Brene Brown Books Buy on Amazon.in
Dare to Lead book revolves around Leadership Transformation, which can pave the way for exemplary top management leadership resulting in enhanced operational efficiency of any corporate enterprise. This book is a skill refining book for serving corporate managers.
Brene Brown provides a perspective about brave leadership, even while focussing on the emotional facets of leadership. The book has plenty of emotional flavour.
There is unanimity among corporate honchos across the globe that there is a dearth of leadership, especially brave leaders. This is not to suggest that people cannot be groomed for top-notch leadership roles, but the question that keeps staring us is why there is a paucity of brave leadership. It is largely because the expertise required to wear the brave leadership is grossly lacking.
About Brene Brown
Brene Brown – PhD , LMSW – a Research Professor at Houston University, Texas(USA) and five- time Yew York Best Seller author on Leadership provides answers to address this brave leadership issue. She has invested a considerable amount of time – (over the past two decades) closely studying Daring Leadership.
During the course of extensive research on Brave Leadership, Brene has interviewed over 150 C Level Executives and gleaned data from her two decades of research to bring out this highly insightful book that has attracted over 36 million plus views – only underpinning the popularity of the topic of brave leadership.
She has written five New York Times Best Seller books – all on Leadership, revolving around Bravery and Courage, which can trigger the creation of high performing teams. Dare to Lead dwells on leadership brings out a strong differentiator – something that can be matched by a few authors.
Brene concedes one of her objectives behind writing this book is to be a better leader herself and along the way realisation dawned on her that learning is lot easier than actual leading. She desired to live in a world replete with daring leaders and subsequently wanted the baton of brave leadership to be passed on to the new generation.
According to Brene, a Leader is someone who shoulders responsibility for identifying potential in human talent and processes and also has the guts to develop that potential’. She elaborates that a leader is someone, who should lead from their heart and not influenced by strings of position and fear.
Brene has identified four skill sets that can be taught, observed and measured:
- Rumbling with Vulnerability.
- Living into our Values.
- Braving Trust.
- Learning to rise.
Very briefly about these four skills:
1. Rumbling with Vulnerability –
Vulnerability is not about winning or losing, but about possessing the courage to stand firm when the outcome cannot be controlled. And rumbling means engaging in discussions or meetings with a firm commitment to slip into vulnerability.
Leaders must adopt an open mindset and must be vulnerable to their team irrespective of the issues at hand. Such an approach is likely to elicit a positive response from their teams.
More importantly, the psychological safety of team members is critical if they are to be open about tough feedback and subsequently discuss on their remedial measures.
Rumbling with vulnerability serves as a launchpad for creativity and innovation.
2. Living into our Values.
Values are essentially of our behavior and staying aligned with values at work and life demands courage. According to Brene’s research, just over 10% of the companies have strong values. She believes practising values will make a person feel comfortable with his conscience at work and in personal life.
Shared values creates trust surplus among teams, leading to better work productivity.Brene has accentuated that leaders must pay heed to their apprehensions and feelings as well as of their team members or while away time managing unproductive behaviour of their teams.
3. Braving Trust.
Integrity is embracing courage over comfort; choosing right over what is fast, fun and easy. She is spot on when she says that trust is a like a glue that holds teams and organisations together. It is observed that best workplaces are characterised by manager-employee trust.
4. Learning to Rise.
Take the scenario of opting for skydiving or para dropping, when you think a lot about jumping off a ladder and landing injury-free and the same applies to brave leadership – Dare to Lead. Employees must be trained for safe behaviour at hard landings and how they can rise from it. Employees must be readied for such eventualities.
Brene dwells on the above skills and provides step-by-step tips for leaders to employ them in real life situations. She also cites a personal example as to how these can be useful in developing relations. What’s more, Brene has also provided a free downloadable workbook on her website for putting her suggestions into practice.
The book’s central idea is focused on three areas – ‘Brave Work’, ‘Tough Conversations’ and ‘Whole Hearts’.
This is a very handy book to develop Leaders in every walk of life. It is important to understand that creation of brave and high-achieving employees hinge a lot on developing brave leaders. The combo of daring leaders and high-achieving employees will drive any organisation to the top of any marketplace.
The author has provided nice insights into leadership. However, this leadership concept has to gain acceptance of the top management and they also have to support the resulting action plan if they are harbouring effective implementation aspirations.
At various Seminars, when this question is posed: “How many people agree that the workforce is capable of much more creativity, talent and productivity than currently required of their jobs? The response has a coating of unanimity around it with many spelling out that the full potential of human resources has not been realised.
If one leverages Brene’s four skills as given in Dare to Lead– Rumbling with Vulnerability, Living our Values, Braving Trust and Learning to Rise, companies will be able to utilise their full potential. Of course, one should not expect overnight results but we can look at a time frame of 1– 2 years (from beginning to implementation) for to start showing results. Any organisation thereafter can expect steady and accelerated growth.
One can highly advocate this book for all corporate enterprises and education institutes