My entire team was asked to read this book over the course of the summer to learn how to have tough conversations and be vulnerable. Everyone, including our executives and managers, were asked to read the book and reflect weekly in small group sessions. In a sense, this was nice because now everyone speaks the same language of the book and saying things like "let's rumble" has meaning. However, I haven't actually seen it being used as the starter for a serious conversation.I starting reading this book with some reservations. I've read many leadership books and taken many classes on the topic over the course of my career. Most of them promote the same leadership philosophies, but worded a bit differently. I wasn't sure that I would learn anything new, but I read it anyways and went into it with an open mind.I just finished the book a few days ago and I can't honestly say that I learned anything new. There were a few passages that resonated with me because I had been through those experiences before, as someone on the receiving end of gaslighting or shaming behavior. I've been on the giving end too, unfortunately, but this book doesn't provide very practical examples for getting away from that behavior. She essentially says that there are less harsh ways to convey "honest" feedback that aren't so hurtful and to think more carefully about what you're saying. Recognize your own emotions instead of putting the blame on someone else. Easy to say, difficult to do.The examples that she gives are too perfect in the sense that she acknowledges a challenge she faced, but would have a conversation about it and everything would be resolved. I would have preferred if she showed more vulnerability by also discussing when she followed all the principles and things didn't work out, because humans are unpredictable even if you do everything by the book. It's also too easy to fall back into old habits. Brene mentions a direct report who was upset with her because she kept showing up late to 1-on-1 meetings or rescheduling due to client meetings, which made the employee feel like not a priority. This was resolved by pushing the 1-on-1 back 15 minutes, and all was right in the world again. Whereas in my mind (and experience), I just lost 15 minutes of time with my boss and if a client needed to meet during my 1-on-1 time, I’m sure I’d still be deprioritized.Overall, I'd say this book is pretty average when it comes to leadership books. I thought there were too many lists and bullet points within the book, which breaks the flow and makes it difficult to stay engaged. The principles and lists may be good for someone early in career or for people who haven't been through a plethora of leadership training.