LEADERSHIP AND SELF-DECEPTION
BY THE ARBINGER INSTITUTE
Getting Out of the Box
Contents
What’s it about?
We must first recognize and accept that we have a problem with self-deception
Inside-the-box thinking often comes from a simple act of self-betrayal
Determine whether you view others as objects or as human beings
Leaders who think outside of the box get the best out of others
Constant self-betrayal leads to a distorted view of self
Getting out of the box is all about mindset and determination
Final summary
Now read the book
Key takeaways
What’s it about?
The goal of every business should not only be to achieve financial success, but also to foster an environment that promotes teamwork and collaboration. If an organization takes care to look after both its bottom line and the happiness of its employees, this culture of consideration will encourage everyone to work harder—for themselves, for the company, and for each other.
The leaders within any company—the owners, the directors, and the managers—must take an active role in creating this type of environment for their employees. If they don’t lay the groundwork, it’s highly unlikely their team will do it themselves. In order to establish this kind of positive environment, leaders must engage with some honest introspection. It is essential they ask themselves some tough questions, such as: Am I judgmental toward others? Do I react anxiously or angrily toward my colleagues? Do I have an explosive temper?
Leaders who display such negative qualities will not be able to cultivate a collaborative and progressive environment for their staff to enjoy. Instead, members of their team may begin to dread being at work, only showing up each day for their paycheck. This type of environment not only discourages creativity, it also dissuades employees from sharing valuable insight that could be integral to the success of the company.
Leadership and Self-Deception,Leadership and Self-Deception,