Brene Brown’s Dare to Lead (2018) is one of six books authored by her to this point. Written in very accessible language without excessive jargon, her points are derived from her own research as a professor at the University of Houston or from others’ research that has been documented elsewhere. She offers sound advice about how to be more courageous in both professional and personal relationships. She is a compelling speaker with one of the most viewed TedTalks on record.
Brown notes and reiterates throughout her book that the greatest fulfillment is achieved, as Theodore Roosevelt advocated, by those in the arena, “whose face is marred by dust and sweat and blood; who strives valiantly; who errs, who comes short again and again… who at the best knows in the end the triumph of high achievement, and who at the worst, if he fails, at least fails while daring greatly” (p. xvii). She gives repeated permission, supported by evidence that it works, to be vulnerable and take risks to be better.
Dear to Leadis broadly applicable to a variety of human behavior and interactions but Brown does tie a significant portion of the text explicitly to leaders who she defines as “anyone who takes responsibility for finding the potential in people and processes, and who has the courage to develop that potential” (p. 4). She goes on in this section to identify ten behaviors and cultural issues that hold organizations back across the world. The essence of these ten are; avoiding tough conversations and then spending an inordinate amount of time with problems, fractured trust perpetuated through shaming and blaming, and perfectionism/fear that prohibits learning and growth. Her answer to these ten organizational problems, and the framework for the rest of the book, are to cultivate four skills sets: rumbling with vulnerability, living into our values, braving trust, and learning to rise.
Brown believes that embracing vulnerability as a positive part of who we are is central to positive change. Indeed, she advises, “You can do vulnerability, or it can do you” (p. 23). She also indicates that holding people responsible for ethics and values requires more vulnerability than anything else in the work environment; the key is establishing trust through reciprocal vulnerability. Ultimately, establishing a safe team environment in which to be vulnerable requires listening, staying curious, being honest, and keeping confidences. Safety makes true inclusivity possible where “all people, opinions, and perspectives… make us all better and stronger” (p. 107). Vulnerability, undergirded by trust in a safe environment allows leaders to rise to the occasion or rise from the ashes of their own failures.
Dare to Lead was an unsettling read. I wish I had read this or something like it long ago. However, I go back to Brown’s admonition that to be in the arena, embrace vulnerability, and to be a continuous learner is what counts. We are all freed by this realization and by a belief that, as long as we try, we are on a journey towards a better self and being in the arena is what counts.
