Dare To Lead Flashcards
(321 cards)
1
Q
Who wrote dare to lead
A
Brené Brown
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
3
Q
Leaders lead from the___; unevolved leaders lead from___or___
A
The heart; hurt or fear
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
5
Q
This gets in the way of being a brave leader…avoiding tough
A
conversations
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
7
Q
Trust diminishes because of a lack of
A
Connection and empathy
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
9
Q
People often get stuck and defined by___, instead of spending resources on cleanup to ensure processes are made whole
A
Setbacks
10
Q
When getting stuck with setbacks, we often spend too much time reassuring team members about their
A
Value
11
Q
There is often too much shame and blame, and not enough A_____ and L____
A
Accountability and learning
12
Q
Leaders often opt out of vital conversations about diversity and inclusion because there is a fear of being/looking___
A
Wrong
13
Q
Choosing hard conversations over comfort = meaningful/lasting___
A
Change
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
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
16
Q
Perfection and fear are keeping from L___& G___
A
Learning and growing
17
Q
You can’t get courage without rumbling with___. Embrace the suck
A
Vulnerability
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
19
Q
The four skill sets for courage are rumbling with___, Living into our___, braving ___, and learning to___
A
Vulnerability, values, trust, rise
20
Q
Ability to be daring leaders is never greater than capacity for
A
Vulnerability
21
Q
Self-awareness and self-love matter. Who we are is how we
A
Lead
22
Q
This Emotion is at the center of problem behaviors and cultural issues
A
Fear
23
Q
Feeling fear isn’t the barrier; it is how we
A
Respond to fear
24
Q
To combat fear we need to practice__-__ And___With ourselves
A
Self compassion and patience
25
Courage is C___
Contagious
26
Daring leaders must care for and be connected to the
People they lead
27
Create culture that allows our people to not wear___and they can be C___and E___, and be V___
Armor, curious and explore, vulnerable
28
This is the emotion we experience during times of uncertainty, risk, and emotional exposure
Vulnerability
29
It’s not about winning or losing, it’s about having the courage to show up when you can’t
Control the outcome
30
Get clear on who’s___of you matter
Opinions
31
Rumble tool: the square squad. These are the people whose opinions___. : those who love you because of your…not the suck up squad
Matter. Imperfections and vulnerability
32
Number one in the six myths of vulnerability. Vulnerability is___
Weakness
33
Number two in the six myths of vulnerability. I ___ __ vulnerability. You can’t opt out
Don’t do
34
Number three in six myths of vulnerability. I can go in
Alone
35
Number four in the six myths of vulnerability. You can engineer the u___and d___out
Uncertainty and discomfort
36
Number five and six myths about vulnerability. T___Comes before vulnerability
Trust
37
Marble jar analogy
People earn marbles overtime by supporting you with trust earning behaviors
38
Gottman refers to the four horsemen of the apocalypse. They are C___, D___, S__W__, and *C___.
Criticism, defensiveness, stonewalling, contempt
39
This is stacking and layering of small moments overtime and reciprocal vulnerability overtime
Trust
40
T___and V___grow together
Trust and vulnerability
41
With trust and vulnerability, to betray one is to
Destroy both
42
Number six in the myths of vulnerability is that vulnerability is ___
Disclosure
43
There is a balance between being vulnerable and over___
Sharing
44
Googles Project Aristotle was regarding psychological
Safety
45
Project Aristotle regarding psychological safety meant that people can Make mistakes without___
Fear
46
Rumble tool: ask what does___from me look like
Support
47
It’s easier to state what Support doesn’t
Look like
48
Fake vulnerability is
Ineffective
49
Confession, manipulation, desperation, or shock and awe = vulnerability minus___
Boundaries
50
Seek first to___, then be___
Understand, understood
51
To seek first to understand, ask someone to say
More
52
With regards to sharing ask___we are and with___
Why, whom
53
Self protection need that lurks beneath the surface and drives behavior outside of our values is a ___ ___
Stealth intention
54
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 ___ ___
Stealth expectation
55
Vulnerability for vulnerability sake is not E___, U___, S___
Effective useful or smart
56
To feel is to be
Vulnerable
57
This is the core of all emotions
Vulnerability
58
Vulnerability is the birthplace of L___, B___and J___
Love belonging and joy
59
There is no creativity or innovation without___
Vulnerability
60
Clear is___. Unclear is___
Kind, unkind
61
Many people avoid___because they think it is kind. You’re actually feeding people the half___
Clarity, truth
62
When being curious ask someone to tell me___
More
63
There is no need to push through a hard conversation unless it is urgent. You can always
Circle back
64
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
I’m not enough. Think less of me or use against me
65
Joseph Campbell said, The cave you fear to enter holds the
Treasure you seek
66
Putting on the armor shield us and allows us to live in
Fear
67
Before a meeting, writing down one thing we’ve given ourselves___to do or feel they are called___ ____
Permission, permission slips
68
Permission slips are for___only. You don’t have to___
Intention, deliver
69
These are useful for increasing accountability, potential for support and understanding where everyone is coming from
Permission slips
70
Instead of owning our emotions or fear we___ ___On others with anger or shitty behavior
Offload emotions
71
___& ___is a chance to understand everyone’s perspective and prioritize projects
Turn and learn
72
Everyone following suit of the most influential person in the room is known as the
Halo effect
73
Human instinct to follow when you disagree. And because of this it can be tough to share last if everyone is getting excited
Bandwagon effect
74
This controls the halo effect and the bandwagon effect
Turn and learn
75
Placing something in one of two categories is known as what type of thinking
Binary
76
All should work to take responsibility for dreaming and reality checking those dreams with facts…G___ ___ and G___ ____
Gritty faith and gritty facts
77
This is a skill and willingness to do it is brave leader ship
Apologizing
78
We should not enter a cave for our own treasure it is to find power and wisdom to
Serve others
79
Colonel Dede Halfhill with choosing courage overcomfort. We know about vulnerability and honesty the hard part is
Application
80
Choose C___& I___versus busyness and exhaustion
Connection and inclusion
81
The 1948 Air Force manual and leader ship spoke about
Elements of humanness such as to belong, fear, feeling, kindness etc.
82
The current Air Force manual speaks about these three types of leader ship TOS
Tactical, operational, strategic
83
This rumble tool leads to better decision making, cuts down on meeting after meeting and cuts down on back channeling behavior
The time out
84
Other peoples emotions are not___
Our job
85
We can’t serve and try to control
Feelings
86
Daring leader ship is about serving
Others
87
Wholeheartedness is about living with an___Heart
Unarmored
88
Integrate is from integrare which means
To make whole
89
Connecting with___allows us to make better decisions, think critically, have empathy, self compassion and resilience
Emotions
90
Ego wants to lock away the___it wants self___and admiration
Heart, self protection
91
This is the biggest threat to the ego
Shame
92
Shame is the biggest threat to the ego. What is the antidote
Empathy
93
Perfectionism is___. it’s not the same as striving for___
Negative, excellence
94
HealthY striving is___focused. Perfection is___focused
Self, others
95
This is the most vulnerable emotion
Joy
96
This is the daring leader ship response to working from scarcity and squandering opportunities for joy and recognition
Practicing gratitude celebrating milestones and victories
97
This is the daring leader ship response to numbing
Setting boundaries and finding real comfort
98
This is the daring leader ship response to propagating the false dichotomy of victim or Viking/crush or be crushed
Practicing integration
99
This is the daring leader ship response to always trying to be a knower and to always be right
Be a learner and focus on getting it right
100
This is the daring leader ship response to hiding behind cynicism/sarcasm
Modeling clarity, kindness, and hope
101
If despair is under cynicism and sarcasm, then the antidote is cultivating
Hope
102
This is the daring leader ship response to using criticism and self protection
Making contributions and taking risks. Don’t criticize without making contribution
103
The two forms of using criticism as self protection are N___ & I__A___
Nostalgia and invisible army
104
Nostalgia Refers to falling back on the crutch of that’s not how we
Do it traditionally
105
When citing the invisible army you say___don’t want to change course and___don’t like that
We
106
This is the daring leader ship response to using power over others
Using power with, power to, and power within (empowering ppl)
107
This is the daring leader ship response to hustling for your worth
Knowing your value
108
This is the daring leader ship response for leading for compliance and control
Cultivating commitment and shared response. Explain why
109
The D. R. I. Model (directly responsible individual) follows the TASC model. Stands for
Who owns task
Do they have authority to be held accountable
Set up for success?
Checklist of what needs to happen for accomplish?
110
The scrum technique asks what does___look like
Done
111
To give “done” color context and clarity you need to___it
Paint
112
The daring leader ship response to Weaponized in fear and uncertainty is to do what with fear and uncertainty (ANN)
Acknowledge, naming, and normalizing
113
Daring leader ship response to rewarding exhaustion as a status symbol and attaching productivity to self-worth is
Modeling and supporting rest play in recovery
114
The opposite of play is not work it is
Depression
115
The daring leader ship response to tolerating discrimination, echo chambers and “fitting in culture” is
Cultivating culture of belonging, inclusivity, diverse perspectives
116
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
True belonging
117
Daring leader ship response to collecting gold stars is
Giving gold stars
118
The daring leadership response to zigzagging and avoiding conflict is
Talking straight and taking action
119
Daring leader ship response to leading from hurt and using power to fill self-worth gap is
Leading from the heart
120
Shame causes people to armor up or___to stay safe
Disengage
121
___Is connecting to the emotions that underpin an experience
Empathy
122
Embracing vulnerability can feel Terrifying because taking off our armor and exposing our hearts can open us to experience___
Shame
123
The___doesn’t want shame and want to keep armor up
Ego
124
Stunting emotional growth guarantees these three things. S. D. I.
Shame, disconnection, isolation
125
This is the master emotion
Shame
126
___overcomes shame
Empathy
127
Having___ ___Is one of the primary elicitors of shame
Unwanted identities
128
Shame 101. The shame 123‘s. Number one is we all___ __
Have it
129
This is universal and one of the most primitive human emotions
Shame
130
Shame one oh one. Shame 12 threes. Number two is we’re all afraid to___ ___ shame
Talk about
131
Shame is fear of
Disconnection
132
This is an intensely painful feeling or experience of believing that we are flawed and unworthy of love, belonging, and connection
Shame
133
Shame drives 2 tapes. That you are never___ ___ & ___ __ ___ ____ you are?
Good enough and who do you think you are
134
Pain from shame is as real as
Physical pain
135
A huge shame trigger is the fear of being___
Irrelevant
136
Shame versus guilt. Shame says I___bad and guilt says I___ ___Bad.
Am, did something
137
Having a shame based fear of being ordinary is___behavior
Narcissistic
138
Shame is not a compass for___ ___
Moral behavior
139
Opposite of experiencing shame is experiencing this
Empathy
140
Shame is not a compass for our moral behavior. It is more likely to drive these types of behavior
Destructive, hurtful, immoral and self-aggrandizing
141
Empathy and values live in the contours of
Guilt
142
This is a powerful and socially adaptive emotion
Guilt
143
This is the driving force behind apologizing, making amends, changing behavior that doesn’t align with our values
Guilt
144
Feeling guilty is
Helpful
145
Discomfort of cognitive dissonance is what drives___ ___
Meaningful change
146
This corrodes the part of us that believes we can change or do better
Shame
147
The difference between humiliation and shame is that people believe that their___is deserved but that___is not
Believe Shame is deserved, humiliation is not
148
This is a normal feeling and can usually become eventually funny
Embarrassment
149
A hallmark of___Is to not feel alone and know that others have done the same thing
Embarrassment
150
This is the least Serious and detrimental of negative emotions
Embarrassment
151
This is a full-blown threat to culture and needs to be dealt with immediately
Overt shame
152
Perfectionism, favoritism, gossiping, back channeling, comparison, self-worth from productivity, harassment, discrimination, power over, bullying, blaming, teasing, coverups are all signs of
Shame
153
The worst sign of shame in the workplace is When it becomes an outright___ ___
Management tool
154
When firing give people a way out with___
Dignity
155
When firing, remember the___and pay attention to___
Human, feelings
156
When firing remember the___comes first but remember the___
Organization first but remember the human
157
The most devastating sign of shame in a culture is____ Because it shows a culture of complicity
Coverups
158
These four things get in the way of giving someone away out with dignity. La. TM. FG. LVC.
Leaders armoring up
Time and money
Fall guy
Lack of vulnerability and courage
159
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
Protecting the reputation of the organization or leaders
160
The ability to practice authenticity when experiencing shame and moving through an experience without sacrificing values is known as
Shame resilience
161
It is about moving from shame to___
Empathy
162
___Is key to cultures built on connection and trust and essential for teams who take risks
Empathy
163
Empathy is often confused with
Sympathy
164
Comparative suffering Aligns more with
Sympathy
165
When showing empathy, don’t communicate comparative suffering but be honest about___
Hurt
166
Empathy skill number one is to see the world as
Others see it
167
While not really always possible, take the others point of view as
Truth
168
We need to be learners, not___
Knowers
169
Empathy skill number 2 is to be non-___
Judgemental
170
We judge people in areas that we are most susceptible to___and we find people doing worse than us in those areas
Shame
171
We don’t typically judge others in areas where we feel
A strong sense of self-worth and grounded confidence
172
Empathy skill number three is to understand another persons___
Feelings
173
Empathy skill number for is to communicate your____of that person’s feelings
Understanding
174
In order to be truly empathetic you need to be in touch with your own___and fluent/comfortable in the world of___/___
Emotions, emotions and feelings
175
With regard to the iceberg effect, someone may appear pissed off or shut down on the surface but these two things may lie beneath
Shame and grief
176
Empathy skill number five involves taking a balanced approach to negative emotions so that feelings are neither suppressed or exaggerated. The skill is
Mindfulness
177
To practice___is to be paying attention
Mindfulness
178
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
Empathy
179
With empathy in practice, when being vulnerable you need someone that has earned the right to___ ___
Hear struggle
180
With empathy and practice you need the right___, right___, right___
Person, time, issues
181
Empathy Miss number one is believing that___is empathy
Sympathy
182
When empathy is needed, sympathy drives
Disconnection
183
Empathy fuels___
Connection
184
___Is jumping in without your own way out or having clear lines about what belongs to who and saying “me too“
Enmeshment
185
 This is empathy Miss number two. Hearing someone story and feeling shame on your own behalf. Confirming how horrified one should be
The gasp and awe
186
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?“ 
The mighty fall
187
This empathy miss is a huge driver of perfectionism
The mighty fall
188
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”
The block and tackle
189
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.
The boots and shovel
190
This is empathy Miss number six. Confusing connection with a chance to one up or give example of their own shortcoming
If you think that’s bad…
191
Empathy is a skill that you can
Improve
192
Having self compassion is the trickiest barrier to
Empathy
193
In practicing self compassion, this is talking to yourself like someone you love during a time of need
Self kindness/self empathy
194
In practicing self compassion, recognizing___is the uniting force in our discomfort
Humanity
195
In practicing self compassion, by having___you can avoid taking ownership of words of others and not fixating on the “you” in their feelings
Mindfulness
196
Shame only thrives when you believe you’re
Alone
197
Recognizing shame and understanding its triggers will make us less likely to default to
Shame shields
198
Shame shields are also known as strategies of
Disconnection
199
This strategy of disconnection/shame shield involves withdrawing, silencing, keeping secrets
Moving away
200
This strategy of disconnection/shame shield involves seeking to appease/please
Moving toward
201
This strategy of disconnection/shame shield involves trying to gain power over by being aggressive and using shame to fight shame
Moving against
202
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
Critical awareness
203
By ___ ___, you can connect and find that you are not alone
Reaching out
204
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
Empathy
205
The power of shame is derived from it being___
Unspeakable
206
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
Grounded confidence
207
This is the greatest casualty of trauma
Vulnerability
208
Developing the disciplined practice of ___with___gives leaders strength and emotional stamina to Dare greatly
Rumbling with vulnerability
209
Having this allows us to rely on skills we’ve developed over time and allows us to focus on higher order objectives, challenges, goals
Grounded confidence
210
Having grounded confidence keeps us tethered to our
Values
211
Having grounded confidence allows us to respond rather than
React
212
Having grounded confidence allows us to operate from a position of____, not self protection
Self-awareness
213
Having grounded confidence allows us to hold the T___ & D___
Tension and discomfort
214
We need to hold the___Of paradoxes
Tension
215
The paradox of optimism and___
Paranoia
216
The paradox of letting chaos reign (building) vs.
Reigning in the chaos (art of scaling)
217
The paradox of having a big heart and making tough
Decisions
218
The paradox of humility and fierce___
Resolve
219
Paradox of velocity and___when building
Quality
220
The paradox of simplicity and___
Choice
221
The paradox of thinking global and acting___
Local
222
The paradox of ambition and attention to___
Detail
223
The paradox of thinking big but starting___
Small
224
The paradox of marathons and sprints versus marathon of___in business building
Marathon of sprints
225
This is the ability to thrive in the ambiguity of paradoxes and opposites
Leadership
226
Easy learning doesn’t build
Strong skills
227
This is rumble skills + curiosity + practice
Grounded confidence
228
___Is the act of vulnerability + courage; it’s unruly, it’s deviant. It leads to grounded confidence and rumble skills
Curiosity
229
This is the “knower” in us
Ego
230
knower/ego in us rushes to
Answer
231
To get on the same page start with a___ ___session
Fact-finding
232
It is a curiosity tool to look out for___ ___. With concern to this our roles define our lens
Horizon conflict
233
To lead effectively we need to respect and leverage different
Views
234
This is a barrier to curiosity. We need to have knowledge of something to get curious. Prime the pump
Having a dry well
235
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
Vulnerability
236
It is neither good or bad, outcomes =
Outcomes
237
When recognizing outcomes we need to learn and adjust then move forward. Avoid___and___. Empower___
Blaming and shaming, empower everyone
238
When practicing vulnerability, people don’t care how much you know until they know how much you
Care
239
Senee Bell was an educator and principal. Explaining her___ ___showed her vulnerability and sharing why she wanted supportive school environments
Rough upbringing
240
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___
Self-aware
241
With respect to engaging in tough conversations if not me,___? If not now,___?
Me, when
242
Daring leaders who live in to their values are never silent about
Hard things
243
These are the four big Ps when we are in the arena and feeling it from the critics. We must
Prove, perfect, perform, please
244
Don’t forget that these take us into the arena
Our values
245
___Are our way of being or believing what we hold most important
Values
246
Even when putting down armor/weapons we must always carry___of values
Clarity
247
We can’t live into values that we can’t
Name/define
248
Values should not be shifted based on___. We have one set in all situations
Context
249
To practice values not just profess them, choosing courage over comfort, right over fun is to have and practice
Integrity
250
These are actions we are tempted to do though they may counter our values
Slippery behaviors
251
We need to take values from BS to
Behavior
252
The two most important seats in the arena belong to
Empathy and self compassion
253
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
Brave leaders
254
We can do this to shame by pushing against secrecy, silence, and judgment
Eradicate it
255
Living into our values is one of the biggest challenges when___and ___Feedback
Giving and receiving
256
We are ready to give feedback when we are ready to sit
Next to the person rather than across from
257
We are ready to give feedback when we are willing to put the problem in front of us rather than
Between us
258
It is better to say something ___to___versus you were wrong here
Needs to change
259
We are ready to give feedback when we are ready to listen, ask questions, and
Accept that we may not fully understand the issue
260
We are ready to give feedback when we can acknowledge this instead of picking apart mistakes
What you do well
261
We are ready to get feedback when we can recognize your___and how they can be used to address your___
Strengths, challenges
262
We are ready to get feedback when we can hold someone___without shaming or blaming
Accountable
263
We are ready to give or receive feedback when we are ready to own
Our part
264
We are ready to give feedback when we can genuinely thank someone for their___rather than just criticizing there___
Efforts, failings
265
We are ready to give feedback when we can talk about how resolving challenges will lead to___and___
Growth and opportunity
266
We are ready to give feedback when we can model the vulnerability and openness that we
Expect from the other
267
Mastery requires
Feedback
268
Receiving feedback can be tricky bc the person lacks ____ skill
Delivery
269
Receiving feedback can be tricky. The person could be skilled in delivery but we don’t know__
Intentions
270
Receiving feedback can be tricky because people can be caught
Offguard
271
When receiving feedback stay present and avoid being
Defensive
272
When receiving feedback, hold the
Discomfort
273
To know my values is to know
Me
274
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
Brave
275
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
Work
276
To operationalize values we need to take good___
Care
277
We assume the worst about people’s intentions when they are not respectful of our
Boundaries
278
These are the components of living BIG
Knowing boundaries, having integrity, showing generosity
279
Daring liters work from the assumption that people are doing
The best they can
280
If we want to be values driven we need to operationalize are values in the behaviors and skills that are T___ & O___
Teachable and observable
281
Having integrity is choosing courage over
Comfort
282
To have___is to choose to risk making something you value vulnerable to another’s actions
Trust
283
No trust = no
Connection
284
This is the glue that holds teams in organizations together
Trust
285
This is the primary defining characteristic of the best work places
Trust between managers and employees
286
We want trust talk we can actually hear. The problem is we are scared to talk about trust until it is ___
Demoralizing
287
In the braving inventory you need to respect b___we’re not sure, ask and be willing to say___
Boundaries, no
288
In the Breathing inventory do what you say you’ll do …this is showing r___
Reliability
289
In the braving inventory A___ is to own mistakes apologize and make amends
Accountability
290
In the braving inventory V___Means you should not share what is not yours. Do not create a counterfeit connection with___
Vault, gossip
291
In the braving inventory I___is showing and choosing courage over comfort work together with an I___Partner
Integrity
292
In the braving inventory N___Means we can all ask for help without fear of___
Non-judgment, judgment
293
In the braving inventory be G___and extend your most G___interpretation of possible intentions, words, actions of others
Generosity, generous
294
____–___is one of the first casualties when we fail or face disappointment
Self-trust
295
With learning to rise, if we don’t have the skills to get___ __, we may not risk___
Back up, falling
296
The ham fold over debacle was an example of making yourself the center of something that is
Not yours
297
The ___ Is to know that we are emotionally hooked and getting curious about something
Reckoning
298
During the reckoning we need to slow down, deep breath and get___about what’s happening don’t just ___ ___
Curious, armor up
299
Very few make it through the reckoning because instead of feeling emotions and getting curious people o___ them onto ___
Offload onto others
300
___is an offload strategy where you bury hurt and when touched we outburst and let them all out
Chandeliering 
301
Chandeliering is common in power-___situation’s
Over
302
B___ ___is an offloading strategy where the ego denies emotion and employs anger blame and avoidance
Bouncing hurt
303
Bouncing hurt involves S___Others
Shaming
304
___ ___is an offloading strategy and a popular form of armor 
Numbing hurt
305
___ ___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
Stockpiling hurt
306
The ___is the most difficult offloading strategy and involves masking pain with everything is great or just be positive
Umbridge
307
With the umbridge We don’t trust people who don’t seem to have ___ ___
Negative feelings
308
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
High-centering
309
Strategies for reckoning with emotion is to practice this type of breathing
Box
310
Practicing___is a strategy for reckoning with emotion where we create perspective and mindfulness while managing emotional reactivity
Calm
311
When rumbling, in the absence of data we make up ____ to self-_____
Stories, self – protect
312
Data gaps are often filled in with___
Fear
313
“A-ha, we solved it” keeps us away from getting the
Truth
314
You can limit conspiracy theories by giving___when you___and reassure you were giving what you___
Giving facts when you can and reassure you were giving what you can
315
A C___is a lie told honestly and ordinary mentally healthy people are prone to this
Confabulation
316
Systematic V___Is good or bad?
Systematic vulnerability is bad/not good
317
___ Vulnerability is the prerequisite for courageous leadership
Relational
318
the ___is the difference between what we make up and the truth we discover when ___
The Delta, rumbling
319
The___holds our key learnings
Delta
320
The ___Involves taking off armor, rumbling with vulnerability, living in two values, braving trust, learning to rise, claiming authorship of our stories
The revolution
321
Courage is R___
Rebellion
