Strong Ground by Brene Brown

Brené Brown’s Strong Ground arrives at a moment when conversations about leadership feel both crowded and necessary. Her long engagement with courage, vulnerability and organisational culture has established her as a familiar voice for readers seeking clarity in uncertain times. This new book extends that work by exploring what it means to lead from steadiness, connection and intentional practice, drawing on six years of research, coaching and global collaboration. While it continues the themes for which Brown is known, Strong Ground positions itself as a guidebook for leaders navigating an increasingly volatile world.

Rather than following a conventional narrative arc, the book unfolds through reflections, interviews, short essays and moments of personal insight. Brown uses this structure to bring together varied perspectives, from business thinkers to athletes and creative practitioners. The result feels conversational and wide ranging, intended to show leadership as a skill shaped by the whole of a person’s experience rather than by professional training alone. Readers are taken into discussions about mindset, behavioural habits, team dynamics and the difficult emotional work of acting with integrity when external pressures intensify.

Brown’s presence as a narrator remains central. She blends academic grounding with an accessible style that has long been one of her strengths. There is humour, candour and a willingness to examine her own missteps, which gives the book an inviting tone. At the same time, the wide scope means that the material occasionally feels uneven, particularly when chapters draw heavily on earlier publications or revisit concepts already familiar to her audience. Some sections read more like an expanded workshop than a developed argument. Yet even in those moments, Brown’s clarity of purpose keeps the book anchored.

A recurring thread is the importance of psychological steadiness. Brown argues that effective leadership begins with the ability to stand firm through uncertainty, combining emotional regulation with a sense of purpose. She links this to the development of trust, both in oneself and among teams, and she emphasises that predictability in behaviour can be more valuable than constant displays of charisma or strategic sharpness. Her interest in paradox strengthens these discussions, encouraging readers to hold competing ideas without retreating into false simplicity. In an era where public discourse often rewards extremes, this approach feels particularly timely.

The book also engages with wellbeing, treating it not as an optional enhancement but as a requirement for sustained leadership. Brown highlights the cost of overwhelm, noting that depleted leaders diminish the resilience of those around them. In doing so, she reinforces the idea that leadership is relational, shaped by responsibility rather than authority.

Strong Ground will speak most clearly to readers already invested in Brown’s work or those searching for guidance that blends research with personal warmth. While it is not her most tightly structured book, it contains moments of genuine insight and thoughtful encouragement. Brown’s commitment to nurturing humane, grounded leadership remains compelling, and her ability to translate complex emotional concepts into everyday practice ensures that this book will find a wide and engaged readership.

Reviewer: Chris Reed

Ebury