Home>Homework Answsers>Nursing homework helpLeadershipmanagementSee attacheda month ago30.05.202525Report issuefiles (2)DaringLeadershipAssessmentResults-DareToLeadDareToLead.PDFScreenshot_20250529_194249_Chrome.jpgDaringLeadershipAssessmentResults-DareToLeadDareToLead.PDFYOUR SCORES FOR EACH SET OF SKILLS ARE SHOWN BELOW.The Daring Leadership Assessment reviews strengths and opportunities for growthin the four courage-building skill sets. Possible scores for each skill set range from0-10. The assessment report serves as a guide to areas where:You have strengths (scores ≥ 8).You have both strengths and opportunities for growth (scores ≥ 5 and <8).You have solid opportunities for growth (scores < 5).For each of the four skill areas, we’ll share some quick learnings, and direct you torelevant sections in Dare to Lead for additional tools, skill development ideas, andpractice suggestions.Rumbling with Vulnerability: 8.8/10Rumbling with vulnerability is one of your strengths. You have built a solidfoundation for your courage-building skills. Stay brave, stay curious, and keeplearning!Vulnerability is the emotion that we experience during times of uncertainty, risk, andemotional exposure. It’s having the courage to show up, fully engage, and be seenwhen you can’t control the outcome.The willingness and ability to rumble with vulnerability is the foundational skill ofcourage-building. Without this core skill, the other three skill sets are impossible toput into practice. Consider this carefully: Our ability to be daring leaders will neverbe greater than our capacity for vulnerability.Most of us didn’t grow up believing vulnerability was courageous, so our firstchallenge is overcoming the myths we’ve learned over the years. Myths like thinkingwe can opt out of vulnerability, or that we can engineer the uncertainty anddiscomfort out of vulnerability, or simply that vulnerability is weakness. Exercise #2from our free downloadable workbook will walk you through this.The second step is developing the skills and grounded confidence to stay invulnerability when it feels overwhelming. Many of us either avoid vulnerablesituations, armor up for them, or completely tap out when it gets too uncomfortableor awkward. Building grounded confidence means developing all of the skills andpractices explored in Part One, Sections One through Five in Dare to Lead. It’s halfthe book because it’s that important. It’s also half of the exercises in thedownloadable workbook.Living Into Your Values: 10.0/10Living into your values is one of your strengths. You’re practicing your values,not just professing them. That’s the core of integrity. Stay strong and keeppracticing–this is constant work.A value is a way of being or believing that we hold most important. Living into yourvalues requires a clear understanding of your core values, having a strong sense ofthe behaviors that are in alignment with those values, recognizing when yourbehavior is out of alignment, and course-correcting as needed.When we’re vulnerable, we will face self-doubt, hurtful comments, and fear. Ourclarity of values is the essential support during these difficult times. If we don’t haveour values to remind us why we’re being courageous, the cynics and the critics canbring us to our knees.Living into our values means that we do more than profess our values, we practicethem. We walk our talk—we are clear about what we believe and hold important,and we take care that our intentions, words, thoughts, and behaviors align withthose beliefs.More information about the importance of living into our values and aligning withorganizational values as well as teaching on how to build this skill set can be foundin Dare to Lead, Part Two.Braving Trust: 8.4/10Braving trust is one of your strengths. This means that you’re hitting high scoreson all seven of the trust elements (BRAVING). This can change with differentdemands and relationships, so keep practicing!Trust is built in small gestures and over time. It is an iterative process between twopeople or within a team that is based on behaviors in seven specific areas. Theseareas are captured by the acronym BRAVING (Boundaries, Reliability, Accountability,Vault, Integrity, Nonjudgment, and Generosity).Because talking about trust is tough, and because these conversations have thepotential to go sideways fast, we often avoid the rumble. And that’s even moredangerous. First, when we’re struggling with trust and don’t have the tools or skillsto talk about it directly with the person involved, it leads us to talk about peopleinstead of to them. Second, trust is the glue that holds teams and organizationstogether. We ignore trust issues at the expense of our own performance, and alsoat the expense of our team’s and organization’s success.The BRAVING Inventory download is a great place to start working on building trust.It includes more definitions of the seven trust elements. Specific skills practice forbraving trust can be found in Dare to Lead, Part Three.Learning to Rise: 9.6/10Learning to rise is one of your strengths. Keep challenging the narratives thatget in the way of learning from setbacks. And, share your rising skills withcolleagues and team members. It’s a contagious skill.The Learning to Rise process is about getting up from our falls, overcoming ourmistakes, and facing setbacks in a way that brings more learning and strength. Astough as it is, the payoff is huge: When we have the courage to walk into our hardexperiences of failure and disappointment, and own those stories, we get to writethe ending. And when we don’t own our stories of failure, setbacks, and hurt—theyown us.Our research shows that leaders who are trained in rising skills as part of acourage-building program are more likely to engage in courageous behaviorshttps://brenebrown.com/resources/the-braving-inventory/because they know how to get back up after taking risks and being brave.The Learning to Rise process involves learning from setbacks and disappointmentsand applying key learnings to future situations. Finding the key learnings dependson recognizing and getting curious about emotion and comparing the story in ourheads with the facts.Mistakes, failures, and setbacks provide key learnings for the future, we just have tobe brave enough to own the story.Specific skills practice for learning to rise can be found in Dare to Lead, Part Four.Screenshot_20250529_194249_Chrome.jpgThis file is too large to display.View in new windowScreenshot_20250529_194249_Chrome.jpgThis file is too large to display.View in new windowDaringLeadershipAssessmentResults-DareToLeadDareToLead.PDFYOUR SCORES FOR EACH SET OF SKILLS ARE SHOWN BELOW.The Daring Leadership Assessment reviews strengths and opportunities for growthin the four courage-building skill sets. Possible scores for each skill set range from0-10. The assessment report serves as a guide to areas where:You have strengths (scores ≥ 8).You have both strengths and opportunities for growth (scores ≥ 5 and <8).You have solid opportunities for growth (scores < 5).For each of the four skill areas, we’ll share some quick learnings, and direct you torelevant sections in Dare to Lead for additional tools, skill development ideas, andpractice suggestions.Rumbling with Vulnerability: 8.8/10Rumbling with vulnerability is one of your strengths. You have built a solidfoundation for your courage-building skills. Stay brave, stay curious, and keeplearning!Vulnerability is the emotion that we experience during times of uncertainty, risk, andemotional exposure. It’s having the courage to show up, fully engage, and be seenwhen you can’t control the outcome.The willingness and ability to rumble with vulnerability is the foundational skill ofcourage-building. Without this core skill, the other three skill sets are impossible toput into practice. Consider this carefully: Our ability to be daring leaders will neverbe greater than our capacity for vulnerability.Most of us didn’t grow up believing vulnerability was courageous, so our firstchallenge is overcoming the myths we’ve learned over the years. Myths like thinkingwe can opt out of vulnerability, or that we can engineer the uncertainty anddiscomfort out of vulnerability, or simply that vulnerability is weakness. Exercise #2from our free downloadable workbook will walk you through this.The second step is developing the skills and grounded confidence to stay invulnerability when it feels overwhelming. Many of us either avoid vulnerablesituations, armor up for them, or completely tap out when it gets too uncomfortableor awkward. Building grounded confidence means developing all of the skills andpractices explored in Part One, Sections One through Five in Dare to Lead. It’s halfthe book because it’s that important. It’s also half of the exercises in thedownloadable workbook.Living Into Your Values: 10.0/10Living into your values is one of your strengths. You’re practicing your values,not just professing them. That’s the core of integrity. Stay strong and keeppracticing–this is constant work.A value is a way of being or believing that we hold most important. Living into yourvalues requires a clear understanding of your core values, having a strong sense ofthe behaviors that are in alignment with those values, recognizing when yourbehavior is out of alignment, and course-correcting as needed.When we’re vulnerable, we will face self-doubt, hurtful comments, and fear. Ourclarity of values is the essential support during these difficult times. If we don’t haveour values to remind us why we’re being courageous, the cynics and the critics canbring us to our knees.Living into our values means that we do more than profess our values, we practicethem. We walk our talk—we are clear about what we believe and hold important,and we take care that our intentions, words, thoughts, and behaviors align withthose beliefs.More information about the importance of living into our values and aligning withorganizational values as well as teaching on how to build this skill set can be foundin Dare to Lead, Part Two.Braving Trust: 8.4/10Braving trust is one of your strengths. This means that you’re hitting high scoreson all seven of the trust elements (BRAVING). This can change with differentdemands and relationships, so keep practicing!Trust is built in small gestures and over time. It is an iterative process between twopeople or within a team that is based on behaviors in seven specific areas. Theseareas are captured by the acronym BRAVING (Boundaries, Reliability, Accountability,Vault, Integrity, Nonjudgment, and Generosity).Because talking about trust is tough, and because these conversations have thepotential to go sideways fast, we often avoid the rumble. And that’s even moredangerous. First, when we’re struggling with trust and don’t have the tools or skillsto talk about it directly with the person involved, it leads us to talk about peopleinstead of to them. Second, trust is the glue that holds teams and organizationstogether. We ignore trust issues at the expense of our own performance, and alsoat the expense of our team’s and organization’s success.The BRAVING Inventory download is a great place to start working on building trust.It includes more definitions of the seven trust elements. Specific skills practice forbraving trust can be found in Dare to Lead, Part Three.Learning to Rise: 9.6/10Learning to rise is one of your strengths. Keep challenging the narratives thatget in the way of learning from setbacks. And, share your rising skills withcolleagues and team members. It’s a contagious skill.The Learning to Rise process is about getting up from our falls, overcoming ourmistakes, and facing setbacks in a way that brings more learning and strength. Astough as it is, the payoff is huge: When we have the courage to walk into our hardexperiences of failure and disappointment, and own those stories, we get to writethe ending. And when we don’t own our stories of failure, setbacks, and hurt—theyown us.Our research shows that leaders who are trained in rising skills as part of acourage-building program are more likely to engage in courageous behaviorshttps://brenebrown.com/resources/the-braving-inventory/because they know how to get back up after taking risks and being brave.The Learning to Rise process involves learning from setbacks and disappointmentsand applying key learnings to future situations. Finding the key learnings dependson recognizing and getting curious about emotion and comparing the story in ourheads with the facts.Mistakes, failures, and setbacks provide key learnings for the future, we just have tobe brave enough to own the story.Specific skills practice for learning to rise can be found in Dare to Lead, Part Four.Screenshot_20250529_194249_Chrome.jpgThis file is too large to display.View in new windowDaringLeadershipAssessmentResults-DareToLeadDareToLead.PDFYOUR SCORES FOR EACH SET OF SKILLS ARE SHOWN BELOW.The Daring Leadership Assessment reviews strengths and opportunities for growthin the four courage-building skill sets. Possible scores for each skill set range from0-10. The assessment report serves as a guide to areas where:You have strengths (scores ≥ 8).You have both strengths and opportunities for growth (scores ≥ 5 and <8).You have solid opportunities for growth (scores < 5).For each of the four skill areas, we’ll share some quick learnings, and direct you torelevant sections in Dare to Lead for additional tools, skill development ideas, andpractice suggestions.Rumbling with Vulnerability: 8.8/10Rumbling with vulnerability is one of your strengths. You have built a solidfoundation for your courage-building skills. Stay brave, stay curious, and keeplearning!Vulnerability is the emotion that we experience during times of uncertainty, risk, andemotional exposure. It’s having the courage to show up, fully engage, and be seenwhen you can’t control the outcome.The willingness and ability to rumble with vulnerability is the foundational skill ofcourage-building. Without this core skill, the other three skill sets are impossible toput into practice. Consider this carefully: Our ability to be daring leaders will neverbe greater than our capacity for vulnerability.Most of us didn’t grow up believing vulnerability was courageous, so our firstchallenge is overcoming the myths we’ve learned over the years. Myths like thinkingwe can opt out of vulnerability, or that we can engineer the uncertainty anddiscomfort out of vulnerability, or simply that vulnerability is weakness. Exercise #2from our free downloadable workbook will walk you through this.The second step is developing the skills and grounded confidence to stay invulnerability when it feels overwhelming. Many of us either avoid vulnerablesituations, armor up for them, or completely tap out when it gets too uncomfortableor awkward. Building grounded confidence means developing all of the skills andpractices explored in Part One, Sections One through Five in Dare to Lead. It’s halfthe book because it’s that important. It’s also half of the exercises in thedownloadable workbook.Living Into Your Values: 10.0/10Living into your values is one of your strengths. You’re practicing your values,not just professing them. That’s the core of integrity. Stay strong and keeppracticing–this is constant work.A value is a way of being or believing that we hold most important. Living into yourvalues requires a clear understanding of your core values, having a strong sense ofthe behaviors that are in alignment with those values, recognizing when yourbehavior is out of alignment, and course-correcting as needed.When we’re vulnerable, we will face self-doubt, hurtful comments, and fear. Ourclarity of values is the essential support during these difficult times. If we don’t haveour values to remind us why we’re being courageous, the cynics and the critics canbring us to our knees.Living into our values means that we do more than profess our values, we practicethem. We walk our talk—we are clear about what we believe and hold important,and we take care that our intentions, words, thoughts, and behaviors align withthose beliefs.More information about the importance of living into our values and aligning withorganizational values as well as teaching on how to build this skill set can be foundin Dare to Lead, Part Two.Braving Trust: 8.4/10Braving trust is one of your strengths. This means that you’re hitting high scoreson all seven of the trust elements (BRAVING). This can change with differentdemands and relationships, so keep practicing!Trust is built in small gestures and over time. It is an iterative process between twopeople or within a team that is based on behaviors in seven specific areas. Theseareas are captured by the acronym BRAVING (Boundaries, Reliability, Accountability,Vault, Integrity, Nonjudgment, and Generosity).Because talking about trust is tough, and because these conversations have thepotential to go sideways fast, we often avoid the rumble. And that’s even moredangerous. First, when we’re struggling with trust and don’t have the tools or skillsto talk about it directly with the person involved, it leads us to talk about peopleinstead of to them. Second, trust is the glue that holds teams and organizationstogether. We ignore trust issues at the expense of our own performance, and alsoat the expense of our team’s and organization’s success.The BRAVING Inventory download is a great place to start working on building trust.It includes more definitions of the seven trust elements. Specific skills practice forbraving trust can be found in Dare to Lead, Part Three.Learning to Rise: 9.6/10Learning to rise is one of your strengths. Keep challenging the narratives thatget in the way of learning from setbacks. And, share your rising skills withcolleagues and team members. It’s a contagious skill.The Learning to Rise process is about getting up from our falls, overcoming ourmistakes, and facing setbacks in a way that brings more learning and strength. Astough as it is, the payoff is huge: When we have the courage to walk into our hardexperiences of failure and disappointment, and own those stories, we get to writethe ending. And when we don’t own our stories of failure, setbacks, and hurt—theyown us.Our research shows that leaders who are trained in rising skills as part of acourage-building program are more likely to engage in courageous behaviorshttps://brenebrown.com/resources/the-braving-inventory/because they know how to get back up after taking risks and being brave.The Learning to Rise process involves learning from setbacks and disappointmentsand applying key learnings to future situations. Finding the key learnings dependson recognizing and getting curious about emotion and comparing the story in ourheads with the facts.Mistakes, failures, and setbacks provide key learnings for the future, we just have tobe brave enough to own the story.Specific skills practice for learning to rise can be found in Dare to Lead, Part Four.Screenshot_20250529_194249_Chrome.jpgThis file is too large to display.View in new window12Bids(52)PROVEN STERLINGMiss DeannaDr. Ellen RMEmily ClareMathProgrammingDr. Aylin JMMISS HILLARY A+Dr Michelle Ellaabdul_rehman_STELLAR GEEK A+ProWritingGuruProf. TOPGRADEfirstclass tutorProf Double RDr. Adeline Zoesherry proffPremiumnicohwilliamIsabella HarvardMUSYOKIONES A+Show All Bidsother Questions(10)FOR PERFECT PROF ONLYMKTG 420 Salesmenship All Quizzes Week 2,4,6 Devry"Project Management" Please respond to the following:info technologyRead case for chapter 8 and write page and half.What is the auditor's responsibility if, in using the Codificationeconomics.phyllis young LOG 490 Case 3Psychology reaction paper. 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