Leadership & Self Deception By The Arbinger Institute
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Transcript of Leadership & Self Deception By The Arbinger Institute
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Leadership& Self Deception
By The Arbinger Institute
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WHAT WE WANT IS WHAT WE DON’T GET!
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Philosophy
An underlying issue that undercuts both
•Individuals
•Organisations
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the problem of not knowing one has a problem
SELF DECEPTIO
N
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PARADOX
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we often create our own problems
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we seem unaware that we create problems
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we actively resist solutions
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The result of self
Deception is…
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PEOPLE PROBLEMS
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poor communications
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poor relationships
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poor teamwork
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• Politics / Conflict• Low Morale / Motivation• Silo Thinking / Lack of
Departmental Interaction• Lack of Trust / Lack of
Empowerment• Poor Leadership - Not walking the
talk!• Lack of Ownership, Accountability,
Responsibility• No Initiative• The list goes on and on………..
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To solve it, we try different strategies
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training
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selection of the right people
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robust management methods
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Key Performance
Indicators (KPIs)
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clear milestones
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and more!
Performance Management
SystemsIncentives
and Rewards
Shared Vision, Values
BPR
Leadership Dialogue
Improved Communications
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With all these strategies in place …
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how much time do we still spend on managing people
problems?
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at what cost to the team?
at what cost to the organization?
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A BOLD CLAIM!
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•Poor Communications •Poor Relationships
•Poor Teamwork / Lack of Cohesion•Politics / Conflict
•Low Morale / Motivation•Silo Thinking / Lack of Departmental Interaction
•Lack of Trust / Lack of Empowerment•Poor Leadership
•Lack of Ownership, Accountability, Responsibility•No Initiative
PEOPLE PROBLEMS
SINGLE
DEEPER
PROBLEM
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SENSE: Share the information with
Mark to help him with his workCHOICE
Betray the sense
Honour the
sense
Person[Responsive Way]
Object[Resistant Way]
In Self-Betrayal, I feel JUSTIFIED
How I started to see Mark
•Competitor/threat
•Won’t appreciate it
•May not need it •May misconstrue my intentions
•Too dependent •Lazy
How I started to see Myself
•Deserve to be on top
•Hardworking•Busy
-Horribilise-Be defensive-Blame with thoughts & emotions
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Why is the BOX a big deal?
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L1: CustomerL2: Coworker
L4: BossL3: Team Member
Focused on Myself
Focused on my doings
Seeking Justification
Thei
r im
pact
on
me
Thei
r im
pact
on
me
Their impact on m
e
Their impact on
me
CONSTANTLY MEASURING
OTHERS’ IMPACT ON ME
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BOX SYMPTOMS
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focusing on… what others need to do
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focusing on… other’s mistakes
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focusing on… other’s negative qualities
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NOT focusing on… being a better team member
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and more!
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focus on myself
focus on my doings
focus on others
measure my impact on others
SEE OBJECTS!
SEE PEOPLE!
Remember …
When I am in the box …
When I am out of the box …
focus on results
SOLVING THE BETRAYAL PROBLEM
measure others’ impact on me
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A WAY OUT OF THE BOX
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….EMBED A WAY OF
WORKING
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THAT DOESN’T ALLOW US
TO FOCUS ON OURSELVES OR OUR DOINGS
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BUT INSTEAD
KEEPS US FOCUSED ON OTHERS AND
RESULTS
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L1: CustomerL2: Coworker
L4: BossL3: Team Member
Focus on Others
Focus on Results
My
impa
ct o
n
othe
rs
My
impa
ct o
n
othe
rs
My im
pact on
others
My im
pact on
others
CONSTANTLY MEASURE MY IMPACT ON OTHERS!