Strong Ground [Review]

“Let’s try a little experiment,” I said to myself this past December.

I have been dabbling with experiments in my life, a short-term thing I want to try. I did a little experiment with not watching or reading the news for two weeks. Honestly, I felt so calm and not like the world was on fire all the time that I continue to limit my news intake. 

Then I did a little social media experiment: I wasn’t on Facebook for a month. Again, it was a great feeling to be free of the burden of social media, so I took the apps off my phone. Now I only use Facebook and Instagram on my computer for a short time, every few days.

My latest experiment was to have a book club. Starting a book club was very self-serving. I wanted to read Brené Brown’s new book, Strong Ground, and I knew I wouldn’t get through it without accountability. I started a book club as a little experiment. It has worked for me. We had our book club discussion about Strong Ground, and I had 8 other women leaders read it with me. There was a chat group where I posted a question or two each week, and others, along with myself, posted their a-ha moments from the reading. 

In this post, I am sharing a few of my insights from reading Strong Ground.

The Dare to Lead Podcast

Brené Brown is one of my favorite leadership thought leaders and researchers. I have read several of her books and use her materials in my trainings. I also listen to her podcasts Unlocking Us and Dare to Lead. Brown was a consistent podcaster and started the Dare to Lead podcast in October, 2020. Then, at the end of 2022, she took a 16-month break, had a few interviews in the spring of 2024, and then nothing until last fall. 

“YES!” I shouted as a Dare to Lead podcast episode dropped last fall. It was a 9-episode series about her new book, “Strong Ground: The Lessons of Daring Leadership, the Tenacity of Paradox and the Wisdom of the Human Spirit,” which offers valuable leadership lessons. Six episodes featured Adam Grant, an organizational psychologist, and the engaging conversations between Brown and Grant provided practical insights into leadership challenges. Listening to these episodes can give you a taste of the book’s leadership concepts and inspire your own growth. 

Short Review of Strong Ground

Strong Ground is an almost 400-page read that packs in so much on leadership, both self-leadership and organizational leadership. In addition to Brown’s writings, she has guest writers discuss leadership concepts she has integrated into the Dare to Lead framework. I will need to go back through all the highlights in the book to really let it all sink in. However, I would like to discuss three sections I found key topics and tools in the book for me.

  1. The Above the Line/ Below the Line Practice
  2. Grounded Confidence
  3. Locking In and Locking Through

The Above the Line/ Below the Line Practice

Above-the-line and below-the-line practices are not new to me. I learned about the practice twenty years ago during a restorative practices training. The Above the Line/ Below the Line mindset was like digging deep into a dusty box of trinkets that I hadn’t thought about for a while and pulling out a treasure, saying, “Oh! This one I need right now!” 

At its essence, it’s a practice where leaders build self-awareness of their mindset. Are you making decisions and responses from a below-the-line mindset that is all about fear, power over, and being “right”? Or are you making those decisions from above the line in the mindset of curiosity, power with, and open to possibilities? This video from the Conscious Leadership group explains the concept well. It’s all about pausing and recognizing where you are, above or below the line. 

Grounded Confidence

Brown’s definition of a leader is anyone, regardless of title or position, who holds themselves accountable for finding potential in people and ideas, and who has the courage to develop that potential. This inclusive view aims to inspire you to see your own leadership qualities and feel empowered to develop them further.

This section incorporates the skills from Dare to Lead (2018), her additional research from Atlas of the Heart (2021), and the many organizations her company has served. Grounded Confidence accounts for almost a third of the book’s content and is the heart of her research with organizations. Brown defines Grounded Confidence as “is a brand of confidence that is …built on solid ground of self-awareness, courage, and practice. Grounded confidence is the accepting and embracing learning and unlearning, practicing and failing, and at its core is driven by discipline and the joy of mastery.” 

Locking In and Locking Through

There are many skill-sets and mindsets needed for grounded confidence; however, one that stood out to me was the concept of Locking In and Locking Through. She especially writes about locking in and deep focus. In this section, it resonated with me because, to finish the book, I needed deep focus; however, the technology was pulling me away from the focus I needed to reach my goal. I set my phone’s timer and then set it across the room. I told myself I couldn’t touch the phone until the timer went off. It took me half the time to settle myself, and then I sat and read. 

As I read this chapter, what I learned is that your attention is like a flashlight: whenever you point it, it becomes brighter. I only have one flashlight, and on days when I try to shine the light on too many tasks in a short time span, task switching, I will start to lose integrity in any of those tasks. I will become slower, more prone to error, and worn out. As a woman of a certain age, I feel emotionally worn out more than ever on days when I ask too much of my brain by switching tasks. I plan to spend more time blocking out projects where I can have deep, intentional focus without the interruptions of other tasks. 

Brown uses personal narrative, sports metaphors, examples within an organization,  guest writers, poetry, and research to weave together the concepts she shares in the book. In the online discussion among the book club members, some of us felt it led to a disjointed reading experience and a lack of a clear path for where she was going in the book. The disjointed information was mostly at the start of the book. We also had a great discussion about the audio version vs the book. In the audiobook, Brown will go off-script at times and add some additional information. Overall, as leaders in our respective communities, we all felt that there was some value in reading the book. 

I suggest listening to the Dare to Lead podcasts before reading the book to get a feel for the content before diving in. I am happy with the book club experiment and may hold another one later in the year. I will be incorporating the Strong Ground mindsets and tools into my personal work as a leader and in my work with organizations to support them in developing a culture that brings out the best within themselves. If you would like to chat about how I can support your organization in developing a “strong ground” culture, reach out to chat!

Strength-Based Doesn’t Mean Ignoring Problems

When I talk about strength-based approaches in organizations that serve children and families, I sometimes see a familiar reaction.

A slight pause, then a question about what strength-based means.
A raised eyebrow when I explain that it focuses on what is strong in people.
A quiet concern about shoring up others’ weaknesses.

There’s a fear that “strength-based” means we gloss over weaknesses, avoid difficult conversations, or focus so much on what’s going well that we fail to address what isn’t. For professionals carrying heavy responsibility, for children, families, and communities, that concern makes sense.

But a true strength-based approach doesn’t ignore problems; instead, it complements problem-solving by helping us see what’s working, which enhances our capacity to address challenges effectively.

It gives us a better way to face challenges and changes.

What strength-based really means

Being strength-based involves starting from the belief that individuals possess capacities, skills, and values, even during difficult times.

A strength-based approach emphasizes identifying what is working so we can better address what isn’t. In organizations supporting children and families, systemic challenges like stress, trauma, staffing shortages, and emotional demands are common.

A strength-based perspective allows us to acknowledge these issues while focusing on existing resources, helping us tackle systemic problems without ignoring them. Ultimately, this approach helps us shift our perspective to a more balanced view.

Why strengths matter when work is hard

Strengths are not simply rewards for good behavior but serve as a vital resource, especially during difficult times. When people feel recognized for their contributions, they are more likely to stay engaged, accept responsibility, reflect instead of defend, and develop new skills.

This principle applies to both adults and children: a child who perceives themselves as capable is more willing to try again, while a staff member who feels appreciated is more receptive to feedback.

Strength provides the emotional safety essential for learning and growth. Ultimately, strengths help people thrive not because the tasks are easy, but because they carry meaning.

Problems don’t disappear, capacity increases

Strength-based work does not remove challenges. It increases our capacity to address them.

When people are overwhelmed or dysregulated, conversations about performance, behavior, or change often trigger defensiveness or shutdown. A strength-based approach supports regulation by reminding people of their competence and value.

A strength-based approach is about grounding difficult conversations in truth:
• “Here’s what I see you doing well.”
• “Here’s where you’re stuck.”
• “Here’s how we move forward together.”

Regulation makes these conversations possible.

Strength-based is not just individual, it’s systemic

Strength-based cultures don’t rely on individual positivity. They embed strengths into systems by aligning job roles with people’s natural abilities, naming contributions in team meetings, and adopting leadership practices that notice effort, not just outcomes.

When strengths are consistently acknowledged, they become part of the culture. People begin to expect to be seen, not just evaluated.

Ownership of culture matters here. If leaders talk only about strengths but systems reward urgency, compliance, or perfection, the message gets lost. Strength-based practice works when values and systems align, inspiring confidence that systemic change is possible.

Why this matters in work with children and families

For organizations serving children and families, strength-based approaches model the very skills we hope to nurture: resilience, agency, and connection. Children learn who they are through the eyes of the adults around them. Staff do too.

Consistently naming strengths and challenges shows: you matter, you’re capable, and growth is possible. Acknowledging strengths doesn’t make the work lighter, but it makes it sustainable.

Strength-Based Responses in Uncertain Times

When fear is present, people don’t expect perfection from us; they seek steadiness instead.

During uncertain times, a strength-based approach might sound like: “I notice how much you’re still showing up for your child, even when things feel heavy.” “I see your commitment to this community.” “You don’t have to explain everything for me to care.” These moments are significant.

They serve as reminders to families and staff that dignity and humanity are preserved, even under stress. Strength-based practice, especially now, isn’t about minimizing fear but about grounding people in what is reliable when the world seems unstable.

A small action to begin

To introduce a strength-based approach in your organization, begin with small steps.

During your next tough conversation, identify one authentic strength before discussing the challenge. Not as a “sandwich,” but as context. Make the strength specific, genuine, and relevant to the work. Then, address the issue with clarity and compassion.

This small change can significantly influence how the conversation is received and how people react. Strength-based practice is essential for healthy organizations, but must be integrated into a broader ecosystem.

Strengths grow best in soil that includes regulation, psychological safety, aligned systems, and shared ownership of culture. When these elements work together, organizations move beyond survival toward sustainable impact.

If these ideas resonate, this is the heart of the work I bring into organizations through keynotes and trainings. I support teams who serve children and families in building trauma-informed, strength-based cultures that help people stay regulated, connected, and effective, especially during challenging seasons.

This work is not about quick fixes. It’s about cultivating strong ROOTS so organizations can respond with clarity and care when it matters most.
If you’re curious about how this looks in your setting, I’d love to continue the conversation. Email me at Kathy@wildewoodlearning.com to set up a time to talk.