The title, “Daring Greatly,” comes from Theodore Roosevelt’s speech often referred to as “The Man in the Arena.” The metaphor of the arena from the speech contextualizes the example of the person who tries again and again despite failures.
In Dr. Brene Brown’s book, Daring Greatly, she draws on 20 years of research to encourage people to embrace discomfort and vulnerability so that they can “dare greatly.” By embracing the discomfort, individuals can overcome shaming and blaming tendencies that threaten to erode human connection and engagement in all areas of life. In organizations and in leadership, embracing discomfort, having difficult conversations, and taking the risk to be vulnerable indicate a cultural shift. The cultural shift may be uncomfortable, but is essential for change. Daring greatly, human connection, and embracing vulnerability are at the heart of innovation.
Approximately six years ago, I was introduced to Dr. Brene Brown’s TED talk, “The power of vulnerability.” I was immediately enamored by her authenticity. She is a self-proclaimed “researcher and storyteller.” She has spent years researching shame and vulnerability, has written several New York Times Best Sellers, has given one of the top five most viewed TED talks, and has taught many students at the University of Houston.
The beginning of the book Daring Greatly immediately grabbed my attention with a passage of Theodore Roosevelt’s speech. Dr. Brown’s emphasis on leaders engaging and truly connecting with others has helped to shape my own leadership philosophy. By being “all in” with my team members, each individual feels the ability to take smart risks for not only their own personal improvement, but also for the betterment of the team and organization as a whole.
As a result of these risks, sometimes great success occurs. When people feel comfortable to take smart risks by sharing innovative ideas, admitting when they are wrong, and taking responsibility for their actions because they know they are supported, cared about, and encouraged, the entire organization benefits.
Dr. Brown discusses how leaders can improve and build shame-resilient organizations. These include engaging in supportive and honest conversations that provide constructive feedback.
Quality feedback is crucial for transformative change, but without connection, empathy, and vulnerability, feedback can trigger negative dynamics from both the person giving it and the person receiving it.
With a culture of learning and trust, it is easier to engage in open and honest feedback. As Dr. Brown recommends, sitting next to a person, as opposed to across the table, is a simple and practical tip that can quickly change the dynamic of a conversation when giving feedback.
A key component of improvement in any system is innovation. Innovation requires courage, vulnerability, and the willingness to dare greatly. When leaders model this behavior and develop a trusting environment that promotes respect and vulnerability, staff members can also dare greatly: creativity and productivity will flow. Honest feedback and trust in the workplace decreases blaming and shaming behaviors that impair productivity and client-based outcomes. We are most able to develop creative and innovative ways to serve the citizens of Missouri when we are all in the arena together, daring greatly.
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