Day 2,280, Quasi-Quarantine: "Strong Ground" Is Peppered With Useful Leadership Terms and Exercises, But Falls Short On Originality

 

“A leader is anyone, regardless of title and position, who holds themself accountable for finding potential in people and ideas, and who has the courage to develop that potential.”

"Strong Ground" features a number of unique terms and exercises for how to balance work systems and claims for attention, with Brene Brown citing a number of real-world examples. The included charts were also extremely useful for visual learners, and one could argue that the work could have benefited from more of them to break up the text.

“Fear is a terrible motivator. It has a short shelf life, and to maintain enough fear to drive behavior, you have to get comfortable with cruelty and create chaotic systems that might feed a hungry investor quarter but will eventually destroy you and your organization.”

The book can get a bit grandiose and feel derivative of other works, with lengthy abstracts -- on the off chance that the subtitle of "The Lessons of Daring Leadership, the Tenacity of Paradox, and the Wisdom of the Human Spirit" didn't warn you. Beyond the preachiness, there was the technical issue of the page numbers being too small in the hardcover version, making it needlessly difficult to orient yourself within the text.

“One hundred percent of the organizations that we’ve researched or partnered with have a list of values. Approximately 10 percent have operationalized their values into observable behaviors that are grounded in their mission and integrated across their systems.”

"Strong Ground" can give the impression of being a collection of thoughts on the broad topic of leadership, without a unifying throughline or overall coherence. Format aside, however, the guidance shared can only benefit anyone who's embarking on -- or continuing -- a leadership journey.

“While companies eagerly invest in AI, they often overlook crucial investments in change management and employee support. This oversight could lead middle managers to view AI as a threat rather than a tool, fostering resistance that may dramatically slow implementation and adoption.”

~Amy Webb