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C9060-528 - IBM Spectrum Protect V8.1 Administration - BrainDump Information

Vendor Name : IBM
Exam Code : C9060-528
Exam Name : IBM Spectrum Protect V8.1 Administration
Questions and Answers : 66 Q & A
Updated On : October 19, 2018
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C9060-528 exam Dumps Source : IBM Spectrum Protect V8.1 Administration

Test Code : C9060-528
Test Name : IBM Spectrum Protect V8.1 Administration
Vendor Name : IBM
Q&A : 66 Real Questions

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IBM IBM Spectrum Protect V8.1

IBM look at: Proactive data recuperation Plans Can assist cut back probability of Repeat facts Breach by way of 30 % | killexams.com Real Questions and Pass4sure dumps

No effect discovered, are attempting new keyword!"Our research over the final few years continues to verify that the proactive steps company leaders and corporations are taking to give protection to ... IBM creates value for valued clientele through built-in produc...

Bridgestone Sues IBM for Fraud in $600 Million Lawsuit over Failed IT Implementation | killexams.com Real Questions and Pass4sure dumps

Tomohiro Ohsumi/Bloomberg/Getty pictures

this is already turning into one nasty, public battle.

On Monday, the newspaper The Tennessean ran an article about Nashville-based Bridgestone Americas, Inc., which is a part of the eastern enterprise Bridgestone Tire and Auto-provider agency, bringing a US$600 million lawsuit in opposition t IBM. Bridgestone alleged in its grievance (pdf) that once the new US$75 million plus SAP-primarily based invoicing, accounting, and product beginning gadget went reside in January 2012, it found "that there have been extremely serious defects in the IBM SAP design answer as implemented which Bridgestone had no reason to predict and for which IBM offered no explanation consistent with the purported considerations IBM had raised.”

consequently, the lawsuit states, “Bridgestone has suffered damages in excess of $200,000,000, and continues to suffer damages from harm to its popularity and consumer family members.”

The lawsuit, which became filed 29 October, was sealed unless these days. whereas the criminal complaint is heavily redacted, in it Bridgestone alleges that IBM engaged in a “pattern of deception, intentional misrepresentation, and concealment” over its capabilities and the exact reputation of the project dangers and complications. for instance, Bridgestone states that IBM “assigned people, including the chief technical architect for the challenge, who didn't possess the suitable advantage, skill, schooling, practising, experience, technical talents, and skills to operate the capabilities necessary for the a hit design and implementation." The lawsuit also says loads of the work become outsourced to IBM people in India and China who possessed below stellar construction talents and practices.

Bridgestone’s lawsuit alleges: (1) Fraud within the inducement and contract efficiency; (2) misrepresentation in enterprise transactions; (three) useful fraud; (4) violations of the Tennessee buyer insurance policy Act; (5) gross negligence, and (6) breach of contract. The enterprise needs a jury trial.

IBM, which has taken a battering over different failed IT implementations, including the Queensland fitness payroll fiasco, the Indiana govt outsourcing farce which continues to be unresolved, the Texas government outsourcing debacle, and the recent botched Pennsylvania government equipment implementation, has come out swinging. IBM immediately, publicly, and vehemently rejected the claims brought via Bridgestone. IBM gave its side of the story Wednesday to enterprise Insider, claiming in a press release that:

“Bridgestone filed a lawsuit claiming breach of contract and fraud towards IBM related to a fresh SAP implementation. These claims in opposition t IBM are exaggerated, factually incorrect and without merit. From the outset of this assignment, Bridgestone failed to meet vital commitments upon which the efficiency of IBM’s duties were predicated.

subsequently, Bridgestone’s repeated disasters had a significant influence on the task’s can charge and agenda, and its choice to upfront roll-out the implementation across its whole business negatively impacted its operations."

among the many claims IBM made have been that:

  • Bridgestone understood that this is able to be a challenging venture. It had tried a couple of times with different companies and didn't improve its system. IBM became the most effective dealer to be triumphant in completing the upgrade to SAP.
  • notwithstanding the complexity of the task and its bad history, Bridgestone didn't staff the task with individuals who sufficiently understood its own legacy techniques and could assist IBM in designing and changing them into a brand new SAP system. throughout, Bridgestone lacked the crucial management to with ease manipulate the challenge; it changed its CIO on six occasions in a 2 year length all the way through the project term.
  • Bridgestone did not provide the imperative application, hardware and network infrastructure for the device to operate accurately. in many situations, Bridgestone provided inferior resources or no supplies in any respect.
  • there's a whole lot longer laundry record of complaints which which you could read within the company Insider piece, but you get IBM's gist. Bridgestone, when asked to touch upon IBM's remark blaming it for all of the device's resulting problems, said its simplest response is contained in the criticism filed with the lawsuit.

    A careful reading of Bridgestone’s criticism includes all of IBM’s points above and says why the tire business thinks these aspects don’t grasp any (criminal) water. The redacted proprietary elements of the complaint (which because of a person’s terrible understanding of how to use redaction in PDF files, is without difficulty readable) discusses what appears to be the specific guarantees by IBM involving its capabilities and capabilities, in addition to how IBM mentioned it could manage the implementation and any problems that could come up.

    Bridgestone in its grievance says that it brought the lawsuit after mediation failed. It additionally indicated that it turned into right through the mediation effort that it discovered “that IBM had been engaged in a route of intentional deception, fraud, and misrepresentation throughout the venture.” This seems to point out that some variety of out of court docket contract, like what came about when Avantor introduced a lawsuit in opposition t IBM a 12 months in the past for “reckless indifference"  on one more bungled SAP task, is not possible.

    How an awful lot of Bridgestone’s lawsuit will stand is any person’s bet. one of the most certain allegations within the grievance, a lot of which consist of IBM’s representations within the redacted bits, could, to my quite non-lawyerly eye, be thrown out as IBM only accomplishing puffery over its potential and capabilities. that's what took place when Marin County, Calif., sued Deloitte Consulting for fraud over an SAP mission in 2010. different allegations together with IBM's contract to most effective use personnel possessing the relevant knowledge and expertise to carry out the remark of labor can be more promising.

    I’ll preserve you updated on the development of both the lawsuit and public brawl.

    photo: Tomohiro Ohsumi/Bloomberg/Getty pictures


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    however Brown's identify nonetheless receives blank appears in many quarters. She's working on changing that this year, with a new book and a business reinvention and some different large plans to promote her work to individuals who don't continually go for analysis that, as Brown acknowledges, now and again gets disregarded as "touchy-feely" stuff.

    A PhD and analysis professor at the university of Houston's Graduate school of Social Work, Brown spent years getting to know the concepts of disgrace and vulnerability. through her "grounded concept" analysis--a methodology of accumulating and coding interviews and different information units--she started discovering patterns of behaviors and drawing some primary however uncomfortable conclusions, including: all of us fail. but ignoring, or just recognizing, those failures isn't adequate. precise management can take place most effective when we include our imperfections, work to conquer them, and take hazards--when we're courageous, in Brown's parlance, and when we "challenge the false experiences we make up once we event disappointment."

    a part of what makes Brown's work appealing is how she frames her call for severe self-reflection, via acknowledging that she struggles with this method as lots as any one else. "it's much more straightforward to discuss what we want and need than it's to speak in regards to the fears, feelings, and shortage that get within the approach," she writes in her latest bound-to-be-bestseller, Dare to lead: courageous Work. tough Conversations. complete Hearts.

    It changed into that type of personal admission that made her noted. In 2010, just a few months earlier than the book of her first non-tutorial publication, The gifts of Imperfection, Brown gave a20-minute TEDxHouston discuss her research, and the emotional breakdown it led to her. Her performance changed into humorous, touching, sincere--and shortly viral, watched with the aid of some 35 million people. It launched Brown on a trajectory of advising CEOs, entrepreneurs, and the ebook-buying public--and deciding how she would flip her analysis right into a business.

    Brown has spent the previous few years attempting to build a profitable but mutable business that practices what she preaches. as with any self-assist event, it be a work in growth. all over my discuss with to the Brené Brown schooling and research community in steamy mid-July, Brown is overseeing an organizational reboot tied to the publication of Dare to lead. the new ebook, she says, collects 20 years of analysis, in addition to new information on working with senior executives, to propose 4 ability sets of superior leadership.

    Dare to guide is scheduled for unencumber in early October, and Brown has in reality quarantined herself to write all of it summer season beneath what's in part a self-imposed crash deadline. She needs her e book to first rate management to seem earlier than the midterm elections in November. "we have simply about the worst fashions of management that I even have ever considered in my life," she says. "when you ask me, 'Is anybody getting it appropriate?' i might say on no account political leadership at this time. under no circumstances this administration."

    Which is one more part of Brown's authenticity: A white Christian living within the center of the country, she takes firm, outspoken political stands--together with for the ladies's March and Black Lives depend, and in opposition t the president's immigration policies--which is more than you could predict from a peddler of management suggestions to a corporate audience. "She's simply so thoughtful, and so intentional about how she tackles these definitely tricky concerns," says Maisha Walker, founder and president of digital marketing company Message Medium, and an African American woman who became impressed by means of Brown's response to the deadly white supremacist riots in Charlottesville closing year. "She does not shy away from the complicated stuff."

    Some people, on both ends of the political spectrum, walked out of activities all the way through Brown's book tour ultimate 12 months for Braving the desert, which addressed navigating the hyperpartisan Trump-era political climate. but that hasn't stopped Brown from doubling down on the complicated stuff--or kept her from the perpetual state of excessive conversation and self-reflection she brings to her growing function as founder and CEO.

    it be a manner it truly is concerned false starts, the shutting down of a success products, and being sincere--or what Brown would name being courageous--about what she needs, and does not desire, to spend her time doing. "after I first began, I failed to say no to anything else, as a result of i needed to show I may do it," says Brown. Now, 5 years into turning her knowledge into a real business, she says this may be the 12 months of "asserting no to a lot of issues, and getting in fact clear on who I need to be."

    Telling the story of a girl used to writing her own can be a tough proposition. Brown grounds her books in biographical details, including her childhood as Cassandra Brené Brown, oldest of 4 kids who grew up relocating from San Antonio to New Orleans and returned to Texas. there were her wild days bartending her means through UT Austin, getting sober from her "take the part off" beer- and-cigarette addiction, and finally finishing her bachelor's degree at age 29. there may be her loving, mindfully communicative marriage to a pediatrician named Steve Alley, whom she met once they had been each lifeguards, and their lifestyles raising two toddlers.

    Brown got her PhD in 2002 at the institution of Houston and stayed on as a research professor, educating courses starting from feminist observe to social-welfare policy analysis. Then that 2010 TEDx talk forever changed the direction of her career. It changed into adopted by means of her 2012 booklet Daring enormously, in part about her resulting vulnerability "hangover" and the downsides--and alternatives--of her fast movie star. The linked TED talk she gave that 12 months now has had more than 9 million views.

    Then, in 2013, Brown gained the handiest fan who matters within the e-book industrial advanced: Oprah. an invitation for Brown to seem on Oprah's SuperSoul Sunday tv exhibit became into an interview function in O journal, and a company relationship with the personal community, the place Brown gave an online direction (which remains attainable). by the end of that yr, Brown had recruited a couple of chums, so she might strike out on her own and figure out how to flip her cult of character into a sustainable company.

    The business these days remains very an awful lot a pals-and-family affair. Brown employs her twin younger sisters as her chief of staff and the pinnacle of her nonprofit operation. Charles "Chaz" Kiley, Brown's friend seeing that their school days ready tables, is now her chief monetary officer. "Brené has a good looking first rate tolerance for chance--and a beautiful respectable tolerance for failure," he says.

    A white Christian residing in the center of the nation, she takes outspoken political stands, together with for the women's March and Black Lives remember.

    however identifying the right company for Brené Inc. hasn't been simple. Brown's enterprise, which now has 27 personnel, has at all times offered some form of training for therapists and coaches, who can get licensed in Brown's strategies and licensed to make use of her highbrow property. Then, in 2015, Brown begun up her own direct-to-purchaser online-schooling business. The "braveness Works" path become instantly a success, according to Brown and Kiley, who say that it generated $6 million in salary and one hundred,000 purchasers in its first yr.

    Yet Brown has became down offers of out of doors funding that might assist her extend directly. as a substitute, she's financed her enterprise by and large via her ebook revenue and company speakme expenses of up to $90,000 (although she says 30 percent of her work is pro bono). The business additionally earns revenue from training and certifying facilitators, who use Brown's how one can run their personal workshops, and from Brown's occasional consulting gigs.

    it's money well spent, huge corporations say. "She talks about ideas that are extremely significant for transformational management, in a way it's science-based mostly and intensely human," says IBM's Deb Bubb, who runs the tech colossal's corporate leadership, discovering, and inclusion efforts, and who brought Brown into IBM's internal building application. Dheeraj Pandey, CEO and co-founding father of public cloud-computing enterprise Nutanix, which has a market cap of about $10 billion, employed Brown to communicate at the company's client conference this year and work with some senior leaders. "She's turn into a aggressive abilities, and a secret weapon for our subculture," says Pandey, who now from time to time catches his engineers discussing vulnerability on Slack: "When it receives a little too ani­mated, Nutanix personnel will defuse the tensions by using asserting, 'hi there, you need to be inclined here.' " Or as Megan Tamte, co-CEO of apparel retailer Evereve, puts it: "To the people I dangle around with, she's like Oprah."

    however as Brown constructed out her enterprise, she grew to become uncomfortable with a big a part of it--together with the prospect of scaling. operating a for-income online-training portal required salespeople and utility engineers and advertising, and specializing in "getting bums in seats ... and having to feel mainly salesy," Kiley says. "It felt a bit outdoor of her ethics to be pushing that tough on the marketing aspect." adds Brown, "i noticed that schooling should be a nonprofit."

    So through late closing 12 months, Brown had finally compelled herself to confront a call many founders are confronted with. operating a large-scale purchaser operation without problems wasn't compatible with what she calls her "pleasure list," a mix of actual and emotional health, reference to her household, and "the greatest unrenewable resource on the planet"--time. "I've talked to loads of founders [and] very successful senior leaders who are deeply unhappy," working lengthy hours and not ever having fun with the fruits of their labors," Brown says.

    "I do not are looking to wake up someday and have 150 individuals working right here, and 5 of them are researchers and 145 of them are application engineers and getting to know platform people. it really is no longer what I need to do," she says. "working that enterprise and my pleasure checklist are collectively exclusive."

    "Fuuuuuuuck." Sighing sotto voce, head falling into her palms, Brown is responding to the obvious query: How does she prioritize her load of learning, speaking, writing, and working her company?

    As soon as she utters the exasperated expletive, Brown regrets it--and starts negotiating to erase it. or not it's a perplexing reaction from a self-described "fifth-generation Texan with a household motto of 'lock and load,' " who even admits to me that the F-notice is "very at ease. that is my cuss observe." So is rarely the use of it genuine and on-manufacturer for Brené Brown?

    sure and no. "or not it's on-company for me, but now not for the work," she says, noting that being widely used for profanity dangers alienating a much broader viewers. "here's the anxiety: now not being my authentic self is enormously bad to the work." She pauses. "My language can every so often not serve the work."

    or not it's a dichotomy between Brown's ambition and her reluctant relationship with superstar; between the lady who preaches vulnerability and the one who's built a wall of coverage towards the backyard world. When her first TEDx speak went viral in 2010, "my first thought became now not 'Hell, yeah!' however 'Get the toothpaste returned within the tube,' " she recalls. "You know? 'control this, control this, control this.' "

    With some justification. As Brown discovered, to be feminine on the information superhighway is to become a target for nasty comments. "if you're in public and you're a lady, put a device in vicinity. I do not care if you make $forty,000 a yr or $forty million a 12 months," she advises. "hire somebody to offer you three feedback that are price responding to, and delete the shit that is no longer."

    There are different issues she will handle. In December, Brown shut down the courage Works online studying business. She began changing one arm of her business into a nonprofit, with a purpose to continue training mental fitness experts and others in Brown's research and methods and soon teach them in faculties and maybe schools.

    Brown's final for-profit operations--the consulting-and-workshops company as soon as called brave Leaders Inc.--will now share the name of her new booklet: Dare to guide. The re-branding underlines a contemporary awareness: "we have tried different organizations with a purpose to be constructive in scaling and not ever paid attention to the books," she laughs. "How did the books turn into a aspect hustle?"

    in particular when, according to Nielsen BookScan, The gifts of Imperfection (2010) offered more than 1,000,000 copies, Daring vastly (2012) offered half that, and both subsequent books have bought more than 250,000 every. (Brown says that U.S. earnings are more than 4 million, complete.) She's now making an attempt to tie her books more directly to her enterprise operations. in its place of promoting "18 hours' price of classes, i go to position every thing I've discovered in a e-book and simply give it away [for] 20 bucks," she says.

    The renamed business will continue to seek advice from huge corporations. and it will continue to instruct other gurus in Brown's IP, so that they can also be licensed consultants to the ninety five % of company consumers Brown doesn't have the time or mental power to discuss with herself.

    5 years in, or not it's ultimately beginning to come collectively. but Brown is longing for the day when her company has moved beyond the startup chaos. When she will be able to definitively say she's chosen the appropriate direction for her enterprise--and may even take some day without work.

    That may well be an not possible goal for an organization so evidently headquartered on a star founder. still, "i will believe like it be a large failure if this work doesn't live past me," she reflects. And if anyone can work in the course of the struggles of starting, reinventing, and main a enterprise, it be doubtless the lady who's actually written the books on a way to do it. As Brown quips: "Researcher, heal thyself."

    From the October 2018 problem of Inc. magazine




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    Indiana and IBM Sue Each Other Over Failed Outsourcing Contract | killexams.com real questions and Pass4sure dumps

    Last October, the State of Indiana decided to terminate its 10-year, $1.34 billion contract with IBM to privatize the state's welfare system. Among the reasons given was IBM's alleged mishandling of welfare claims; before the contract, the rate was just 4.38% but it had climbed to 18.2% by July of that year.

    In its place, the state said it would develop a hybrid system incorporating what it called the "successful elements of the old welfare delivery system" and a "modernized system." This hybrid system would include more face-to-face contact and more localized team-based case management.

    At the time, an IBM spokesperson said, "IBM rejects the state's claims [of non-performance] and believes the state's actions are unjustified. IBM will take action as appropriate to protect its rights under its contract with FSSA [Indiana's Family and Social Services Administration] ."

    Well, this week both IBM and the State of Indiana decided the appropriate action was to duke it out in court.

    According to multiple stories in the Indianapolis Star (here, here, here and here), the state paid IBM $437.5 million of its $1.34 billion, 10-year outsourcing contract, along with an additional $2.64 million in closing costs. The state also says that IBM has submitted over $125 million in additional the company claims it is still owed under the contract.

    Indiana has told IBM that not only will it not be paying the $125 million, but it in fact wants its $437 million back and more.

    As reported in this Indy Star article,

    "Marcus Barlow, a spokesman for FSSA, said the state, in its lawsuit, is seeking reimbursement of every dime it has paid IBM; reimbursement of all overtime state employees incurred because of problems with IBM’s performance; and also wants IBM to be responsible for any federal penalties or damages from any lawsuits filed by others because of the welfare system’s shortcomings."

    IBM, in turn, has decided to counter-sue Indiana, claiming that it is owed both the $437 million as well as the $125 million it has billed the state, and that it isn't responsible for any other current or future damages.

    You can read Indiana's court filing here, and a redacted version of IBM's here, courtesy of the Indy Star.

    What is fascinating to me is how nasty things have gotten.

    The state is claiming that IBM's outsourcing efforts were totally worthless, which has gotten IBM more than a little bit miffed.

    In fact, a state spokesperson yesterday called the IBM lawsuit nonsensical, and that it was trying to take credit for the success of the new, hybrid system. Quoting from the Indy Star, spokesperson Barlow said,

    "How they [IBM] can say with a straight face that they in any way helped the state is mindboggling."

    An IBM spokesperson named Clint Roswell was then quoted in the same Indy Star article as saying that IBM "can certainly say with a very straight face that they are using IBM technology; that’s why this program is working. The hybrid is just a matter of adding some more bodies to it."

    IBM spokesperson Roswell was further quoted in today's Indy Star article as saying,

    "It's our services. It's our hardware. It's our software. It's our databases, our whole system that we set up, and now they're using and they don't want to pay for it."

    But the state says in its lawsuit that it "was left with virtually nothing of value from IBM's failed performance and indeed is faced with expending hundreds of millions of dollars in reprogramming and eventually entirely replacing IBM's failed systems."

    There's more, but you get the picture.

    Ah, there are few things that can match watching an IT-related legal dispute play out in the press for its pure entertainment value.

    Risk Factor readers can feel free to set the initial odds on:

  •  the State of Indiana getting all $437 million back;
  •  IBM getting to keep the $437 million and getting paid the $125 million it says it's owed;
  •  the State of Indiana getting some of the $437 million back;
  •  IBM getting to keep the $437 million and gets paid only some of the $125 million it says it's owed;
  •  Indiana and IBM agreeing that $437 million is fair and appropriate, and the $125 million claim being dropped;
  • a compromise being worked out that is kept confidential, with each side saying it won.
  • I will provide blow-by-blow updates on this dispute as it evolves.


    How This Leadership Researcher Became the Secret Weapon for Oprah, Pixar, IBM, and Melinda Gates | killexams.com real questions and Pass4sure dumps

    Brené Brown knows how to pause. She knows how to take in a question, take in a breath, and ...

    ... really, really pause.

    Her pause confers reflection and authority. It makes you feel heard. Each prolonged silence is flattering to both Brown and her conversation partner: "What a great question," the pause says, before imbuing her eventual response with thoughtful weight.

    Sitting in the airy, two-story Houston headquarters that Brown's book sales and speaking fees have allowed her business to occupy--and to decorate with cushy Restoration Hardware furniture and the fresh flowers she buys her staff twice a month--the founder casts her mind back to life before fame. Hands clasped before her mouth and blond head bowed, as if in prayer, an occasional shake of her head punctuating her process, Brown thinks, a lot, before she speaks.

    "I don't mourn anything," Brown says, "because--" and here she stops, for 11 silent seconds--"I am unapologetically ambitious, and I'm not any more ambitious now than I was then."

    However--and here she pauses again--"I don't like being a public person."

    She is, and she isn't. An Oprah-endorsed leadership consultant to the likes of Pixar, IBM, the Seattle Seahawks, and the Bill & Melinda Gates Foundation, Brown, 52, is extremely well known in some circles. "Brené taught me that leadership requires admitting what you don't know instead of pretending to know everything," Melinda Gates says in an email. "I love her message that vulnerability is the key to building trust." Other avowed fans include Hollywood celebrities Reese Witherspoon, Amy Adams, and Kristen Bell; Laverne Cox, star of Orange Is the New Black, recently told Vanity Fair that Brown is one of her favorite writers--along with bell hooks, James Baldwin, and Shakespeare.

    But Brown's name still gets blank looks in many quarters. She's working on changing that this year, with a new book and a business reinvention and some other big plans to promote her work to people who don't usually go for research that, as Brown acknowledges, sometimes gets dismissed as "touchy-feely" stuff.

    A PhD and research professor at the University of Houston's Graduate College of Social Work, Brown spent years studying the concepts of shame and vulnerability. Through her "grounded theory" research--a methodology of collecting and coding interviews and other data sets--she started finding patterns of behaviors and drawing some basic but uncomfortable conclusions, including: We all fail. But ignoring, or just recognizing, those failures isn't enough. Real leadership can happen only when we embrace our imperfections, work to overcome them, and take risks--when we are brave, in Brown's parlance, and when we "challenge the false stories we make up when we experience disappointment."

    Part of what makes Brown's work appealing is how she frames her call for intense self-reflection, by acknowledging that she struggles with this process as much as anyone else. "It's much easier to talk about what we want and need than it is to talk about the fears, feelings, and scarcity that get in the way," she writes in her latest sure-to-be-bestseller, Dare to Lead: Brave Work. Tough Conversations. Whole Hearts.

    It was that sort of personal admission that made her famous. In 2010, a few months before the publication of her first non-academic book, The Gifts of Imperfection, Brown gave a20-minute TEDxHouston Talk about her research, and the emotional breakdown it caused her. Her performance was funny, touching, honest--and soon viral, watched by some 35 million people. It launched Brown on a trajectory of advising CEOs, entrepreneurs, and the book-buying public--and figuring out how she would turn her research into a business.

    Brown has spent the past few years trying to build a profitable but mutable company that practices what she preaches. As with any self-help journey, it's a work in progress. During my visit to the Brené Brown Education and Research Group in steamy mid-July, Brown is overseeing an organizational reboot tied to the publication of Dare to Lead. The new book, she says, collects 20 years of research, as well as new data on working with senior executives, to propose four skill sets of better leadership.

    Dare to Lead is scheduled for release in early October, and Brown has basically quarantined herself to write it all summer under what's partially a self-imposed crash deadline. She wants her guide to good leadership to appear before the midterm elections in November. "We have just about the worst models of leadership that I have ever seen in my life," she says. "When you ask me, 'Is anyone getting it right?' I'd say certainly not political leadership right now. Certainly not this administration."

    Which is another part of Brown's authenticity: A white Christian living in the middle of the country, she takes firm, outspoken political stands--including for the Women's March and Black Lives Matter, and against the president's immigration policies--which is more than you might expect from a peddler of leadership advice to a corporate audience. "She's just so thoughtful, and so intentional about how she tackles these really difficult issues," says Maisha Walker, founder and president of digital marketing firm Message Medium, and an African American woman who was impressed by Brown's response to the deadly white supremacist riots in Charlottesville last year. "She doesn't shy away from the hard stuff."

    Some people, on both ends of the political spectrum, walked out of events during Brown's book tour last year for Braving the Wilderness, which addressed navigating the hyperpartisan Trump-era political climate. But that hasn't stopped Brown from doubling down on the hard stuff--or kept her from the perpetual state of intense conversation and self-reflection she brings to her growing role as founder and CEO.

    It's a process that's involved false starts, the shutting down of successful products, and being honest--or what Brown would call being courageous--about what she wants, and doesn't want, to spend her time doing. "When I first started, I didn't say no to anything, because I wanted to prove I could do it," says Brown. Now, five years into turning her expertise into a real business, she says this will be the year of "saying no to a lot of things, and getting really clear on who I want to be."

    Telling the story of a woman used to writing her own can be a tricky proposition. Brown grounds her books in biographical details, including her childhood as Cassandra Brené Brown, oldest of four kids who grew up moving from San Antonio to New Orleans and back to Texas. There were her wild days bartending her way through UT Austin, getting sober from her "take the edge off" beer- and-cigarette habit, and finally finishing her bachelor's degree at age 29. There's her loving, mindfully communicative marriage to a pediatrician named Steve Alley, whom she met when they were both lifeguards, and their life raising two children.

    Brown got her PhD in 2002 at the University of Houston and stayed on as a research professor, teaching courses ranging from feminist practice to social-welfare policy analysis. Then that 2010 TEDx Talk forever changed the course of her career. It was followed by her 2012 book Daring Greatly, partially about her resulting vulnerability "hangover" and the downsides--and opportunities--of her instant celebrity. The related TED Talk she gave that year now has had more than nine million views.

    Then, in 2013, Brown gained the only fan who matters in the book industrial complex: Oprah. An invitation for Brown to appear on Oprah's SuperSoul Sunday TV show turned into an interview feature in O magazine, and a business relationship with the OWN network, where Brown gave an online course (which is still available). By the end of that year, Brown had recruited a couple of friends, so she could strike out on her own and figure out how to turn her cult of personality into a sustainable business.

    The company today remains very much a friends-and-family affair. Brown employs her twin younger sisters as her chief of staff and the head of her nonprofit operation. Charles "Chaz" Kiley, Brown's friend since their college days waiting tables, is now her chief financial officer. "Brené has a pretty good tolerance for risk--and a pretty good tolerance for failure," he says.

    A white Christian living in the middle of the country, she takes outspoken political stands, including for the Women's March and Black Lives Matter.

    But figuring out the right business for Brené Inc. hasn't been straightforward. Brown's company, which now has 27 employees, has always sold some sort of training for therapists and coaches, who can get certified in Brown's methods and licensed to use her intellectual property. Then, in 2015, Brown started up her own direct-to-consumer online-education business. The "Courage Works" course was immediately successful, according to Brown and Kiley, who say that it generated $6 million in revenue and 100,000 customers in its first year.

    Yet Brown has turned down offers of outside investment that could help her expand quickly. Instead, she's financed her business mostly through her book sales and corporate speaking fees of up to $90,000 (though she says 30 percent of her work is pro bono). The company also earns revenue from training and certifying facilitators, who use Brown's methods to run their own workshops, and from Brown's occasional consulting gigs.

    It's money well spent, big companies say. "She talks about concepts that are incredibly relevant for transformational leadership, in a way that's science-based and very human," says IBM's Deb Bubb, who runs the tech giant's corporate leadership, learning, and inclusion efforts, and who brought Brown into IBM's internal development program. Dheeraj Pandey, CEO and co-founder of public cloud-computing company Nutanix, which has a market cap of about $10 billion, hired Brown to speak at the company's customer conference this year and work with some senior leaders. "She's become a competitive advantage, and a secret weapon for our culture," says Pandey, who now sometimes catches his engineers discussing vulnerability on Slack: "When it gets a little too ani­mated, Nutanix employees will defuse the tensions by saying, 'Hey, you have to be vulnerable here.' " Or as Megan Tamte, co-CEO of apparel retailer Evereve, puts it: "To the people I hang around with, she's like Oprah."

    But as Brown built out her business, she became uncomfortable with a big part of it--including the prospect of scaling. Running a for-profit online-education portal required salespeople and software engineers and marketing, and focusing on "getting bums in seats ... and having to feel particularly salesy," Kiley says. "It felt a little outside of her ethics to be pushing that hard on the marketing side." Adds Brown, "I realized that education should be a nonprofit."

    So by late last year, Brown had finally forced herself to confront a choice many founders are faced with. Running a large-scale consumer operation simply wasn't compatible with what she calls her "joy list," a mixture of physical and emotional health, connection with her loved ones, and "the biggest unrenewable resource in the world"--time. "I've talked to a lot of founders [and] very successful senior leaders who are deeply unhappy," working long hours and never enjoying the fruits of their labors," Brown says.

    "I don't want to wake up one day and have 150 people working here, and five of them are researchers and 145 of them are software engineers and learning platform people. That's not what I want to do," she says. "Running that business and my joy list are mutually exclusive."

    "Fuuuuuuuck." Sighing sotto voce, head falling into her hands, Brown is responding to the obvious question: How does she prioritize her load of researching, speaking, writing, and running her company?

    As soon as she utters the exasperated expletive, Brown regrets it--and starts negotiating to erase it. It's a perplexing reaction from a self-described "fifth-generation Texan with a family motto of 'lock and load,' " who even admits to me that the F-word is "very comfortable. That's my cuss word." So isn't using it authentic and on-brand for Brené Brown?

    Yes and no. "It's on-brand for me, but not for the work," she says, noting that being known for profanity risks alienating a wider audience. "Here's the tension: Not being my authentic self is incredibly dangerous to the work." She pauses. "My language can sometimes not serve the work."

    It's a dichotomy between Brown's ambition and her reluctant relationship with celebrity; between the woman who preaches vulnerability and the one who's built a wall of protection against the outside world. When her first TEDx Talk went viral in 2010, "my first thought was not 'Hell, yeah!' but 'Get the toothpaste back in the tube,' " she recalls. "You know? 'Control this, control this, control this.' "

    With some justification. As Brown learned, to be female on the internet is to become a target for nasty comments. "If you're in public and you're a woman, put a system in place. I don't care if you make $40,000 a year or $40 million a year," she advises. "Hire someone to give you three comments that are worth responding to, and delete the shit that's not."

    There are other things she can control. In December, Brown shut down the Courage Works online learning business. She started converting one arm of her company into a nonprofit, which will continue training mental health professionals and others in Brown's research and methods and soon teach them in schools and perhaps colleges.

    Brown's remaining for-profit operations--the consulting-and-workshops business once known as Brave Leaders Inc.--will now share the name of her new book: Dare to Lead. The re-branding underlines a recent realization: "We've tried different businesses in order to be effective in scaling and never paid attention to the books," she laughs. "How did the books become a side hustle?"

    Especially when, according to Nielsen BookScan, The Gifts of Imperfection (2010) sold more than a million copies, Daring Greatly (2012) sold half that, and the two subsequent books have sold more than 250,000 each. (Brown says that U.S. sales are more than four million, total.) She's now trying to tie her books more directly to her business operations. Instead of selling "18 hours' worth of courses, I'm going to put everything I've learned in a book and just give it away [for] 20 bucks," she says.

    The renamed company will continue to consult with big corporations. And it will continue to train other professionals in Brown's IP, so they can be certified consultants to the 95 percent of business clients Brown doesn't have the time or mental energy to visit herself.

    Five years in, it's finally starting to come together. But Brown is looking forward to the day when her company has moved beyond the startup chaos. When she can definitively say she's chosen the right path for her business--and can even take some time off.

    That may be an impossible goal for an organization so clearly centered on a celebrity founder. Still, "I will feel like it's a massive failure if this work doesn't live beyond me," she reflects. And if anyone can work through the struggles of starting, reinventing, and leading a business, it's probably the woman who's literally written the books on how to do it. As Brown quips: "Researcher, heal thyself."

    From the October 2018 issue of Inc. Magazine


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