Over the last year Benchmarks’ Center for Quality Integration (CQi) staff have been working through leadership training using the Brené Brown Daring to Lead book. Unlike many books on leadership, Brené tackles the concept through the lens of vulnerability and courage. Both are notions which do not typically come to mind when most people think about leadership. While the book does touch on concepts like effective supervision and management techniques, the foundations are grounded in helping those in leadership positions effectively navigate the corridor between management and supportive direction. Examining what it truly means to be a courageous leader. Brown urgers readers to take off their shields and “dare greatly” in the arena (a metaphor Brown uses for the place we must go to be vulnerable).
In our work through the Center, Benchmarks’ staff serve in unique positions among partnering communities. While we do not take on traditional leadership roles within agencies (serving clients directly or providing supervision to stakeholders), as consultants and implementation specialists, our partners entrust us to lead them through a variety of projects activities. Thus, these concepts have not only been helpful in growing the leadership capabilities of our team but have been invaluable to building a framework for our how we engage with stakeholders and other partners through our various test of change projects.
In the book, Brené explains that to effectively lead and facilitate the growth and development of others, there is a certain level of transparency and vulnerability that is needed in our leaders. This allows others to feel comfortable enough to be honest and open about what gets in the way of them showing up as the “best version” of themselves in the work they do with/for us. However, she explains we must also realize the importance of establishing appropriate boundaries to prevent oversharing and offloading of our stresses and traumas onto one another. A concept Brené stresses throughout the reading is the idea of “the stories we tell ourselves.” This concept is about how we narrate the intentions and motivations of others before we even engage with them, and how those initial interpretations not only have an impact on how we react and respond to others but also how we supervise and manage.
Other concepts she emphasizes throughout the book include understanding that clarity is kindness when providing feedback to others, making sure we (and those working with us) can operate within our core values, and effective strategies for “rumbling”—having challenging discussions—with others.
Whether we are leaders within our agencies, in our work with stakeholders, or in our homes as partners and/or caregivers, lessons learned from this book can really make a difference in how we chose to tackle our own journeys to leadership. And we at Benchmarks are so grateful to all our members and partners for participating in that journey with us!
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