000			02336 a2200193 4500
999			_c35760 _d35760
008			190408b xxu||||| |||| 00| 0 eng d
020			_a9781785042140
082			_a658.4092 BR DA
100			_aBrown, Brene _927272
245			_aDare to lead : _bbrave work, tough conversations, whole hearts _cBrene Brown
260			_aLondon : _bVermilion, _cc2018.
300			_axix, 298 p. ; _c22 cm.
520			_aLeadership is not about titles, status, and wielding power. A leader is anyone who takes responsibility for recognizing the potential in people and ideas and has the courage to develop that potential. When we dare to lead, we don't pretend to have the right answers. We stay curious and ask the right questions. We don't see power as finite and hoard it. We know that power becomes infinite when we share it with others. We don't avoid difficult conversations and situations. We lean into vulnerability when it's necessary to do good work. But daring leadership in a culture defined by scarcity, fear, and uncertainty requires skill-building around traits that are deeply and uniquely human. The irony is that we're choosing not to invest in developing the hearts and minds of leaders at the exact same time as we're scrambling to figure out what we have to offer that machines and artificial intelligence can't do better and faster. What can we do better? Empathy, connection, and courage, to start. Bren B̌rown has spent the past two decades studying the emotions and experiences that give meaning to our lives, and the past seven years working with transformative leaders and teams spanning the globe. She found that leaders in organizations ranging from small entrepreneurial startups and family-owned businesses to nonprofits, civic organizations, and Fortune 50 companies all ask the same question: How do you cultivate braver, more daring leaders, and how do you embed the value of courage in your culture?
650			_aLeadership _9299
650			_aBusiness and Economics _xLeadership _927273
650			_aPsychology _xSocial Psychology _92006