Leadership & Self Deception By The Arbinger Institute

1. Leadership& Self DeceptionBy The Arbinger Institute

2. WHAT WE WANT IS WHAT WE DON’T GET!

3. Philosophy • An underlying issue that undercuts both • Individuals • Organisations

4. SELF DECEPTION the problem of not knowing one has a problem

5. PARADOX

6. we often create our own problems

7. we seem unaware that we create problems

8. we actively resist solutions

10. The result of self Deception is…

11. PEOPLE PROBLEMS

12. poor communications

13. poor relationships

14. poor teamwork

15. 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………..

16. To solve it, we try different strategies

17. training

18. selection of the right people

19. robust management methods

20. Key Performance Indicators (KPIs)

21. clear milestones

22. Performance Management Systems Incentives and Rewards and more! Improved Communications Leadership Dialogue Shared Vision, Values BPR

23. With all these strategies in place …

24. how much time do we still spend on managing people problems?

25. at what cost to the team? at what cost to the organization?

26. A BOLD CLAIM!

27. PEOPLE PROBLEMS SINGLE DEEPER PROBLEM • 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

28. SENSE: Share the information with Mark to help him with his work Person [Responsive Way] Honour the sense CHOICE Betray the sense • Horribilise • Be defensive • Blame with thoughts & emotions • How I started to see Myself • Deserve to be on top • Hardworking • Busy • How I started to see Mark • Competitor/threat • Won’t appreciate it • May not need it • May misconstrue my intentions • Too dependent • Lazy Object [Resistant Way] In Self-Betrayal, I feel JUSTIFIED

29. Why is the BOX a big deal?

30. L2: Coworker L1: Customer CONSTANTLY MEASURING OTHERS’ IMPACT ON ME Their impact on me Their impact on me Their impact on me Their impact on me Focused on Myself Focused on my doings Seeking Justification L3: Team Member L4: Boss

31. BOX SYMPTOMS

32. focusing on… what others need to do

33. focusing on… other’s mistakes

34. focusing on… other’s negative qualities

35. NOT focusing on… being a better team member

36. and more!

37. SOLVING THE BETRAYAL PROBLEM Remember … When I am in the box … focus on myself focus on my doings measure others’ impact on me SEE OBJECTS! When I am out of the box … focus on others focus on results measure my impact on others SEE PEOPLE!

38. A WAY OUT OF THE BOX

39. ….EMBED A WAY OF WORKING

40. THAT DOESN’T ALLOW US TO FOCUS ON OURSELVES OR OUR DOINGS

41. BUT INSTEAD KEEPS US FOCUSED ON OTHERS AND RESULTS

42. L1: Customer CONSTANTLY MEASURE MY IMPACT ON OTHERS! L2: Coworker My impact on others My impact on others My impact on others My impact on others Focus on Others Focus on Results L3: Team Member L4: Boss