Your teams hold back exactly where they should push. Initiatives stay in drawers, ideas die in meetings, and collective caution costs more than the risk itself. Courage is one of the five topics in the keynote by Domitille Kiger, skydiving world champion. Her subject: daring inside a company without tipping into recklessness, by telling the risks that destroy from the risks that propel.
Your teams hold back exactly where they should push. Collective caution kills innovation more reliably than risk does. Initiatives stay in drawers, ideas die in meetings, and daring retreats because nobody knows clearly what is permitted. Waiting for the perfect moment becomes a polite way of never deciding.
At the other end, a team that dares without a frame mistakes courage for haste. It takes risks that put it in danger while believing it is being bold. Between the two, the same thing is almost always missing: a shared criterion for settling, at the moment of decision, what is genuinely worth attempting.
Courage is not the opposite of caution. It is the opposite ofrecklessness.
Daring is not taking every risk, it is taking the right ones. A fatal risk endangers what cannot be replayed: the structure, the reputation, the people. It gets eliminated. A vital risk is the one without which you do not progress, you do not innovate. It gets taken, and taken fully. Courage is knowing which is which before you jump.
This is the knot at the heart of risk taking in business : the fear of getting it wrong pushes you to brake everything, the urge to move pushes you to try everything. The fatal / vital triage breaks that false dilemma.
Domitille brings across her field method, built over more than 10 years of world records. Three pillars. For courage, the clarity of the Flight Plan and the trust of the Parachute carry most of the weight.
Daring starts with a base of reason. Before you jump, you look honestly: if this risk pays off, what does that look like? If it fails, can I carry the consequences? That clear frame separates the risk worth taking from the one that is not.
Nobody takes a risk in a vacuum. Self confidence, and above all the confidence a team has in itself, sets how far it can dare. Psychological safety does not weaken courage, it makes it possible.
People dare further for a goal bigger than themselves. Intent and a reason to act give the energy to take the risks that count. Without that why, courage stops at the first obstacle.
That clarity is nothing cold, it frees people. A team that knows what it refuses dares far more openly on everything else. The frame does not curb courage, it gives it safe ground to unfold on.
Domitille has 10,000 jumps and 10 world records. And still: “I decided not to BASE jump because I did not want to die.” That is exactly what sets her apart. An expert in extreme risk, obsessed with eliminating the ones that cannot be replayed. Her courage is not a stage posture, it is a daily practice with zero margin for error.
That is what makes her credible in front of an executive committee: she does not sell a taste for risk, she teaches the triage. For an audience of leaders, useful courage is never the absence of fear, it is the ability to decide in spite of it, knowing exactly what is at stake.
Her energy pushed everyone to dare without reckless risk, to progress in small steps, to build confidence individually and collectively.
Domitille explores this clear eyed relationship to risk in several episodes, among them Les Nouvelles Héroïnes and Pourquoi pas moi, where she describes how fear gets overcome by acting, not by waiting.
By giving your teams a shared criterion for sorting. Initiative becomes safe when everyone can tell a fatal risk, to be eliminated, from a vital risk, to be dared. A keynote on courage installs that shared language, then the RECORD Protocol turns it into a decision method rather than a question of temperament.
Recklessness takes risks without seeing them. Courage takes them having looked them in the face. Domitille Kiger, skydiving world champion, is the living example: 10,000 jumps, and a deliberate refusal to BASE jump. Truly daring means knowing what you are putting on the line before you decide.
No. A room that gets fired up comes back down on Monday. Domitille's session rests on a method drawn from 10 world records, not on a stage effect. Teams leave with a decision frame they can reuse, not only with enthusiasm. The emotion creates the click, the method anchors the change.
Part of it is set early, in the confidence built over a lifetime. But not everything is settled there: the capacity to dare can be worked on, through steps, a circle of trust and a clear intent. Courage is not a fixed trait, it is a collective skill that gets cultivated.
Courage is the umbrella topic of the keynote: it is the promise itself. The four others are facets of it, carried by the same mechanism, telling the risks that destroy from the risks that propel, and by the same method, the RECORD Protocol.
An in depth brief to understand where your teams hold back and to build a tailored session that leaves them a real decision frame.
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