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Dare to Lead with Brené Brown

Brené and Barrett on Gathering Together for the First Time

43 min episode · 2 min read

Episode

43 min

Read time

2 min

Topics

Productivity, Remote Work, Leadership

AI-Generated Summary

Key Takeaways

  • Anxiety normalization: Leadership spent three weeks before the gathering explicitly discussing expected awkwardness and exhaustion from in-person interaction. Two-word check-ins revealed widespread anxiety and fear, validating the need for transparent emotional preparation when returning to physical workspaces after extended remote periods.
  • Dare to Lead training timing: Running their courage-building program during the reunion initially seemed risky but proved essential. Small group task work provided structure and guardrails during high-anxiety transition, functioning as organizational swaddling that prevented emotional flailing while rebuilding in-person connection and shared language.
  • Hybrid meeting protocols: Teams established clear distinctions between remote and in-person meetings. Information-sharing happens virtually to maintain equal footing for distributed workers. In-person time reserves for productive task conflict, creative rumbling, and difficult conversations requiring physical presence, not routine updates or announcements.
  • Sabbatical structure: The company closes completely for two weeks, offers paid Fridays off all summer, and requires employees take two additional paid weeks. Leadership recognizes exhausted people make poor strategic decisions. Creating critical mass of restoration across the entire organization prevents burnout-driven choices and performative busyness.

What It Covers

Brené Brown and Barrett Guillen reflect on their company's first in-person gathering after two years remote, implementing a hybrid work model, navigating COVID protocols, and announcing a fourteen-week summer sabbatical for organizational restoration.

Key Questions Answered

  • Anxiety normalization: Leadership spent three weeks before the gathering explicitly discussing expected awkwardness and exhaustion from in-person interaction. Two-word check-ins revealed widespread anxiety and fear, validating the need for transparent emotional preparation when returning to physical workspaces after extended remote periods.
  • Dare to Lead training timing: Running their courage-building program during the reunion initially seemed risky but proved essential. Small group task work provided structure and guardrails during high-anxiety transition, functioning as organizational swaddling that prevented emotional flailing while rebuilding in-person connection and shared language.
  • Hybrid meeting protocols: Teams established clear distinctions between remote and in-person meetings. Information-sharing happens virtually to maintain equal footing for distributed workers. In-person time reserves for productive task conflict, creative rumbling, and difficult conversations requiring physical presence, not routine updates or announcements.
  • Sabbatical structure: The company closes completely for two weeks, offers paid Fridays off all summer, and requires employees take two additional paid weeks. Leadership recognizes exhausted people make poor strategic decisions. Creating critical mass of restoration across the entire organization prevents burnout-driven choices and performative busyness.

Notable Moment

Brown admits stepping down as CEO to become chief vision officer, acknowledging she cannot make sound strategic decisions while exhausted. She refuses to generate new projects or answer major questions before her restoration period, breaking her pattern of pushing through fatigue.

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Episode Transcript

Hi, everyone. I'm Renee Brown, and this is Dare to Lead. In this episode, Barrett and I share our experiences of what it was like together in person for the first time since March 2020. We had an all hands meeting a couple of weeks ago, I guess, three weeks ago now. Everyone came in to the Houston office. We got to meet new people. We got to introduce our new selves to people. You know, we're all new in some weird way. And this is a very honest conversation about how it felt to be back, how we underestimated the anxiety, why we are calling our two days a week hybrid a absolute pilot program so we can serve our team in maybe a couple months and then again after six months to see what's working, what's not working. It's a real conversation about what it was like. It was wonderful and amazing and connecting and scary and hard. And shit went wrong and stuff went unbelievably right. And this is a conversation. I'm glad you're here. Avoiding your unfinished home projects because you're not sure where to start? Thumbtack knows homes, so you don't have to. Don't know the difference between matte paint finish and satin, or what that clunking sound from your dryer is? With Thumbtack, you don't have to be a home pro. You just have to hire one. You can hire top rated pros, see price estimates, and read reviews all on the app. Download today. Support for this show comes from Odoo. Running a business is hard enough, so why make it harder with a dozen different apps that don't talk to each other? Introducing Odoo. It's the only business software you'll ever need. It's an all in one fully integrated platform that makes your work easier. CRM, accounting, inventory, e commerce, and more. And the best part? Odoo replaces multiple expensive platforms for a fraction of the cost. That's why over thousands of businesses have made the switch. So why not you? Try Odoo for free at odoo.com. That's odoo.com. So before we launch into this conversation, I want to share some news with you. I am, for the first time in my, I guess, life career, I am going on a very serious sabbatical this summer. I am leaving work for fourteen weeks. I have one event that we've had scheduled for over a year. So I'm doing one event in the summer that, again, has been on the calendar for a long time. But I am I wouldn't say I'm shutting down. I'm opening up. And I am also asking everyone here at our organization to do the same. So we are closing the office for a couple of weeks, just paid time off. We're closing the office every Friday, paid off Fridays, and we're asking everyone, in addition to the two weeks the office is closed, to take two more weeks off, paid, obviously, maybe not, obviously. We need to …

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    Running their courage-building program during the reunion initially seemed risky but proved essential. Small group task work provided structure and guardrails during high-anxiety transition, functioning as organizational swaddling that prevented emotional flailing while rebuilding in-person connection and shared language.

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