Finally, sustaining courage requires systems, not heroics. Onboarding should teach stories of when speaking up saved a project; retrospectives should ritualize learning over blame; leaders should schedule skip-levels and ask the same open, repeatable questions. Training in feedback, bystander intervention, and inclusive facilitation keeps muscles warm. Over time, these routines outlast any one executive, making belonging self-reinforcing. In that sense, Brown’s provocation becomes a blueprint: leaders do not manufacture people’s identities—they remove the fear that hides them, so teams can do the best work of their lives, together. [...]
