“I define a leader as anyone who takes responsibility for finding the potential in people and processes, and who has the courage to develop that potential […] we desperately need more leaders who are committed to courageous, whole-hearted leadership and who are self-aware enough to lead from their hearts, rather than unevolved leaders who lead from hurt and fear.”

Brown describes the attributes of positive leaders, contrasting them with people who lead from “hurt and fear.” This quotation sets up her book to explore the specific skills the reader should develop to become “courageous, whole-hearted” leaders.

“The true underlying obstacle to brave leadership is how we respond to our fear. The real barrier to daring leadership is our armor—the thoughts, emotions, and behaviors that we use to protect ourselves when we aren’t willing and able to rumble with vulnerability.”

Brown introduces the concept of “armor” which she uses to illustrate people’s defensive behaviors. She argues that while this armor can make us feel more protected from criticism or failure, it ultimately prevents us from being able to communicate openly and create positive understanding with others.

“Trust is the stacking and layering of small moments and reciprocal vulnerability over time. Trust and vulnerability grow together, and to betray one is to destroy both.”

Brown argues that vulnerability is not possible without trust, and that these experiences develop slowly over time. She builds on this idea to explain that trust can be built through small, everyday moments of connection, and will help both parties be able to communicate vulnerably.