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PDF ✓ BOOK Dare to Lead Brave Work Tough Conversations Whole Hearts FREE Ù [PDF / Epub] ✅ Dare to Lead Brave Work Tough Conversations Whole Hearts Author Brené Brown – Gwairsoft.co.uk In her #1 NYT bestsellers Brené Brown taught us what it means to dare greatly rise strong and brave the wildAlign authority and accountability We don't avoid difficult conversations and situations; we lean into the vulnerability that’s necessary to do good workBut daring leadership in a culture that's defined by scarcity fear and uncertainty reuires building courage skills which are uniuely human The irony is that we're choosing not to invest in developing the hearts and minds of leaders at the same time we're scrambling to figure out what we have to offer that machines can't do better and faster What can we do better? Empathy connection and courage to startBrené Brown spent the past two decades researching the emotions that give meaning to our lives Over the past seven years she found that leaders in organisations ranging from small entrepreneurial start ups and family owned bu Another meaningful and inspiring work from Brené Brown A friend recommended this book and I'm glad I took the time to read it I think it will be especially beneficial to anyone in a leadership position who wants to improve relationships Highly recommendedMeaningful PassageI didn't set out to study shame; I wanted to understand connection and empathy But if you don't understand how shame can unravel connection in a split second you don't really get connection I didn't set out to study vulnerability; it just happens to be the big barrier to almost everything we want from our lives especially courage As Marcus Aurelius taught us What stands in the way becomes the wayHere are the ten behaviors and cultural issues that leaders identified as getting in our way in organizations across the world1 We avoid tough conversations including giving honest productive feedback Some leaders attributed this to a lack of courage others to a lack of skills and shockingly than half talked about a cultural norm of nice and polite that's leveraged as an excuse to avoid tough conversations Whatever the reason there was saturation across the data that the conseuence is a lack of clarity diminishing trust and engagement and an increase in problematic behavior including passive aggressive behavior talking behind people's backs pervasive back channel communication or the meeting after the meeting gossip and the dirty yes when I say yes to your face and then no behind your back 2 Rather than spending a reasonable amount of time proactively acknowledging and addressing the fears and feelings that show up during change and upheaval we spend an unreasonable amount of time managing problematic behaviors3 Diminishing trust caused by a lack of connection and empathy4 Not enough people taking smart risks or creating and sharing bold ideas to meet changing demands and the insatiable need for innovation When people are afraid of being put down or ridiculed for trying something and failing or even for putting forward a radical new idea the best you can expect is status uo and groupthink5 We get stuck and defined by setbacks disappointments and failures so instead of spending resources on cleanup to ensure that consumers stakeholders or internal processes are made whole we are spending too much time and energy reassuring team members who are uestioning their contribution and value6 Too much shame and blame not enough accountability and learning7 People are opting out of vital conversations about diversity and inclusivity because they fear looking wrong saying something wrong or being wrong Choosing our own comfort over hard conversations is the epitome of privilege and it corrodes trust and moves us away from meaningful and lasting change8 When something goes wrong individuals and teams are rushing into ineffective or unsustainable solutions rather than staying with problem identification and solving When we fix the wrong thing for the wrong reason the same problems continue to surface It's costly and demoralizing9 Organizational values are gauzy and assessed in terms of aspirations rather than actual behaviors that can be taught measured and evaluated10 Perfectionism and fear are keeping people from learning and growing

Dare to Lead Brave Work Tough Conversations Whole HeartsAlign authority and accountability We don't avoid difficult conversations and situations; we lean into the vulnerability that’s necessary to do good workBut daring leadership in a culture that's defined by scarcity fear and uncertainty reuires building courage skills which are uniuely human The irony is that we're choosing not to invest in developing the hearts and minds of leaders at the same time we're scrambling to figure out what we have to offer that machines can't do better and faster What can we do better? Empathy connection and courage to startBrené Brown spent the past two decades researching the emotions that give meaning to our lives Over the past seven years she found that leaders in organisations ranging from small entrepreneurial start ups and family owned bu Another meaningful and inspiring work from Brené Brown A friend recommended this book and I'm glad I took the time to read it I think it will be especially beneficial to anyone in a leadership position who wants to improve relationships Highly recommendedMeaningful PassageI didn't set out to study shame; I wanted to understand connection and empathy But if you don't understand how shame can unravel connection in a split second you don't really get connection I didn't set out to study vulnerability; it just happens to be the big barrier to almost everything we want from our lives especially courage As Marcus Aurelius taught us What stands in the way becomes the wayHere are the ten behaviors and cultural issues that leaders identified as getting in our way in organizations across the world1 We avoid tough conversations including giving honest productive feedback Some leaders attributed this to a lack of courage others to a lack of skills and shockingly than half talked about a cultural norm of nice and polite that's leveraged as an excuse to avoid tough conversations Whatever the reason there was saturation across the data that the conseuence is a lack of clarity diminishing trust and engagement and an increase in problematic behavior including passive aggressive behavior talking behind people's backs pervasive back channel communication or the meeting after the meeting gossip and the dirty yes when I say yes to your face and then no behind your back 2 Rather than spending a reasonable amount of time proactively acknowledging and addressing the fears and feelings that show up during change and upheaval we spend an unreasonable amount of time managing problematic behaviors3 Diminishing trust caused by a lack of connection and empathy4 Not enough people taking smart risks or creating and sharing bold ideas to meet changing demands and the insatiable need for innovation When people are afraid of being put down or ridiculed for trying something and failing or even for putting forward a radical new idea the best you can expect is status uo and groupthink5 We get stuck and defined by setbacks disappointments and failures so instead of spending resources on cleanup to ensure that consumers stakeholders or internal processes are made whole we are spending too much time and energy reassuring team members who are uestioning their contribution and value6 Too much shame and blame not enough accountability and learning7 People are opting out of vital conversations about diversity and inclusivity because they fear looking wrong saying something wrong or being wrong Choosing our own comfort over hard conversations is the epitome of privilege and it corrodes trust and moves us away from meaningful and lasting change8 When something goes wrong individuals and teams are rushing into ineffective or unsustainable solutions rather than staying with problem identification and solving When we fix the wrong thing for the wrong reason the same problems continue to surface It's costly and demoralizing9 Organizational values are gauzy and assessed in terms of aspirations rather than actual behaviors that can be taught measured and evaluated10 Perfectionism and fear are keeping people from learning and growing

DOC Õ Dare to Lead Brave Work Tough Conversations Whole Hearts ☆ Brené Brown

Dare to Lead Brave Work Tough Conversations Whole Hearts ñ In her #1 NYT bestsellers Brené Brown 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 Leadership is not about titles status and power over people Leaders are people who hold themselves accountable for recognising the potential in people and ideas and developing that potential This is a book for everyone who is ready to choose courage over comfort make a difference and leadWhen we dare to lead we don't pretend to have the right answers; we stay curious and ask the right uestions We don't see power as finite and hoard it; we know that power becomes infinite when we share it and work to Brene’s gone corporate The 99% of us who latched onto her as a hardworking mom and smart researcher who thought hard and fought her way through to some amazing amazingly put insights well in my opinion that lady is gone In her place is a motivational speaker who is most interested in selling herself as a guru to the 1% or the slightly larger percentage of those who can afford to expense her to the company account She’s just rehashing her old stuff and twisting it’s wording slightly to apply to the boardroom and she’s not hiding it either I’ll give her that The phrase “As I already told you in Daring GreatlyThe Gifts of ImperfectionRising Strong” pops up pretty freuently Her forward literally states her aim for this book is that it be just as long as a flight from NY to LA The book is just riddled with stories about the fancy people she’s given talks to I assume to build up her cred with the C levels reading this a term I now know bc she repeated it so often The book is filled with cheery posters and slogans you can print out and hang on your office wall and despite her insistence that “teachers are some of our most important leaders” at the start we somehow never left the conference room in the half of the book I forced myself through I saw this pattern start to happen in Braving the Wilderness which was deeply meh but sort of had a logical progression of previous thought there at least a tiny attempt at one Not so hereAnd that’s fine she’s a CEO now herself and that’s her truth now And no doubt we do need people to help leaders with emotional skills they were never taughtBut it isn’t my truth And it’s sucks to fall out of love with another authorBlergh DOC Õ Dare to Lead Brave Work Tough Conversations Whole Hearts ☆ Brené Brown

Brené Brown ☆ Dare to Lead Brave Work Tough Conversations Whole Hearts MOBI

Brené Brown ☆ Dare to Lead Brave Work Tough Conversations Whole Hearts MOBI Sinesses to non profits civic organisations and Fortune 50 companies are asking the same uestionsHow do you cultivate braver daring leaders? And how do you embed the value of courage in your culture? Dare to Lead answers these uestions and gives us actionable strategies and real examples from her new research based courage building programmeBrené writes ‘One of the most important findings of my career is that courage can be taught developed and measured Courage is a collection of four skill sets supported by twenty eight behaviours All it reuires is a commitment to doing bold work having tough conversations and showing up with our whole hearts Easy? No Choosing courage over comfort is not easy Worth it? Always We want to be brave with our lives and work It's why we're here? I started following Brene Brown’s work since a couple of years and read ‘Braving the Wilderness’ last year I find Brene’s writings on vulnerability to be exceptional and the concept of ‘True Belonging’ she explained in ‘Braving the Wilderness’ to be very thought provoking I had very high expectations going into this book and those expectations were partly met‘Dare to Lead’ explores the characteristics of brave leaders who are not afraid to demonstrate genuineness dialogue on differences and exhibit empathy Vulnerability courage fear shame empathy and many other aspects are explored in depth I especially liked how ‘shame’ is explored as a themeWhile there is a good amount of interesting material in the book it does tend to be very theoretical dry in many parts The book vaguely refers to research all the time without enough personal other people’s experiences which would have made it easier reading Nevertheless I do recommend the book as it has a lot of good behavioral insights which leaders should certainly know about and practice My rating 35 5