Wisdom from Brené Brown

“Leading from hurt” behaviors can be fueled by feeling no value from our partner or our children, so we double down on being seen as “important” at work by taking credit for ideas that aren’t ours, staying in comparison mode, and always knowing instead of learning. The most common driver of the hurt that I’ve observed is from our first families.

The first-family stuff can look like seeking the approval and acceptance from colleagues that we never received from our parents. Also, if our parents’ professional failures and disappointments shaped our upbringing, we can spend our careers trying to undo that pain. That often takes the shape of an insatiable appetite for recognition and success, of unproductive competition, and, on occasion, of having zero tolerance for risk.

Leaders must either invest a reasonable amount of time attending to fears and feelings or squander an unreasonable amount of time trying to manage ineffective and unproductive behavior. Well, leader, heal thyself.

We have to invest time attending to our own fears, feelings, and history or we’ll find ourselves managing our own unproductive behaviors. As daring leaders, we have to stay curious about our own blind spots and how to pull those issues into view, and we need to commit to helping the people we serve find their blind spots in a way that’s safe and supportive.

Ed Catmull, president, Pixar and Walt Disney Animation Studios, writes: “I tend to flood and freeze up if I’m feeling overwhelmed. When this happens, it’s usually because I feel like the world is crashing down and all is lost. One trick I’ve learned is to force myself to make a list of what’s actually wrong. Usually, soon into making the list, I find I can group most of the issues into two or three larger all-encompassing problems. So it’s really not all that bad. Having a finite list of problems is much better than having an illogical feeling that everything is wrong.”

Source credit: bit.ly/brenedaretolead

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