As always, please respond to as many questions as you would like.
1. Brown explains that we all experience shame (unless we lack the capacity for empathy). Shame can lead us to retreat into smallness and suffocate us. She lists some of the ways shame manifests itself within organization such as perfectionism, favoritism, gossiping, etc. How prevalent are these behavioral cues in your organization, and how can you change the culture? (pages 130-135)
2. The empathy skills are: To see the world from other perspectives To be nonjudgmental To understand other people’s feelings To communicate that understanding Mindfulness If we are honest with ourselves and put our armor aside, how do we rank on those skills? What do you need to work on moving forward? (pages 143-152)
3. The empathy misses: Sympathy vs. empathy Gasp and awe The mighty fall The block and tackle The boots and shovel If you think that’s bad Are there particular empathy misses that make you shut down? Do you recognize your own tendencies in those misses? (pages 152-156)
4. In the same way that an athlete needs to learn key fundamentals that are drilled into their skillset so much that it becomes natural, a leader must develop a disciplined practice of rumbling with vulnerability. “Leadership is the ability to thrive in the ambiguity of paradoxes and opposites.” Looking at the list of paradoxes on page 169, what stands out to you?
5. Brown stresses the importance of being self-aware, of realizing what intentions are driving your thoughts and actions as a leader. How aware are you, and what steps can you take to recognize your intentions? (page 179)
6. Brown says that she changed the narrative of her organization by growing power with people and by empowering others to lead. When we lead in meaningful ways, others become stronger and the culture shifts. How does this (if it does) resonate with you? Are there ways to move towards distributive leadership in your work organization? (page 180)
1. Brown explains that we all experience shame (unless we lack the capacity for empathy). Shame can lead us to retreat into smallness and suffocate us. She lists some of the ways shame manifests itself within organization such as perfectionism, favoritism, gossiping, etc. How prevalent are these behavioral cues in your organization, and how can you change the culture? (pages 130-135)
2. The empathy skills are:
To see the world from other perspectives
To be nonjudgmental
To understand other people’s feelings
To communicate that understanding
Mindfulness
If we are honest with ourselves and put our armor aside, how do we rank on those skills? What do you need to work on moving forward? (pages 143-152)
3. The empathy misses:
Sympathy vs. empathy
Gasp and awe
The mighty fall
The block and tackle
The boots and shovel
If you think that’s bad
Are there particular empathy misses that make you shut down?
Do you recognize your own tendencies in those misses? (pages 152-156)
4. In the same way that an athlete needs to learn key fundamentals that are drilled into their skillset so much that it becomes natural, a leader must develop a disciplined practice of rumbling with vulnerability. “Leadership is the ability to thrive in the ambiguity of paradoxes and opposites.” Looking at the list of paradoxes on page 169, what stands out to you?
5. Brown stresses the importance of being self-aware, of realizing what intentions are driving your thoughts and actions as a leader. How aware are you, and what steps can you take to recognize your intentions? (page 179)
6. Brown says that she changed the narrative of her organization by growing power with people and by empowering others to lead. When we lead in meaningful ways, others become stronger and the culture shifts. How does this (if it does) resonate with you? Are there ways to move towards distributive leadership in your work organization? (page 180)