Dare to Lead

What are some symptoms of shame being pervasive in a workplace? How would these behaviors hinder employee satisfaction and productivity? Explain.

Brown makes a clear distinction between guilt and shame. How does she define them? Why is feeling guilty sometimes productive, while shame is not? Answer with references to the text.

The author advises the reader to only seek feedback from certain people. Whose advice should we listen to, and who should we ignore? Why?

Throughout her work Brown offers several actionable tools for leaders. Which do you feel would be most helpful for your school, workplace, or organization? Explain.

What does Brown argue are barriers to vulnerability? How can we overcome these obstacles to lead vulnerably?

The author advocates for living with a “strong back, soft front.” What does this mean?

Using examples from the text, identify two ways Brown says you can increase participation in meetings, and their possible benefits.

Brown argues that some leaders practice “fake vulnerability” in the workplace. Compare and contrast an example of “fake vulnerability” with what Brown considers genuine vulnerability in leadership. Why is this distinction important?