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Business. Psychology. Self-Improvement. Nonfiction. HTML:#1 NEW YORK TIMES BESTSELLER • Brené Brown has taught us what it means to dare greatly, rise strong, and brave the wilderness. Now, based on new research conducted with leaders, change makers, and culture shifters, she’s showing us how to put those ideas into practice so we can step up and lead. Don’t miss the five-part HBO Max docuseries Brené Brown: Atlas of the Heart! NAMED ONE OF THE BEST BOOKS OF THE YEAR BY BLOOMBERG Leadership is not about titles, status, and wielding power. A leader is anyone who takes responsibility for recognizing the potential in people and ideas, and has the courage to develop that potential. When we dare to lead, we don’t pretend to have the right answers; we stay curious and ask the right questions. We don’t see power as finite and hoard it; we know that power becomes infinite when we share it with others. We don’t avoid difficult conversations and situations; we lean into vulnerability when it’s necessary to do good work. But daring leadership in a culture defined by scarcity, fear, and uncertainty requires skill-building around traits that are deeply and uniquely human. The irony is that we’re choosing not to invest in developing the hearts and minds of leaders at the exact same time as we’re scrambling to figure out what we have to offer that machines and AI can’t do better and faster. What can we do better? Empathy, connection, and courage, to start. Four-time #1 New York Times bestselling author Brené Brown has spent the past two decades studying the emotions and experiences that give meaning to our lives, and the past seven years working with transformative leaders and teams spanning the globe. She found that leaders in organizations ranging from small entrepreneurial startups and family-owned businesses to nonprofits, civic organizations, and Fortune 50 companies all ask the same question: How do you cultivate braver, more daring leaders, and how do you embed the value of courage in your culture? In this new book, Brown uses research, stories, and examples to answer these questions in the no-BS style that millions of readers have come to expect and love. Brown writes, “One of the most important findings of my career is that daring leadership is a collection of four skill sets that are 100 percent teachable, observable, and measurable. It’s learning and unlearning that requires brave work, tough conversations, and showing up with your whole heart. Easy? No. Because choosing courage over comfort is not always our default. Worth it? Always. We want to be brave with our lives and our work. It’s why we’re here.” Whether you’ve read Daring Greatly and Rising Strong or you’re new to Brené Brown’s work, this book is for anyone who wants to step up and into brave leadership.… (more)
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The influx of women into the American workplace has changed workplace dynamics. This book – whose topic could not have even been conceived of fifty years ago – is further evidence of that. Top-down leadership is out while developing a flatter, healthier workplace environment is in.
I think we, both men and women, owe a lot to those, like Brown, who are acting to change workplace environments. I appreciate Brown’s emphasis on direct truth-speaking while she encourages us not to wander into “brutal” truth-speaking. She responsibly advises us to manage and express our emotions in a healthier way. In terms of values, she admonishes her readers to choose courage over comfort.
These concepts apply to either gender, but it is hard to read Brown’s words without considering the prism of gender. Feelings are human and not the sole possession of either men or women. However, their expression in social climates certainly tests one’s competency in gender issues. While I seek to be a male who is in touch with his feelings, I cannot imagine this book being written by a male who is not a therapist. But that’s a good thing. We need diverse voices to make our workplaces better.
This book’s greatest strength consists of taking away one’s emotional “armor” (accrued through years of unhealthy work experiences) and endeavoring to make the reader more emotionally engaged. One can see Brown’s expertise in the area of personal vulnerability. I’d like to hear more from Brown about how that influences social dynamics of a team – how vulnerability in a leader translates into team action and team results.
Overall, I always find myself grateful for occasionally reading books of a self-help ilk. They keep me from voyaging too far off the right path. Brown’s well-written book is no exception to this trend.
I'm more conscious about giving feedback now. The pointers given in the book that one should remember while giving feedback make a lot of sense and put us in the other's shoes making us empathetic while doing so. I'm also becoming more aware of my breathing during tough/tense situations, but I know it's a long and winding path ahead of me to master that.
"People don’t care how much you know until they know how much you care." - so very true.
She can really challenge a person to brave honesty, and so live with more integrity and courage. The outcome is a greater impact on other peoples' lives.
I find this the case for many self-help or