Be Fearless

Be Fearless Plot Summary

Introduction

Jean Case's life story reads like a modern-day fairy tale, rising from humble beginnings in a small Midwest town aptly named Normal, Illinois, to become one of America's most influential philanthropists and business leaders. As the CEO of the Case Foundation and the first female Chairman of the National Geographic Society in its 130-year history, Jean has consistently championed the power of fearless innovation and inclusive entrepreneurship. What makes Jean's journey so compelling isn't just her remarkable rise to prominence, but how she's leveraged her success to empower others through philanthropic work and venture capitalism. Jean's life exemplifies what it means to embrace risk and pursue purpose with passion. Throughout her journey, she's demonstrated how breaking through comfort zones, learning from failure, and building unlikely partnerships can lead to extraordinary outcomes. From her early days working in the Reagan administration to helping build America Online into an internet giant, and later co-founding a foundation dedicated to investing in people and ideas that can change the world, Jean has consistently modeled the principles of fearless leadership. Her story provides invaluable insights into how we can all approach challenges with greater courage, resilience, and a commitment to making a positive impact.

Chapter 1: Humble Beginnings: Growing Up in Normal

Jean Case was quite literally born in Normal—Normal, Illinois, that is—a small Midwestern town in the heart of America's heartland. Growing up in the 1960s, Jean experienced a childhood typical of many in middle America at the time. Normal was a close-knit community where everyone knew each other, centered around Illinois State University, State Farm Insurance, and local businesses. For young Jean, the cornfields behind her backyard became her playground, where she would race through narrow rows between stalks, exploring the surrounding fields and streams with boundless curiosity. The stability of Jean's early childhood was disrupted when her parents divorced, leaving her mother as a single parent raising four children. With limited resources, her mother worked nights as a waitress to make ends meet while Jean's grandparents stepped in to help with childcare. These grandparents, German immigrants who had arrived in America on the eve of the Great Depression, embodied the American dream through hard work and perseverance. Despite not speaking English initially, they eventually became small business owners, running a hotel in Bloomington, Normal's twin city. It was in this hotel that Jean received her first glimpses of business life. She would sit behind the reception desk, pretending to be in charge, and learned that guests were more likely to make purchases when she was there. This early experience, coupled with watching her grandparents' tireless work ethic, planted seeds of entrepreneurship and service that would bloom later in her life. Her grandparents demonstrated that one could start with virtually nothing—no resources, connections, or even language skills—and still build lives of consequence through determination and grit. As Jean approached adolescence, her mother began to worry about the limited opportunities available in Normal. With remarkable courage, she made the bold decision to relocate the family to Fort Lauderdale, Florida—a thousand miles away where they knew no one. This move, which her mother framed as a grand adventure, would prove pivotal in Jean's development. The relocation taught Jean an important lesson about taking risks and leaving comfort zones behind in pursuit of greater opportunities, a principle that would guide her throughout her life. In Florida, Jean's educational journey took an unexpected turn when she received a scholarship to attend a new private school being started by a local Presbyterian church. This opportunity, which her mother could never have afforded otherwise, exposed Jean to mentors who would nurture her talents and expand her horizons. One such mentor was her sixth-grade teacher, Miss Neal, who recognized Jean's potential and took a special interest in the new student, often inventing reasons to spend time with her after class. These formative relationships would instill in Jean a deep appreciation for the power of education and mentorship to transform lives.

Chapter 2: Seizing Opportunity: Early Career and AOL Years

Jean's professional journey began with a series of fortuitous connections and bold choices. After high school, she secured an internship with Judge E. Clay Shaw Jr., who would later become a congressman. This experience provided her first exposure to a truly professional environment and taught her valuable lessons about presentation, communication, and workplace expectations. Judge Shaw became an important mentor, regularly checking in on her progress and encouraging her academic and professional development. His belief in her potential bolstered Jean's confidence and inspired her to aim higher. During her college years, Jean volunteered for Shaw's congressional campaign, which eventually led to a position on his staff when he was elected to Congress in 1980. This role opened doors to Washington, D.C., where Jean secured a position as a young political appointee in the Reagan administration. Though this seemed like the beginning of a promising political career, Jean's path took an unexpected turn when she discovered the emerging field of technology. What began as a temporary job at a tech startup to pay the rent soon revealed itself as a gateway to an industry that would redefine the modern world. The true turning point in Jean's career came when she joined America Online (AOL), then a fledgling company with a revolutionary vision: to democratize access to information and connect people across the globe through the internet. Jean quickly distinguished herself in marketing and business development, becoming one of only two women on the executive team. Despite occasionally feeling out of place among colleagues with more conventional credentials, Jean brought unique insights and a customer-focused perspective that proved invaluable as AOL sought to make the internet accessible to everyday Americans. During her tenure at AOL, Jean faced numerous challenges and made high-stakes decisions that helped shape the company's growth. When she first arrived, the internet was foreign to most Americans—only 3% were online, and they averaged just one hour of connection per week. Jean recalls frequent skepticism from potential customers who would ask, "Why would I ever need email?" or declare that their business had no need for an internet connection. Undeterred, Jean and the AOL team persisted in their vision, taking nine years to reach their first million customers—but then adding their second million in just seven months as adoption accelerated. Jean's role at AOL taught her the power of Big Bets—the audacity to pursue transformational ideas rather than incremental improvements. It also reinforced her belief in the democratizing potential of technology to level playing fields and create new opportunities. As AOL grew to carry 50% of the nation's internet traffic at its peak, Jean experienced firsthand how a small team with a bold vision could fundamentally reshape society. These experiences would later inform her approach to philanthropy and social entrepreneurship, convincing her that seemingly impossible challenges could be overcome with the right mix of innovation, collaboration, and fearless commitment.

Chapter 3: The Philanthropic Leap: Founding the Case Foundation

In 1997, at the height of AOL's success, Jean made a pivotal decision that would redefine her life's purpose. Together with her husband Steve, she left the corporate world to establish the Case Foundation. This wasn't simply about distributing wealth accumulated during the internet boom; it represented a fundamental shift in how Jean wanted to apply her talents and resources. The Foundation was conceived not as a traditional grant-making entity, but as what Jean called a "vibrant laboratory for change"—a place where innovative approaches to social challenges could be tested, refined, and scaled. From the outset, the Case Foundation distinguished itself with an entrepreneurial mindset rarely seen in philanthropy. Jean applied the lessons she had learned in the business world: the importance of taking calculated risks, embracing innovation, and focusing on measurable outcomes. Rather than merely funding existing programs, she sought to identify and support transformative ideas that could fundamentally change systems and create lasting impact. This approach reflected Jean's belief that philanthropy should be about more than alleviating symptoms; it should address root causes and catalyze sustainable solutions. One of the Foundation's early initiatives was investing in PlayPumps, an innovative technology that used children's merry-go-rounds to pump clean water in African villages. The project received widespread acclaim and was launched with great fanfare at the 2006 Clinton Global Initiative. However, as implementation progressed, serious challenges emerged that threatened the program's viability. Rather than quietly abandoning the project, Jean made the difficult but principled decision to publicly acknowledge its shortcomings in a piece titled "The Painful Acknowledgment of Coming Up Short." This transparency, unusual in the philanthropic world, established a precedent for honest assessment and learning from failure. The PlayPumps experience proved transformative for Jean and the Foundation. It led to the creation of "fail fests"—gatherings where partners could openly discuss setbacks and share lessons learned. Jean instituted a color-coded assessment system at the Foundation, with green indicating successful initiatives, yellow signaling those needing adjustments, and red flagging potential failures. Notably, Jean grew concerned when an annual review showed no red flags, believing this indicated the Foundation wasn't taking enough meaningful risks. This embrace of calculated risk-taking and learning from failure became hallmarks of the Case Foundation's approach. As the Foundation evolved, Jean increasingly focused on democratizing access to opportunity—especially in entrepreneurship. She recognized that venture capital and startup support disproportionately flowed to a narrow demographic, often excluding women, people of color, and those outside major coastal hubs. Through initiatives like the Inclusive Entrepreneurship movement and partnerships with organizations supporting diverse founders, Jean worked to ensure that innovative ideas could flourish regardless of who conceived them or where they originated. This commitment reflected her deep-seated belief that talent is universally distributed, even if opportunity is not.

Chapter 4: Be Fearless: Developing a Transformative Framework

The defining moment in Jean Case's philanthropic journey came when she distilled years of experience and observation into a cohesive philosophy she called "Be Fearless." After more than a decade of supporting changemakers across various sectors, Jean and her team at the Case Foundation embarked on a research project to identify what separated transformational breakthroughs from incremental improvements. They studied successful innovations in business, social enterprise, science, and public policy, looking for common threads that might explain how truly revolutionary changes occur. The result was the five Be Fearless principles: Make a Big Bet, Be Bold and Take Risks, Make Failure Matter, Reach Beyond Your Bubble, and Let Urgency Conquer Fear. Far from abstract concepts, these principles represented practical strategies that Jean had seen work repeatedly across different contexts. "Make a Big Bet" encouraged focusing on revolutionary rather than incremental change. "Be Bold and Take Risks" emphasized embracing discomfort and treating risk as research and development. "Make Failure Matter" recognized that setbacks are inevitable but can become valuable if their lessons are applied. "Reach Beyond Your Bubble" highlighted the importance of diverse perspectives and unlikely partnerships. Finally, "Let Urgency Conquer Fear" advised against overthinking and emphasized the power of decisive action. Jean didn't just articulate these principles; she lived them. When she spoke about making failure matter, she could point to her own experience with PlayPumps. When she discussed reaching beyond your bubble, she could reference her annual RV trips through small-town America, where she and her husband would explore communities far different from their Washington, D.C., circles. Each principle was grounded in real experience and tested through practical application. The Be Fearless framework quickly resonated beyond the walls of the Case Foundation. Jean began sharing these principles through speeches, articles, and workshops, finding that they struck a chord with audiences ranging from college students to corporate executives to nonprofit leaders. People responded to the framework's practicality and its emphasis on achievable action rather than innate talent or special advantages. As one audience member told Jean after a presentation, "These are things I can do!" What made the Be Fearless principles particularly powerful was their universal applicability. Though initially developed in the context of social innovation, they proved equally relevant to personal challenges, business ventures, artistic pursuits, and public service. A college student could apply them to launching a campus initiative, an entrepreneur could use them to guide a startup, and a mid-career professional could employ them to navigate a pivot. The principles didn't prescribe specific actions but rather offered a mindset and approach that could be adapted to diverse circumstances. As the Be Fearless framework gained traction, Jean began collecting stories of individuals who exemplified these principles—from well-known figures like Jeff Bezos and Jane Goodall to lesser-known changemakers like Jordyn Schara, who at fourteen created a nonprofit to safely dispose of prescription medications, or Salva Dut, who escaped civil war in Sudan and later returned to drill wells in his homeland. These stories served as powerful reminders that fearlessness isn't the absence of fear but rather the ability to act despite it, and that transformative change often begins with a single individual willing to take the first step.

Chapter 5: National Geographic and Beyond: Expanding Influence

In 2014, Jean Case's leadership journey took a historic turn when she was appointed Chairman of the Board of Trustees at the National Geographic Society—the first woman to hold this position in the organization's 130-year history. This role connected Jean to an institution whose mission of exploration, science, and storytelling aligned perfectly with her own passion for pushing boundaries and expanding horizons. Though National Geographic might seem worlds away from tech startups or philanthropy, Jean found deep resonance with its founding ethos of venturing into the unknown and sharing discoveries that could change perspectives. Jean's appointment came at a critical juncture for National Geographic, as traditional media organizations faced unprecedented challenges from digital disruption. Drawing on her technology background and business acumen, Jean helped guide the organization through a groundbreaking partnership with 21st Century Fox in 2015. This unlikely collaboration between a nonprofit and a major entertainment company raised eyebrows among traditionalists, but Jean recognized its potential to amplify National Geographic's reach while securing its financial future. The partnership enabled National Geographic content to reach nearly a billion people monthly while generating over $100 million annually to fund science, exploration, and education initiatives. At National Geographic, Jean found herself surrounded by modern-day exemplars of fearlessness—explorers, scientists, and photographers who routinely ventured into the world's most challenging environments to advance knowledge and awareness. She was particularly inspired by figures like Enric Sala, a marine ecologist who left academia to establish marine protected areas worldwide, and Sarah Parcak, who pioneered the use of satellite technology to discover archaeological sites and protect cultural heritage. These relationships deepened Jean's appreciation for the connection between exploration and innovation, reinforcing her belief that breakthroughs often come from venturing beyond comfortable boundaries. Jean's work with National Geographic also expanded her global perspective and environmental awareness. On expeditions to Antarctica, the Amazon, and remote marine ecosystems, she witnessed firsthand both the planet's remarkable diversity and its mounting challenges. One particularly moving experience came during a diving expedition to Cuba's Gardens of the Queens, where she encountered a pristine marine environment that offered a glimpse of what oceans might have looked like before human impacts. Such experiences strengthened her commitment to supporting conservation efforts and sustainable development alongside her work promoting innovation and entrepreneurship. Beyond National Geographic, Jean continued to expand her influence through strategic board service and public advocacy. She joined the boards of organizations like Accelerate Brain Cancer Cure (inspired by her brother-in-law's battle with the disease) and the White House Historical Association. She became an advisor to Georgetown University's Beeck Center for Social Impact & Innovation and Stanford's Center on Philanthropy and Civil Society. Through these diverse roles, Jean worked to cross-pollinate ideas across sectors and build bridges between different approaches to creating positive change. Throughout this period, Jean maintained her commitment to democratizing opportunity. Whether speaking to students at universities, addressing corporate leaders, or advising policymakers, she consistently emphasized that talent exists everywhere but opportunity does not. She challenged audiences to examine their blind spots, question conventional wisdom, and create pathways for diverse voices to contribute. This message carried special weight coming from someone who had herself risen from modest beginnings to positions of significant influence, demonstrating the potential that can be unleashed when barriers to opportunity are removed.

Chapter 6: Partnerships for Change: Building Unlikely Alliances

One of Jean Case's most distinctive contributions has been her ability to forge productive partnerships across traditional divides. Throughout her career, she has consistently demonstrated that significant breakthroughs often occur at the intersection of different perspectives, sectors, and areas of expertise. Rather than viewing differences as obstacles, Jean approaches them as potential assets that can generate creative solutions and expand impact. This approach was evident during the HIV/AIDS crisis of the early 2000s. In 2003, Jean participated in a pivotal White House meeting bringing together representatives from faith-based organizations, pharmaceutical companies, health NGOs, and government agencies to discuss President George W. Bush's proposed Emergency Plan for AIDS Relief (PEPFAR). The gathering included figures from across the political and ideological spectrum, many of whom had never collaborated before. Initial tensions were high, with conservative religious leaders concerned about contraception promotion and progressive health advocates skeptical of abstinence messaging. When the meeting reached an impasse, someone reminded the group, "People are dying even as we speak." This sobering reality shifted the dynamic from competition to collaboration, leading to a groundbreaking $15 billion commitment that has since saved millions of lives. Jean's partnership philosophy extends beyond high-profile initiatives to everyday practices. She frequently cites an African proverb: "If you want to go fast, go alone. If you want to go far, go together." This wisdom informs her approach to problem-solving, which typically begins with asking who else should be at the table and what perspectives might be missing. For Jean, this isn't merely about representation or inclusivity as abstract values; it's about practical effectiveness. She has seen repeatedly how diverse teams outperform homogeneous ones and how solutions developed with input from multiple stakeholders prove more resilient and sustainable. The impact investing movement represents another arena where Jean has championed unlikely partnerships. Traditional divisions between profit-seeking businesses and mission-driven nonprofits are increasingly blurred as companies incorporate social and environmental goals alongside financial ones. Jean has been at the forefront of this shift, advocating for investors to consider social impact alongside financial returns and encouraging philanthropists to explore market-based solutions to social challenges. Under her leadership, the Case Foundation has committed significant resources to building the impact investing ecosystem, supporting enterprises that deliver both social benefits and sustainable revenue. Jean's partnership approach extends to her personal practices as well. Each summer, she and her husband embark on RV road trips through small-town America, deliberately seeking out communities and perspectives different from those they typically encounter in Washington, D.C. These journeys have taken them to former mining towns in Pennsylvania, rural communities in the Midwest, and small villages along the Susquehanna River. Rather than viewing these trips as mere tourism, Jean approaches them as opportunities for learning and connection, engaging with local residents about their challenges, aspirations, and innovations. These experiences inform her understanding of American diversity and reinforce her commitment to supporting entrepreneurs and changemakers outside major coastal hubs. For Jean, building unlikely alliances requires more than good intentions; it demands specific skills and practices. These include authentic listening, suspending judgment, finding common ground, and maintaining focus on shared goals even when disagreements arise. It also requires recognizing and addressing power imbalances that can undermine true partnership. Through her writing, speaking, and example, Jean has helped countless organizations and individuals develop these capacities and realize the benefits of collaborative approaches to complex challenges.

Chapter 7: Failing Forward: Learning from Setbacks

Perhaps the most vulnerable and powerful aspect of Jean Case's leadership has been her willingness to openly discuss failure and model how setbacks can become stepping stones to greater success. In a philanthropic sector often reluctant to acknowledge when initiatives fall short, Jean has been refreshingly candid about her own missteps and the lessons they've yielded. This transparency has not only enhanced her credibility but has helped normalize failure as an inevitable part of meaningful innovation. The PlayPumps experience stands as the most prominent example of Jean's approach to failure. When it became clear that this widely celebrated water technology project wasn't achieving its intended impact despite significant investment and high-profile support, Jean faced a difficult choice. She could quietly redirect funding and hope the setback would go unnoticed, or she could publicly acknowledge the failure and share what she had learned. Choosing the latter path, Jean wrote a forthright piece titled "The Painful Acknowledgment of Coming Up Short." Though initially terrified to publish such an admission, she was surprised by the positive response it generated, with many peers thanking her for her honesty and expressing relief that someone had finally broken the sector's unspoken taboo against discussing failure. This experience catalyzed a broader shift in how the Case Foundation approached risk and assessment. Jean instituted a green-yellow-red evaluation system for all foundation initiatives, with "red" designations not as causes for punishment but as opportunities for learning and adjustment. When one annual review revealed no red flags, Jean expressed concern rather than satisfaction, recognizing that an absence of failure likely indicated insufficient risk-taking. This perspective transformed the organization's culture, encouraging staff to pursue bold ideas with the understanding that not all would succeed but all could provide valuable insights. Jean's comfort with failure wasn't innate but developed through experience. She often shares the story of her decision to leave a prestigious position at General Electric to join the then-unproven AOL, despite warnings from friends and family that she was making a terrible mistake. This risk ultimately led to extraordinary success, but it required overcoming significant fear and uncertainty. Similar pivots throughout her career have reinforced Jean's belief that the greatest regrets often come not from failures but from opportunities never pursued due to fear of failure. When speaking to audiences, particularly young people, Jean makes a point of sharing her "failure résumé"—the setbacks, disappointments, and wrong turns that rarely appear in official biographies but have been crucial to her development. She quotes the Japanese proverb, "Fall down seven times; get up eight," emphasizing that resilience isn't about avoiding falls but about consistently rising afterward. This message resonates deeply with students and emerging leaders, who often face intense pressure to appear perfect and fear that any misstep will permanently derail their aspirations. Jean's approach to failure connects directly to her belief in the importance of experimentation and learning. She frequently references Thomas Edison's famous response when asked about his thousands of unsuccessful attempts to create a working lightbulb: "I haven't failed. I've just found ten thousand ways that won't work." This perspective reframes failure not as a terminal event but as a data point in an ongoing process of discovery and refinement. It's an approach Jean has applied not only to her philanthropic work but to her personal development, whether learning new skills or navigating challenging relationships. By modeling constructive responses to failure, Jean has helped countless individuals and organizations develop greater resilience and adaptability. Her example demonstrates that acknowledging setbacks doesn't diminish credibility but enhances it, creating space for authentic learning and growth. In a rapidly changing world where past solutions often prove inadequate for emerging challenges, this capacity to learn from failure may be among the most valuable skills any leader can cultivate.

Summary

Jean Case's journey from a small Midwestern town to pioneering leadership in technology, philanthropy, and exploration embodies the very principles of fearlessness she champions. Her life's work offers a profound insight: transformative change doesn't require extraordinary genius or privileged beginnings—it demands the courage to pursue big ideas despite uncertainty, the resilience to learn from inevitable setbacks, and the wisdom to build bridges across differences. Jean has consistently demonstrated that what separates those who create breakthrough impacts from those who don't isn't access to resources or special talents, but rather a mindset that embraces risk, values diverse perspectives, and refuses to let fear dictate decisions. For those seeking to create meaningful change in their own spheres, Jean's example provides clear guidance: start where you are with what you have; build diverse teams and partnerships; treat failure as education rather than defeat; and maintain focus on purpose rather than accolades. Her approach is particularly relevant in our current era of complex, interconnected challenges that resist conventional solutions. Whether you're a budding entrepreneur, a community organizer, a corporate innovator, or simply someone seeking greater purpose and impact, Jean Case's fearless philosophy offers a practical framework for moving from aspiration to action and transforming bold visions into tangible reality.

About Author

Loading...

Jean Case

Read more