Molly Graham

for a team to take risks or an individual to like put themselves out there and try things that are scary or they might not be good at or to advocate for something.

And a bad manager is someone that like can make everything inside of that feel risky or like your whole reputation is on the line.

Do you think safety is sort of like a part of what great managers create?

Yeah.

But I am curious because not everyone in the world has done the work to think through what does it mean to be a manager?

What does it mean to get the most out of the team?

And I think a lot of people are trapped in work situations where a manager makes things feel unsafe or makes things –

a lot of those day-to-day risks that you talk about feel scary, including giving feedback or setting a boundary or saying, I'm not going to work at night.

Some of that can feel like your job or your reputation or to your point about performance reviews, that's on the line.

How do you think about risk in a situation like that?

How do you actually influence or work with or how would you tell someone to think about risk in that situation?

Julie said so many brilliant things that I want to remember.

One is something I believe that is still kind of blowing my mind, which was the difference between fearlessness and courage.

Because sometimes I think we think like, oh, the goal is to be fearless.

But she defined that as acting without fear, which can actually be reckless, right?

To not be afraid of things that are actually scary.

But she said that courage is being aware of your fear, being aware of the consequences of what could happen that's bad, but still acting because it's important and because there's this positive shared purpose that you're trying to build towards.

And that makes you realize that the goal is courage, right?

The goal is to have the courage to do the things that are important.

And wouldn't we all be a little bit better off if we did that every day or every year?