US writer and professor
Casandra Brené Brown (born November 18, 1965) is an American research professor, lecturer, author, and podcast host. Brown is known in particular for her research on shame, vulnerability, and leadership. A long-time researcher and academic, Brown became famous following a widely viewed TED talk in 2010. Since then she has written six number-one New York Times bestselling books, hosts two podcasts and has filmed a lecture for Netflix. Brown holds the Huffington Foundation's Brené Brown Endowed Chair at the University of Houston's Graduate College of Social Work and is a visiting professor in management at McCombs School of Business at the University of Texas at Austin.
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The most transformative and resilient leaders that I’ve worked with over the course of my career have three things in common: First, they recognize the central role that relationships and story play in culture and strategy, and they stay curious about their own emotions, thoughts, and behaviors. Second, they understand and stay curious about how emotions, thoughts, and behaviors are connected in the people they lead, and how those factors affect relationships and perception. And, third, they have the ability and willingness to lean in to discomfort and vulnerability.
When we reject the truth of someone’s story — the ultimate failure of story stewardship — it’s often because we’ve stealthily centered ourselves in their story, and the narrative takeover is about protecting our ego, behavior, or privilege. The less diverse our lived experiences, the more likely we are to find ourselves struggling with narrative takeover or narrative tap-out.
Resentment is the feeling of frustration, judgment, anger, “better than,” and/ or hidden envy related to perceived unfairness or injustice. It’s an emotion that we often experience when we fail to set boundaries or ask for what we need, or when expectations let us down because they were based on things we can’t control, like what other people think, what they feel, or how they’re going to react.
I know I’m ready to give feedback when: I’m ready to sit next to you rather than across from you; I’m willing to put the problem in front of us rather than between us (or sliding it toward you); I’m ready to listen, ask questions, and accept that I may not fully understand the issue; I want to acknowledge what you do well instead of picking apart your mistakes; I recognize your strengths and how you can use them to address your challenges; I can hold you accountable without shaming or blaming you; I’m willing to own my part; I can genuinely thank you for your efforts rather than criticize you for your failings; I can talk about how resolving these challenges will lead to your growth and opportunity; and I can model the vulnerability and openness that I expect to see from you.
The special courage it takes to experience true belonging is not just about braving the wilderness, it’s about becoming the wilderness. It’s about breaking down the walls, abandoning our ideological bunkers and living from our wild heart rather than our weary hurt. We’re going to need to intentionally be with people who are different from us. We’re going to have to sign up, join and take a seat at the table. We’re going to have to learn how to listen, have hard conversations, look for joy, share pain and be more curious than defensive, all while seeking moments of togetherness.