In Dare To Lead, Brown talks extensively about workplace cultures that reward exhaustion as a status symbol, in which self-worth is measured by productivity.

Those skills-rumbling with vulnerability, living into our values, braving trust, and learning to rise-at first blush can sound less like actionable skills than marketing speak aimed at moving copies in airport bookshops. Who should read it? Anyone in a leadership role or who aspires, or dares, to lead.Īs Brown argues, “Leaders must either invest a reasonable amount of time attending to fears and feelings or squander an unreasonable amount of time trying to manage ineffective and unproductive behavior.” If that sounds a bit touchy-feely, then consider this: have you ever worked in an environment in which the primary motivating factor was fear? And how did that work out? Brown posits that courage can be taught and leaders can-and should be-vulnerable. The skinny: This book is the culmination of research and interviews with “leaders, change makers, and culture shifters,” translated into teachable skills. But Brown isn’t trafficking in easy platitudes here she’s putting forth clear guidelines about how to communicate, build trust, and find courage when negative emotions like shame threaten to derail it all.

In her latest book, Dare To Lead, the down-to-earth researcher turns mountains of data into a quartet of skills that can allow courage to blossom throughout an organization. But Brené Brown, author of bestsellers such as Daring Greatly and Rising Strong, bristles at the term, preferring “paying attention.”Ī Texan with a highly tuned bullshit meter, Brown-a University of Houston research professor who studies courage, vulnerability, shame, and empathy-may tweak the nomenclature around mindfulness and attention so that it’s tied less directly to the Buddhist concept of sati, but the idea remains similar: leading well takes thoughtful and focused awareness. Mindfulness: the concept has steadily crept into the business world over the past four decades as leaders have sought new (or in this case, old) ways to manage stress, unlock creativity, and build better work cultures. We’ll give you the gist, you’ll take away a few key points and, if inspired, you can rush to your local bookseller. That’s why each month we’re reading a business book or bestseller so that you don’t have to. Editor’s note: So much great business advice, so little time to read.

Dare to be great brene brown