id: brown2018
title: Brené Brown, Dare to Lead
date: 2021-05-02

Brené Brown, Dare to Lead

Brené Brown, Dare to Lead: Brave Work, Tough Conversations, Whole Hearts (New York: Random House, 2018).

Premise: Vulnerability is necessary to lead teams with clarity and trust 4B6C.

Referencing Notes

Terminal uniqueness is the belief that one is somehow different than others. 0G1E8
Teams need to assume the best of one another. 4B1G1A2
Hiding feedback ensures further problems. 0J1A
Tactics to help conflict be productive. 0J1B1
TASC asks if someone has what they need to be accountable and successful. 1B5A1
Micromanagement neutralizes creativity. 1B8B4A
Defining tasks together increases ownership. 1B8B4A1
Vulnerability is necessary to lead teams that have clarity and trust. 4B6C
Vulnerability is nothing more than the feeling experienced during emotional risk. 4B6C1
Trust grows slowly through small reciprocal moments. 4B6C1A
Psychological safety is the ability of people to feel safe taking risks together. 4B6C1B
Psychological safety is disrupted by trust-harming behaviors. 4B6C1B1
Psychological safety is fostered through trust enforcing behaviors. 4B6C1B2
Defending against vulnerability prevents growth. 4B6C2
Tangible business needs requiring vulnerability. 4B6C3
Ego pursues self-worth through social recognition at the expense of authenticity. 4B6C4
Learning how to more authentically be ourselves is one of life's noble pursuits. 4B6C4A
Negative behaviors created by defensive ego. 4B6C4B
Perfectionism attempts to avoid the pain of disappointing others. 4B6C4B1
Turning joy into foreboding to avoid a future feeling of loss. 4B6C4B2
Numbing pain suppresses every other experience. 4B6C4B3
Needing to be right is defensiveness. 4B6C4B4
Cynicism and sarcasm seek to avoid emotional contribution. 4B6C4B5
Ego goes into overdrive when a sense of value is missing. 4B6C4B6
Measuring self-worth with productivity. 4B6C4B7
Leaders thrive in ambiguity. 4B6B
Perspectives to adopt when receiving feedback from an unskilled deliverer. 0J0B
Ensure you're ready to provide feedback before starting. 0J1C
When terminating an employee, it's generous to let them set the tone. 1B4C1A
Tactics for engaging conflict constructively. 4B1G1A1E
Shame is the fear of disconnection stemming from feeling unworthy. 4B6C5
Traits that show an organization has become tainted with shame. 4B6C5A
Shame compounds when left untreated. 4B6C5B
Shame creates outward and inward damage. 4B6C5C
Empathy is about connecting to underlying feelings. 4B6C5E
Barriers to empathy. 4B6C5E1
Sharing personal values with others allows them to interpret us more correctly. 4B6C7
Identifying personal values allows them to be more deeply integrated. 4B6C7A
Values must be turned into action for them to be meaningful. 4B6C7B
Resentment indicates that communication has not adequately occurred. 5A1A
The brain wants to match patterns and move on. 0G1E5A1
Judgment offers catharsis to mask our anxieties. 4B6C4B8
Violating trust creates counterfeit relatability. 4B6C4B9
Trust builds cohesive and productive organizations. 4B6C6
The 7 attributes of trust. 4B6C6A
Leaders are best able to trust those that ask them for help. 4B6C6B
Recovering from mistakes of empathetic leadership. 4B6C8
Box breathing creates a space to foster perspective about an emotion. 4B6C8A
In all conflicts, lack of information leads all parties into imaginary narratives that fill in the gaps. 4B6C8B
All participants in a breakdown could have influenced the outcome more positively. 0J1B1A
Things that managers should know about their relationship with employees. 1B4E
Questions to ask to get past automatic internal narrative. 4B6C8B1
Use a joy and meaning list to define success. 6B