![]() ![]() ![]() ![]() How many of these do you recognise, either in yourself as a manager or in your managers?Īn undercurrent that runs throughout all of these points is the ability to have difficult conversations. As Brene said, "If we can't change how we show up for each other, we can't change how we care for patients."īrene suggested these are the top 10 challenges for managers: We need to remember that we are all humans - and acknowledge that for all human beings are (individuals with our own feelings, hopes, fears, experiences, anxieties, aspirations). Accepting this requires courage because culture can often teach us, wrongly, that in order to be successful we need to know the answers, always be right, and be some kind of self-sufficient superhero.Ĭrucially, we need to to support one another. Why is this important, especially in healthcare? Being vulnerable means accepting that we don't know all the answers, that sometimes we might get things wrong (or, at least, not completely right), that we need the support of others. Listening to her rich Texan tones offering her insights, answering participants' questions with genuine warmth and candour, was a real treat.īrene suggests that the biggest challenge leaders have is not skills or knowledge, but the courage to be vulnerable. ![]() I've read Brene's books, and watched her TED talks and so jumped at the opportunity offered by Healthcare Improvement Scotland. Recently I had the privilege of attending a webinar 'Daring Leadership in Healthcare' led by Brene Brown. ![]()
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