Danielle Lee: Courage Is a Leadership Skill, Not a Personality Trait

Many leadership challenges are framed as questions of strategy, communication, or influence. Danielle Lee, former Chief Fan Officer at the National Basketball Association and former executive at Spotify and AT&T, believes many of them begin somewhere more personal: our willingness to have the conversations we'd rather avoid.

Speaking to a recent LEAP Essentials class, Danielle explored Clear the Path, one of the Virtuosi League Six Pillars of Leadership. Her message was that great leaders clear obstacles by removing external barriers, and by developing the courage to address the internal ones that prevent progress.

The Catalyst

Most leaders can recognize the conversation they need to have. They know when expectations are unclear, relationships have become strained, or their own voice has gone quiet. Though we know when these variables are weighing on us, the challenge lies in finding the courage to fully step into these moments.

Danielle shared one of those moments from her own career. Following a company reorganization, she found herself reporting to a new manager, and the relationship quickly became difficult. Rather than allowing assumptions and frustration to grow, she decided to address the tension directly. Her opening was remarkably simple: "It's been a few weeks since we've been working together, and I feel like we're missing each other."

That conversation changed the relationship. Her manager admitted he had been struggling personally, apologized, and the two began rebuilding trust. Danielle's willingness to speak first created the space for honesty that neither person had been experiencing.

The lesson extends well beyond one difficult period in a relationship. Leadership often stalls because people wait for discomfort to disappear before taking action. Danielle argues that meaningful progress usually begins by stepping into the discomfort instead. As she said plainly: “Do it scared.”

The Approach

While courage is often described as a personality trait, Danielle approaches it as a skill that can be developed through preparation, practice, and intentional action.

She illustrated this with another defining experience. After receiving an unexpectedly poor performance review, her first instinct was emotional. But instead of reacting immediately, she paused, spent time with her executive coach, gathered evidence, clarified what she wanted from the conversation, and returned a week later prepared to advocate for herself.

Preparation transformed what could have become a defensive confrontation into a productive discussion. As Danielle reflected, leaders should never enter difficult conversations hoping the other person will simply understand their perspective. They need to arrive with clarity about the facts, the desired outcome, and the questions they want answered.

Danielle also challenged participants to examine the quieter ways they hold themselves back, unintentionally creating obstacles for themselves. Early in her career, she often found herself sitting silently in executive meetings, intimidated by the experience around the table. During one meeting, a senior colleague pulled her aside afterward and asked why she wasn’t talking. Hearing that her perspective was necessary was a pivotal moment for her.

While many leaders assume silence protects them from making mistakes, Danielle suggests it often creates a different risk. When we choose not to contribute, others fill in the blanks about what we think, what we know, and what we're capable of contributing. Speaking up may feel uncomfortable, but it also allows others to benefit from perspectives that would otherwise remain unheard.

Follow Danielle's approach to tackling conflict with empathy and courage:

• Clarity first. Before entering a tough conversation, take time to understand the root issue, not just the symptoms.
• Listen with intent. Start with the other person’s perspective. When people feel heard first, they’re more open to hearing you.
• Be vulnerable. Use simple, disarming openers like: “It’s been a few weeks…I feel like we could be working together better. How do you think things are going?”
• Align on ambition. Reframe conflict in the context of shared goals, reminding everyone of the bigger picture.
• Follow through. Don't leave conversations hanging; check back in to ensure progress sticks.

The Takeaway

Clearing the path often starts with ourselves: removing the personal barriers that prevent leaders from showing up at its best. Difficult conversations, honest feedback, and visible participation all require courage, but they also build trust, strengthen relationships, and create momentum that avoidance rarely produces.

Danielle's framework reminds us that courage belongs to leaders who prepare well, speak honestly, and choose action even through periods of uncertainty. Those decisions, repeated over time, become the foundation for stronger teams, healthier relationships, and more effective leadership.

About Danielle Lee

Danielle Lee has served as Chief Fan Officer at the National Basketball Association and held executive roles at Spotify and AT&T. Throughout her career, she has led marketing, growth, and fan engagement for some of the world's most recognized brands while championing courageous, authentic leadership.