for courage are rumbling with___, Living into our___, braving ___, and learning to___

A

Vulnerability, values, trust, rise

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20
Q

Ability to be daring leaders is never greater than capacity for

A

Vulnerability

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21
Q

Self-awareness and self-love matter. Who we are is how we

A

Lead

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22
Q

This Emotion is at the center of problem behaviors and cultural issues

A

Fear

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23
Q

Feeling fear isn’t the barrier; it is how we

A

Respond to fear

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24
Q

To combat fear we need to practice__-__ And___With ourselves

A

Self compassion and patience

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25
Q

Courage is C___

A

Contagious

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26
Q

Daring leaders must care for and be connected to the

A

People they lead

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27
Q

Create culture that allows our people to not wear___and they can be C___and E___, and be V___

A

Armor, curious and explore, vulnerable

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28
Q

This is the emotion we experience during times of uncertainty, risk, and emotional exposure

A

Vulnerability

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29
Q

It’s not about winning or losing, it’s about having the courage to show up when you can’t

A

Control the outcome

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30
Q

Get clear on who’s___of you matter

A

Opinions

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31
Q

Rumble tool: the square squad. These are the people whose opinions___. : those who love you because of your…not the suck up squad

A

Matter. Imperfections and vulnerability

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32
Q

Number one in the six myths of vulnerability. Vulnerability is___

A

Weakness

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33
Q

Number two in the six myths of vulnerability. I ___ __ vulnerability. You can’t opt out

A

Don’t do

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34
Q

Number three in six myths of vulnerability. I can go in

A

Alone

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35
Q

Number four in the six myths of vulnerability. You can engineer the u___and d___out

A

Uncertainty and discomfort

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36
Q

Number five and six myths about vulnerability. T___Comes before vulnerability

A

Trust

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37
Q

Marble jar analogy

A

People earn marbles overtime by supporting you with trust earning behaviors

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38
Q

Gottman refers to the four horsemen of the apocalypse. They are C___, D___, S__W__, and *C___.

A

Criticism, defensiveness, stonewalling, contempt

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39
Q

This is stacking and layering of small moments overtime and reciprocal vulnerability overtime

A

Trust

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40
Q

T___and V___grow together

A

Trust and vulnerability

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41
Q

With trust and vulnerability, to betray one is to

A

Destroy both

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42
Q

Number six in the myths of vulnerability is that vulnerability is ___

A

Disclosure

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43
Q

There is a balance between being vulnerable and over___

A

Sharing

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44
Q

Googles Project Aristotle was regarding psychological

A

Safety

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45
Q

Project Aristotle regarding psychological safety meant that people can Make mistakes without___

A

Fear

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46
Q

Rumble tool: ask what does___from me look like

A

Support

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47
Q

It’s easier to state what Support doesn’t

A

Look like

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48
Q

Fake vulnerability is

A

Ineffective

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49
Q

Confession, manipulation, desperation, or shock and awe = vulnerability minus___

A

Boundaries

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50
Q

Seek first to___, then be___

A

Understand, understood

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51
Q

To seek first to understand, ask someone to say

A

More

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52
Q

With regards to sharing ask___we are and with___

A

Why, whom

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53
Q

Self protection need that lurks beneath the surface and drives behavior outside of our values is a ___ ___

A

Stealth intention

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54
Q

A desire that exists outside our awareness; typically includes dangerous combination of fear and magical thinking, which leads to disappointment resentment and fear is a ___ ___

A

Stealth expectation

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55
Q

Vulnerability for vulnerability sake is not E___, U___, S___

A

Effective useful or smart

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56
Q

To feel is to be

A

Vulnerable

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57
Q

This is the core of all emotions

A

Vulnerability

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58
Q

Vulnerability is the birthplace of L___, B___and J___

A

Love belonging and joy

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59
Q

There is no creativity or innovation without___

A

Vulnerability

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60
Q

Clear is___. Unclear is___

A

Kind, unkind

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61
Q

Many people avoid___because they think it is kind. You’re actually feeding people the half___

A

Clarity, truth

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62
Q

When being curious ask someone to tell me___

A

More

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63
Q

There is no need to push through a hard conversation unless it is urgent. You can always

A

Circle back

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64
Q

With regards to self doubt about leader ship a common feeling is that I’m not___, and that if I’m honest, they’ll think___of me or use it___me

A

I’m not enough. Think less of me or use against me

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65
Q

Joseph Campbell said, The cave you fear to enter holds the

A

Treasure you seek

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66
Q

Putting on the armor shield us and allows us to live in

A

Fear

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67
Q

Before a meeting, writing down one thing we’ve given ourselves___to do or feel they are called___ ____

A

Permission, permission slips

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68
Q

Permission slips are for___only. You don’t have to___

A

Intention, deliver

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69
Q

These are useful for increasing accountability, potential for support and understanding where everyone is coming from

A

Permission slips

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70
Q

Instead of owning our emotions or fear we___ ___On others with anger or shitty behavior

A

Offload emotions

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71
Q

___& ___is a chance to understand everyone’s perspective and prioritize projects

A

Turn and learn

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72
Q

Everyone following suit of the most influential person in the room is known as the

A

Halo effect

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73
Q

Human instinct to follow when you disagree. And because of this it can be tough to share last if everyone is getting excited

A

Bandwagon effect

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74
Q

This controls the halo effect and the bandwagon effect

A

Turn and learn

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75
Q

Placing something in one of two categories is known as what type of thinking

A

Binary

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76
Q

All should work to take responsibility for dreaming and reality checking those dreams with facts…G___ ___ and G___ ____

A

Gritty faith and gritty facts

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77
Q

This is a skill and willingness to do it is brave leader ship

A

Apologizing

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78
Q

We should not enter a cave for our own treasure it is to find power and wisdom to

A

Serve others

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79
Q

Colonel Dede Halfhill with choosing courage overcomfort. We know about vulnerability and honesty the hard part is

A

Application

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80
Q

Choose C___& I___versus busyness and exhaustion

A

Connection and inclusion

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81
Q

The 1948 Air Force manual and leader ship spoke about

A

Elements of humanness such as to belong, fear, feeling, kindness etc.

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82
Q

The current Air Force manual speaks about these three types of leader ship TOS

A

Tactical, operational, strategic

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83
Q

This rumble tool leads to better decision making, cuts down on meeting after meeting and cuts down on back channeling behavior

A

The time out

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84
Q

Other peoples emotions are not___

A

Our job

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85
Q

We can’t serve and try to control

A

Feelings

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86
Q

Daring leader ship is about serving

A

Others

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87
Q

Wholeheartedness is about living with an___Heart

A

Unarmored

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88
Q

Integrate is from integrare which means

A

To make whole

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89
Q

Connecting with___allows us to make better decisions, think critically, have empathy, self compassion and resilience

A

Emotions

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90
Q

Ego wants to lock away the___it wants self___and admiration

A

Heart, self protection

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91
Q

This is the biggest threat to the ego

A

Shame

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92
Q

Shame is the biggest threat to the ego. What is the antidote

A

Empathy

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93
Q

Perfectionism is___. it’s not the same as striving for___

A

Negative, excellence

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94
Q

HealthY striving is___focused. Perfection is___focused

A

Self, others

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95
Q

This is the most vulnerable emotion

A

Joy

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96
Q

This is the daring leader ship response to working from scarcity and squandering opportunities for joy and recognition

A

Practicing gratitude celebrating milestones and victories

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97
Q

This is the daring leader ship response to numbing

A

Setting boundaries and finding real comfort

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98
Q

This is the daring leader ship response to propagating the false dichotomy of victim or Viking/crush or be crushed

A

Practicing integration

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99
Q

This is the daring leader ship response to always trying to be a knower and to always be right

A

Be a learner and focus on getting it right

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100
Q

This is the daring leader ship response to hiding behind cynicism/sarcasm

A

Modeling clarity, kindness, and hope

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101
Q

If despair is under cynicism and sarcasm, then the antidote is cultivating

A

Hope

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102
Q

This is the daring leader ship response to using criticism and self protection

A

Making contributions and taking risks. Don’t criticize without making contribution

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103
Q

The two forms of using criticism as self protection are N___ & I__A___

A

Nostalgia and invisible army

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104
Q

Nostalgia Refers to falling back on the crutch of that’s not how we

A

Do it traditionally

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105
Q

When citing the invisible army you say___don’t want to change course and___don’t like that

A

We

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106
Q

This is the daring leader ship response to using power over others

A

Using power with, power to, and power within (empowering ppl)

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107
Q

This is the daring leader ship response to hustling for your worth

A

Knowing your value

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108
Q

This is the daring leader ship response for leading for compliance and control

A

Cultivating commitment and shared response. Explain why

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109
Q

The D. R. I. Model (directly responsible individual) follows the TASC model. Stands for

A

Who owns task
Do they have authority to be held accountable
Set up for success?
Checklist of what needs to happen for accomplish?

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110
Q

The scrum technique asks what does___look like

A

Done

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111
Q

To give “done” color context and clarity you need to___it

A

Paint

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112
Q

The daring leader ship response to Weaponized in fear and uncertainty is to do what with fear and uncertainty (ANN)

A

Acknowledge, naming, and normalizing

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113
Q

Daring leader ship response to rewarding exhaustion as a status symbol and attaching productivity to self-worth is

A

Modeling and supporting rest play in recovery

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114
Q

The opposite of play is not work it is

A

Depression

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115
Q

The daring leader ship response to tolerating discrimination, echo chambers and “fitting in culture” is

A

Cultivating culture of belonging, inclusivity, diverse perspectives

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116
Q

This is believing in and belonging to yourself that you can share your authentic self. Do not change who you are; be who you are

A

True belonging

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117
Q

Daring leader ship response to collecting gold stars is

A

Giving gold stars

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118
Q

The daring leadership response to zigzagging and avoiding conflict is

A

Talking straight and taking action

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119
Q

Daring leader ship response to leading from hurt and using power to fill self-worth gap is

A

Leading from the heart

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120
Q

Shame causes people to armor up or___to stay safe

A

Disengage

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121
Q

___Is connecting to the emotions that underpin an experience

A

Empathy

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122
Q

Embracing vulnerability can feel Terrifying because taking off our armor and exposing our hearts can open us to experience___

A

Shame

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123
Q

The___doesn’t want shame and want to keep armor up

A

Ego

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124
Q

Stunting emotional growth guarantees these three things. S. D. I.

A

Shame, disconnection, isolation

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125
Q

This is the master emotion

A

Shame

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126
Q

___overcomes shame

A

Empathy

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127
Q

Having___ ___Is one of the primary elicitors of shame

A

Unwanted identities

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128
Q

Shame 101. The shame 123‘s. Number one is we all___ __

A

Have it

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129
Q

This is universal and one of the most primitive human emotions

A

Shame

130
Q

Shame one oh one. Shame 12 threes. Number two is we’re all afraid to___ ___ shame

A

Talk about

131
Q

Shame is fear of

A

Disconnection

132
Q

This is an intensely painful feeling or experience of believing that we are flawed and unworthy of love, belonging, and connection

A

Shame

133
Q

Shame drives 2 tapes. That you are never___ ___ & ___ __ ___ ____ you are?

A

Good enough and who do you think you are

134
Q

Pain from shame is as real as

A

Physical pain

135
Q

A huge shame trigger is the fear of being___

A

Irrelevant

136
Q

Shame versus guilt. Shame says I___bad and guilt says I___ ___Bad.

A

Am, did something

137
Q

Having a shame based fear of being ordinary is___behavior

A

Narcissistic

138
Q

Shame is not a compass for___ ___

A

Moral behavior

139
Q

Opposite of experiencing shame is experiencing this

A

Empathy

140
Q

Shame is not a compass for our moral behavior. It is more likely to drive these types of behavior

A

Destructive, hurtful, immoral and self-aggrandizing

141
Q

Empathy and values live in the contours of

A

Guilt

142
Q

This is a powerful and socially adaptive emotion

A

Guilt

143
Q

This is the driving force behind apologizing, making amends, changing behavior that doesn’t align with our values

A

Guilt

144
Q

Feeling guilty is

A

Helpful

145
Q

Discomfort of cognitive dissonance is what drives___ ___

A

Meaningful change

146
Q

This corrodes the part of us that believes we can change or do better

A

Shame

147
Q

The difference between humiliation and shame is that people believe that their___is deserved but that___is not

A

Believe Shame is deserved, humiliation is not

148
Q

This is a normal feeling and can usually become eventually funny

A

Embarrassment

149
Q

A hallmark of___Is to not feel alone and know that others have done the same thing

A

Embarrassment

150
Q

This is the least Serious and detrimental of negative emotions

A

Embarrassment

151
Q

This is a full-blown threat to culture and needs to be dealt with immediately

A

Overt shame

152
Q

Perfectionism, favoritism, gossiping, back channeling, comparison, self-worth from productivity, harassment, discrimination, power over, bullying, blaming, teasing, coverups are all signs of

A

Shame

153
Q

The worst sign of shame in the workplace is When it becomes an outright___ ___

A

Management tool

154
Q

When firing give people a way out with___

A

Dignity

155
Q

When firing, remember the___and pay attention to___

A

Human, feelings

156
Q

When firing remember the___comes first but remember the___

A

Organization first but remember the human

157
Q

The most devastating sign of shame in a culture is____ Because it shows a culture of complicity

A

Coverups

158
Q

These four things get in the way of giving someone away out with dignity. La. TM. FG. LVC.

A

Leaders armoring up
Time and money
Fall guy
Lack of vulnerability and courage

159
Q

When shame is systematic, complicity is in the culture, money & power is greater than ethics, accountability is dead, control and fear are management tools, there is a trail of devastation and pain… A culture says this is more important than human dignity or individuals

A

Protecting the reputation of the organization or leaders

160
Q

The ability to practice authenticity when experiencing shame and moving through an experience without sacrificing values is known as

A

Shame resilience

161
Q

It is about moving from shame to___

A

Empathy

162
Q

___Is key to cultures built on connection and trust and essential for teams who take risks

A

Empathy

163
Q

Empathy is often confused with

A

Sympathy

164
Q

Comparative suffering Aligns more with

A

Sympathy

165
Q

When showing empathy, don’t communicate comparative suffering but be honest about___

A

Hurt

166
Q

Empathy skill number one is to see the world as

A

Others see it

167
Q

While not really always possible, take the others point of view as

A

Truth

168
Q

We need to be learners, not___

A

Knowers

169
Q

Empathy skill number 2 is to be non-___

A

Judgemental

170
Q

We judge people in areas that we are most susceptible to___and we find people doing worse than us in those areas

A

Shame

171
Q

We don’t typically judge others in areas where we feel

A

A strong sense of self-worth and grounded confidence

172
Q

Empathy skill number three is to understand another persons___

A

Feelings

173
Q

Empathy skill number for is to communicate your____of that person’s feelings

A

Understanding

174
Q

In order to be truly empathetic you need to be in touch with your own___and fluent/comfortable in the world of___/___

A

Emotions, emotions and feelings

175
Q

With regard to the iceberg effect, someone may appear pissed off or shut down on the surface but these two things may lie beneath

A

Shame and grief

176
Q

Empathy skill number five involves taking a balanced approach to negative emotions so that feelings are neither suppressed or exaggerated. The skill is

A

Mindfulness

177
Q

To practice___is to be paying attention

A

Mindfulness

178
Q

This is what___looks like: we are all different so you need to engage, stay curious, stay connected, let go of fear of saying the wrong thing, let go of need to fix or offer a perfect cure

A

Empathy

179
Q

With empathy in practice, when being vulnerable you need someone that has earned the right to___ ___

A

Hear struggle

180
Q

With empathy and practice you need the right___, right___, right___

A

Person, time, issues

181
Q

Empathy Miss number one is believing that___is empathy

A

Sympathy

182
Q

When empathy is needed, sympathy drives

A

Disconnection

183
Q

Empathy fuels___

A

Connection

184
Q

___Is jumping in without your own way out or having clear lines about what belongs to who and saying “me too“

A

Enmeshment

185
Q

 This is empathy Miss number two. Hearing someone story and feeling shame on your own behalf. Confirming how horrified one should be

A

The gasp and awe

186
Q

This is empathy Miss number three. Opening up to a friend that thinks you’re great and they can’t help you because they are so let down by your imperfections. They might say “wow, what happened?“ 

A

The mighty fall

187
Q

This empathy miss is a huge driver of perfectionism

A

The mighty fall

188
Q

This is empathy Miss number four. A friend is so uncomfortable with vulnerability that they look to blame someone else or you, instead of connecting. “How could you let this happen?” Or “you don’t deserve that let’s kick his ass”

A

The block and tackle

189
Q

This is empathy Miss number five. A person desperately needs to make it better to get out of their own discomfort and refuses to acknowledge that you can make mistakes.

A

The boots and shovel

190
Q

This is empathy Miss number six. Confusing connection with a chance to one up or give example of their own shortcoming

A

If you think that’s bad…

191
Q

Empathy is a skill that you can

A

Improve

192
Q

Having self compassion is the trickiest barrier to

A

Empathy

193
Q

In practicing self compassion, this is talking to yourself like someone you love during a time of need

A

Self kindness/self empathy

194
Q

In practicing self compassion, recognizing___is the uniting force in our discomfort

A

Humanity

195
Q

In practicing self compassion, by having___you can avoid taking ownership of words of others and not fixating on the “you” in their feelings

A

Mindfulness

196
Q

Shame only thrives when you believe you’re

A

Alone

197
Q

Recognizing shame and understanding its triggers will make us less likely to default to

A

Shame shields

198
Q

Shame shields are also known as strategies of

A

Disconnection

199
Q

This strategy of disconnection/shame shield involves withdrawing, silencing, keeping secrets

A

Moving away

200
Q

This strategy of disconnection/shame shield involves seeking to appease/please

A

Moving toward

201
Q

This strategy of disconnection/shame shield involves trying to gain power over by being aggressive and using shame to fight shame

A

Moving against

202
Q

Shame causes us to zoom in on our negative flaws and mistakes. By practicing___ ___, we zoom out and see the big picture that we are not alone

A

Critical awareness

203
Q

By ___ ___, you can connect and find that you are not alone

A

Reaching out

204
Q

This is the heart of connection. Lean into feelings of others, reflect back on shared experience, remind others they aren’t alone, standing discomfort with those processing shame, hurt, hardship

A

Empathy

205
Q

The power of shame is derived from it being___

A

Unspeakable

206
Q

This is gained through the messy process of learning and unlearning, practicing and failing, and surviving a few misses. It is not built on arrogance or posturing. It is real, solid, and built on awareness and practice

A

Grounded confidence

207
Q

This is the greatest casualty of trauma

A

Vulnerability

208
Q

Developing the disciplined practice of ___with___gives leaders strength and emotional stamina to Dare greatly

A

Rumbling with vulnerability

209
Q

Having this allows us to rely on skills we’ve developed over time and allows us to focus on higher order objectives, challenges, goals

A

Grounded confidence

210
Q

Having grounded confidence keeps us tethered to our

A

Values

211
Q

Having grounded confidence allows us to respond rather than

A

React

212
Q

Having grounded confidence allows us to operate from a position of____, not self protection

A

Self-awareness

213
Q

Having grounded confidence allows us to hold the T___ & D___

A

Tension and discomfort

214
Q

We need to hold the___Of paradoxes

A

Tension

215
Q

The paradox of optimism and___

A

Paranoia

216
Q

The paradox of letting chaos reign (building) vs.

A

Reigning in the chaos (art of scaling)

217
Q

The paradox of having a big heart and making tough

A

Decisions

218
Q

The paradox of humility and fierce___

A

Resolve

219
Q

Paradox of velocity and___when building

A

Quality

220
Q

The paradox of simplicity and___

A

Choice

221
Q

The paradox of thinking global and acting___

A

Local

222
Q

The paradox of ambition and attention to___

A

Detail

223
Q

The paradox of thinking big but starting___

A

Small

224
Q

The paradox of marathons and sprints versus marathon of___in business building

A

Marathon of sprints

225
Q

This is the ability to thrive in the ambiguity of paradoxes and opposites

A

Leadership

226
Q

Easy learning doesn’t build

A

Strong skills

227
Q

This is rumble skills + curiosity + practice

A

Grounded confidence

228
Q

___Is the act of vulnerability + courage; it’s unruly, it’s deviant. It leads to grounded confidence and rumble skills

A

Curiosity

229
Q

This is the “knower” in us

A

Ego

230
Q

knower/ego in us rushes to

A

Answer

231
Q

To get on the same page start with a___ ___session

A

Fact-finding

232
Q

It is a curiosity tool to look out for___ ___. With concern to this our roles define our lens

A

Horizon conflict

233
Q

To lead effectively we need to respect and leverage different

A

Views

234
Q

This is a barrier to curiosity. We need to have knowledge of something to get curious. Prime the pump

A

Having a dry well

235
Q

Stefan Larson, CEO of Ralph Lauren, grew Old Navy and H&M by using___as a foundation to live into values, brave trust, and learn to rise

A

Vulnerability

236
Q

It is neither good or bad, outcomes =

A

Outcomes

237
Q

When recognizing outcomes we need to learn and adjust then move forward. Avoid___and___. Empower___

A

Blaming and shaming, empower everyone

238
Q

When practicing vulnerability, people don’t care how much you know until they know how much you

A

Care

239
Q

Senee Bell was an educator and principal. Explaining her___ ___showed her vulnerability and sharing why she wanted supportive school environments

A

Rough upbringing

240
Q

If you’re not connected to the intentions driving your thoughts and feelings you limit your perspective and insights that you can share. You need to be___

A

Self-aware

241
Q

With respect to engaging in tough conversations if not me,___? If not now,___?

A

Me, when

242
Q

Daring leaders who live in to their values are never silent about

A

Hard things

243
Q

These are the four big Ps when we are in the arena and feeling it from the critics. We must

A

Prove, perfect, perform, please

244
Q

Don’t forget that these take us into the arena

A

Our values

245
Q

___Are our way of being or believing what we hold most important

A

Values

246
Q

Even when putting down armor/weapons we must always carry___of values

A

Clarity

247
Q

We can’t live into values that we can’t

A

Name/define

248
Q

Values should not be shifted based on___. We have one set in all situations

A

Context

249
Q

To practice values not just profess them, choosing courage over comfort, right over fun is to have and practice

A

Integrity

250
Q

These are actions we are tempted to do though they may counter our values

A

Slippery behaviors

251
Q

We need to take values from BS to

A

Behavior

252
Q

The two most important seats in the arena belong to

A

Empathy and self compassion

253
Q

These people say “I see you. I hear you. I don’t have all the answers, but I’m going to keep listening and ask questions

A

Brave leaders

254
Q

We can do this to shame by pushing against secrecy, silence, and judgment

A

Eradicate it

255
Q

Living into our values is one of the biggest challenges when___and ___Feedback

A

Giving and receiving

256
Q

We are ready to give feedback when we are ready to sit

A

Next to the person rather than across from

257
Q

We are ready to give feedback when we are willing to put the problem in front of us rather than

A

Between us

258
Q

It is better to say something ___to___versus you were wrong here

A

Needs to change

259
Q

We are ready to give feedback when we are ready to listen, ask questions, and

A

Accept that we may not fully understand the issue

260
Q

We are ready to give feedback when we can acknowledge this instead of picking apart mistakes

A

What you do well

261
Q

We are ready to get feedback when we can recognize your___and how they can be used to address your___

A

Strengths, challenges

262
Q

We are ready to get feedback when we can hold someone___without shaming or blaming

A

Accountable

263
Q

We are ready to give or receive feedback when we are ready to own

A

Our part

264
Q

We are ready to give feedback when we can genuinely thank someone for their___rather than just criticizing there___

A

Efforts, failings

265
Q

We are ready to give feedback when we can talk about how resolving challenges will lead to___and___

A

Growth and opportunity

266
Q

We are ready to give feedback when we can model the vulnerability and openness that we

A

Expect from the other

267
Q

Mastery requires

A

Feedback

268
Q

Receiving feedback can be tricky bc the person lacks ____ skill

A

Delivery

269
Q

Receiving feedback can be tricky. The person could be skilled in delivery but we don’t know__

A

Intentions

270
Q

Receiving feedback can be tricky because people can be caught

A

Offguard

271
Q

When receiving feedback stay present and avoid being

A

Defensive

272
Q

When receiving feedback, hold the

A

Discomfort

273
Q

To know my values is to know

A

Me

274
Q

To operationalize values we need to be___. This involves courage building work, setting boundaries, leaning into difficult conversations and talking to people not about them

A

Brave

275
Q

To operationalize values we need to serve the___this involves stewardship, taking responsibility for the community, being responsible for the energy you bring and taking ownership of adapting to the environment

A

Work

276
Q

To operationalize values we need to take good___

A

Care

277
Q

We assume the worst about people’s intentions when they are not respectful of our

A

Boundaries

278
Q

These are the components of living BIG

A

Knowing boundaries, having integrity, showing generosity

279
Q

Daring liters work from the assumption that people are doing

A

The best they can

280
Q

If we want to be values driven we need to operationalize are values in the behaviors and skills that are T___ & O___

A

Teachable and observable

281
Q

Having integrity is choosing courage over

A

Comfort

282
Q

To have___is to choose to risk making something you value vulnerable to another’s actions

A

Trust

283
Q

No trust = no

A

Connection

284
Q

This is the glue that holds teams in organizations together

A

Trust

285
Q

This is the primary defining characteristic of the best work places

A

Trust between managers and employees

286
Q

We want trust talk we can actually hear. The problem is we are scared to talk about trust until it is ___

A

Demoralizing

287
Q

In the braving inventory you need to respect b___we’re not sure, ask and be willing to say___

A

Boundaries, no

288
Q

In the Breathing inventory do what you say you’ll do …this is showing r___

A

Reliability

289
Q

In the braving inventory A___ is to own mistakes apologize and make amends

A

Accountability

290
Q

In the braving inventory V___Means you should not share what is not yours. Do not create a counterfeit connection with___

A

Vault, gossip

291
Q

In the braving inventory I___is showing and choosing courage over comfort work together with an I___Partner

A

Integrity

292
Q

In the braving inventory N___Means we can all ask for help without fear of___

A

Non-judgment, judgment

293
Q

In the braving inventory be G___and extend your most G___interpretation of possible intentions, words, actions of others

A

Generosity, generous

294
Q

____–___is one of the first casualties when we fail or face disappointment

A

Self-trust

295
Q

With learning to rise, if we don’t have the skills to get___ __, we may not risk___

A

Back up, falling

296
Q

The ham fold over debacle was an example of making yourself the center of something that is

A

Not yours

297
Q

The ___ Is to know that we are emotionally hooked and getting curious about something

A

Reckoning

298
Q

During the reckoning we need to slow down, deep breath and get___about what’s happening don’t just ___ ___

A

Curious, armor up

299
Q

Very few make it through the reckoning because instead of feeling emotions and getting curious people o___ them onto ___

A

Offload onto others

300
Q

___is an offload strategy where you bury hurt and when touched we outburst and let them all out

A

Chandeliering 

301
Q

Chandeliering is common in power-___situation’s

A

Over

302
Q

B___ ___is an offloading strategy where the ego denies emotion and employs anger blame and avoidance

A

Bouncing hurt

303
Q

Bouncing hurt involves S___Others

A

Shaming

304
Q

___ ___is an offloading strategy and a popular form of armor 

A

Numbing hurt

305
Q

___ ___is an offloading strategy that involves packing down pain until our body says stop doing this or I’ll shut you down with anxiety depression burn out insomnia physical pain

A

Stockpiling hurt

306
Q

The ___is the most difficult offloading strategy and involves masking pain with everything is great or just be positive

A

Umbridge

307
Q

With the umbridge We don’t trust people who don’t seem to have ___ ___

A

Negative feelings

308
Q

Hurt and the fear of ___– ___is getting stuck in a way that makes it feel difficult to go forward or backward. Trying not to recognize a motion to avoid getting stuck

A

High-centering

309
Q

Strategies for reckoning with emotion is to practice this type of breathing

A

Box

310
Q

Practicing___is a strategy for reckoning with emotion where we create perspective and mindfulness while managing emotional reactivity

A

Calm

311
Q

When rumbling, in the absence of data we make up ____ to self-_____

A

Stories, self – protect

312
Q

Data gaps are often filled in with___

A

Fear

313
Q

“A-ha, we solved it” keeps us away from getting the

A

Truth

314
Q

You can limit conspiracy theories by giving___when you___and reassure you were giving what you___

A

Giving facts when you can and reassure you were giving what you can

315
Q

A C___is a lie told honestly and ordinary mentally healthy people are prone to this

A

Confabulation

316
Q

Systematic V___Is good or bad?

A

Systematic vulnerability is bad/not good

317
Q

___ Vulnerability is the prerequisite for courageous leadership

A

Relational

318
Q

the ___is the difference between what we make up and the truth we discover when ___

A

The Delta, rumbling

319
Q

The___holds our key learnings

A

Delta

320
Q

The ___Involves taking off armor, rumbling with vulnerability, living in two values, braving trust, learning to rise, claiming authorship of our stories

A

The revolution

321
Q

Courage is R___

A

Rebellion

Sergeants Test (4 decks)

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