"Daring Greatly" Review 5

So how do we bring the courage to be vulnerable into the workplace? Well Daring Greatly continues in Chapter 6 by saying that we need to rehumanize work in order to reignite creativity, innovation, and learning. Brene Browns says we need to do that by re-engaging people in conversations about how scarcity is impacting how we lead and work. We need to ask people: Where are they fearful to engage or share their ideas?  Where do they feel shame in engaging in the workplace?

Brown says that there are signs when shame has already permeated a culture. These include: blaming, gossiping, name-calling, and harassment. When these things happen people disengage to protect themselves which leads to not showing up, not contributing, and not caring. She says blaming often is covering up a culture of shame. She also says that cover up cultures often use shame to keep people quiet. She continues by listing the four best strategies for building shame resilient organizations:
- Support leaders who facilitate honest conversations around disengagement in the workplace
- Facilitate a conscientious effort to see where shame may be permeating the culture
- Create expectations, accountability, and an openness in discussion of common struggles
- Training people in giving and receiving open feedback

Feedback is an important part of daring greatly in an organization as it allows for people to have transformative change. It allows them to know their strengths and opportunities for growth. Although it may be uncomfortable to give or receive feedback it can be the the most courageous thing we do for the health of the organization. While people may get defensive when hearing feedback eventually they learn it can be helpful for their growth. As leaders you can help to model this openness by also being open to receiving feedback.

For entrepreneurs creating a vision and handling the uncertainty that comes with the everyday ups and downs of business is daring greatly. It is being able to stay nimble and innovative when things are changing. For organizations daring greatly can be done through creating trust, engaging with people, and allowing them to take risks to grow the business and themselves.

For leaders Brown says that daring greatly or vulnerability often feels like discomfort. She quotes Seth Godin from his book Tribes who says, "If you are not uncomfortable in your work as a leader, it's almost certain you're not reaching your potential as a leader." Overall Brown ends with, "Daring greatly is not about winning or losing. It's about courage."

Where can you be more courageous as a leader or within your organization? How can you create more feedback, more innovation, and more creativity? What steps can you begin to implement today to dare greatly?