Traveler, there is no path, the path must be forged as you walk.

As I started writing down the answers to these questions, I realized that they sounded like a mandate; a manifesto. Here’s what emerged from these questions:

Vulnerability is at the heart of the feedback process.

The four best strategies for building shame-resilient organizations are: Supporting leaders who are willing to dare greatly and facilitate honest conversations about shame and cultivate shame-resilient cultures. Facilitating a conscientious effort to see where shame might be functioning in the organization and how it might even be creeping into the

Shame can only rise so far in any system before people disengage to protect themselves. When we’re disengaged, we don’t show up, we don’t contribute, and we stop caring.

Make no mistake: Rehumanizing work and education requires courageous leadership. Honest conversations about vulnerability and shame are disruptive. The reason that we’re not having these conversations in our organizations is that they shine light in the dark corners. Once there is language, awareness, and understanding, turning back is almost

Out of Our Minds: Learning to be Creative, Robinson writes, “However seductive the machine metaphor may be for industrial production, human organizations are not actually mechanisms and people are not components in them. People have values and feelings, perceptions, opinions, motivations, and biographies, whereas cogs and sprockets do not. An

No corporation or school can thrive in the absence of creativity, innovation, and learning, and the greatest threat to all three of these is disengagement.

“There are times when you can ask questions or challenge ideas, but if you’ve got a teacher that doesn’t like that or the kids in the class make fun of people who do that, it’s bad. I think most of us learn that it’s best to just keep your head down, your mouth shut, and your grades high.”