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Leadership & Self Deception By The Arbinger Institute.

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Presentation on theme: "Leadership & Self Deception By The Arbinger Institute."— Presentation transcript:

1 Leadership & Self Deception By The Arbinger Institute

2 WHAT WE WANT IS WHAT WE DON’T GET!

3 Philosophy An underlying issue that undercuts both Individuals Organisations

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

5 PARADOX

6 we often create our own problems

7 we seem unaware that we create problems

8 we actively resist solutions

9

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

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 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

28 SENSE: Share the information with Mark to help him with his work CHOICE 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

29 Why is the BOX a big deal?

30 L1: CustomerL2: Coworker L4: BossL3: Team Member Focused on Myself Focused on my doings Seeking Justification Their impact on me CONSTANTLY MEASURING OTHERS’ IMPACT ON ME

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 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

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 L2: Coworker L4: BossL3: Team Member Focus on Others Focus on Results My impact on others CONSTANTLY MEASURE MY IMPACT ON OTHERS!


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