The document summarizes The Arbinger Institute's book "Leadership and Self-Deception" which discusses how people have a tendency to view others as objects rather than fully as people ("in the box") and how this hinders collaboration and productivity. It notes that getting "in the box" involves betraying one's own sense of how one should treat others and then justifying this irrational behavior. Addressing this issue can help improve discretionary behavior, collaboration, creativity, innovation and leadership within teams.
The Arbinger Institute is an international consulting firm and think tank comprised of over 300 facilitators and staff from diverse backgrounds. They provide public courses, consulting, and organizational interventions based on a model explaining self-deception and how to overcome it. Their clients include many Fortune 500 companies, universities, and government agencies. The document then provides details on the Arbinger Institute's model of self-betrayal and how to recognize and address it.
In Leadership and Self-Deception, The Arbinger Institute explains how individuals can become more effective leaders by increasing self-awareness and holding themselves accountable. The authors believe that self-deception is the most common and most destructive element in many organizations. When people fail to treat others as people and instead regard them as objects, they fail to treat them with respect. People justify this behavior by creating a distorted view of reality, or a “box,” in which they can blame others. While people are “in the box,” they focus more on protecting their own self-justifications than on achieving results or encouraging others. People get “out of the box” by acknowledging their role in creating conflicts, and being “out of the box” leads to stronger leadership and improved relationships.
How great leaders avoid the traps of Self Deception and lead to success, having fun along the way. Watch this clip from the CTE Mentorship program at CA Technologies
The arbinger institute leadership and self deception getting out of the box ...Curatu Annamaria Si Andrei
The document summarizes the key concepts from the book "Leadership and Self-Deception" by The Arbringer Institute. It discusses how self-deception, or being "in the box," causes leaders to fail as they are unaware of problems they themselves cause. To get out of the box, one must stop resisting others and see them as people rather than objects. Implementing these principles in the workplace can help organizations and individuals achieve better results by focusing less on self-justification and more on helping others.
Book summary - What got you here Won't get you thereNordiana Noordin
1. One of my all-time-favourite books.
2. My first attempt to summarise a book in a presentation form.
3. Works best for career advancement & life betterment.
(MBASkills.IN) How to Win Friends and Influence PeopleSameer Mathur
This document summarizes techniques for influencing people from Dale Carnegie's book "How to Win Friends and Influence People". It is authored by Sameer Mathur and structured in sections. The sections cover fundamental techniques for handling people, ways to make people like you, how to win people to your way of thinking, and how to lead and change people without giving offense. Key advice includes speaking positively of others, showing genuine interest in people, remembering names, listening attentively, and avoiding criticism or arguments.
The Arbinger Institute is an international consulting firm and think tank comprised of over 300 facilitators and staff from diverse backgrounds. They provide public courses, consulting, and organizational interventions based on a model explaining self-deception and how to overcome it. Their clients include many Fortune 500 companies, universities, and government agencies. The document then provides details on the Arbinger Institute's model of self-betrayal and how to recognize and address it.
In Leadership and Self-Deception, The Arbinger Institute explains how individuals can become more effective leaders by increasing self-awareness and holding themselves accountable. The authors believe that self-deception is the most common and most destructive element in many organizations. When people fail to treat others as people and instead regard them as objects, they fail to treat them with respect. People justify this behavior by creating a distorted view of reality, or a “box,” in which they can blame others. While people are “in the box,” they focus more on protecting their own self-justifications than on achieving results or encouraging others. People get “out of the box” by acknowledging their role in creating conflicts, and being “out of the box” leads to stronger leadership and improved relationships.
How great leaders avoid the traps of Self Deception and lead to success, having fun along the way. Watch this clip from the CTE Mentorship program at CA Technologies
The arbinger institute leadership and self deception getting out of the box ...Curatu Annamaria Si Andrei
The document summarizes the key concepts from the book "Leadership and Self-Deception" by The Arbringer Institute. It discusses how self-deception, or being "in the box," causes leaders to fail as they are unaware of problems they themselves cause. To get out of the box, one must stop resisting others and see them as people rather than objects. Implementing these principles in the workplace can help organizations and individuals achieve better results by focusing less on self-justification and more on helping others.
Book summary - What got you here Won't get you thereNordiana Noordin
1. One of my all-time-favourite books.
2. My first attempt to summarise a book in a presentation form.
3. Works best for career advancement & life betterment.
(MBASkills.IN) How to Win Friends and Influence PeopleSameer Mathur
This document summarizes techniques for influencing people from Dale Carnegie's book "How to Win Friends and Influence People". It is authored by Sameer Mathur and structured in sections. The sections cover fundamental techniques for handling people, ways to make people like you, how to win people to your way of thinking, and how to lead and change people without giving offense. Key advice includes speaking positively of others, showing genuine interest in people, remembering names, listening attentively, and avoiding criticism or arguments.
This document outlines 20 habits that can hold people back from being successful and proposes methods for overcoming them. It identifies habits like always needing to win, passing judgment, refusing to apologize, and failing to recognize others. The document then recommends a 7-step process for changing interpersonal relationships through getting feedback, apologizing, listening, and following up. It also provides 8 rules for handling change, such as focusing on the right things to change, not hiding from the truth, and acting now rather than later.
9 Tips for Running a Successful Meeting with Remote WorkersShoreTel
This document provides 9 tips for running successful remote meetings with employees. The tips are to get the right people on the call, keep the agenda short and focused, engage attendees with discussion-based topics, communicate meeting goals beforehand, use images instead of just text in presentations, ask open-ended questions to encourage participation, use meeting technology tools to control discussions, choose appropriate times and time zones for meetings, and solicit feedback from attendees after meetings. The overall message is that remote meetings can be as productive as in-person meetings by following some best practices around planning, engagement of attendees, and use of meeting technology features.
This document provides an overview of a parent workshop on bullying. It defines bullying as intentional aggressive behavior that involves an imbalance of power. There are different types of bullying, including direct physical bullying as well as indirect bullying such as social exclusion. Research finds that about 20% of students report being bullied. Boys generally bully more than girls, while girls are more likely to engage in indirect bullying. Bullying often occurs in common school areas and children who bully are more likely to engage in other problem behaviors. The document outlines warning signs that a child may be bullied and provides guidance on steps parents can take if they suspect their child is being bullied, such as talking to their child, teachers, and school administrators.
This document discusses how self-awareness can help resolve conflicts. It explains that people often get into "the box" of self-deception, where they see the world in a way that justifies their own actions and distorts reality. This leads to conflicts as people provoke and mistreat each other. To resolve conflicts, one must get out of "the box" by changing their perceptions of others, having empathy, and not rushing to judgment. Being self-aware involves understanding one's own tendencies towards self-justification, holding oneself accountable, and seeing others as people rather than objects. This allows for genuine connections and resolution of conflicts.
Need to take control of a sales pitch, meeting, focus group or training session but can't call people out on their bad behaviour? Here are five fun strategies that sort out the texting, nodding off, chatting or endless questions without the stress!
The document lists 20 habits that can hold people back from achieving higher levels of success. These include an excessive need to win, add one's opinions, judge others, make negative comments, explain why ideas won't work, withhold information, fail to recognize others, take credit that isn't deserved, cling to the past, make excuses, play favorites, refuse to express regret or gratitude, punish messengers, pass blame, and prioritize being oneself over professional growth. Adopting these habits can prevent career advancement by damaging relationships and hindering personal development.
How Generation Z Differs from Millennials (and Some Similarities)Ryan Jenkins
The verdict is still out on where the Millennial generation ends and Generation Z begins. Some studies start Generation Z as early as 1993 and others as late as 2000. But no matter how you slice it, there are clear differences in behavior and preferences between Generation Z and the Millennials. These differences are sure to prompt additional adjustment when in comes to leadership, recruiting, parenting, and marketing.
In many ways, Generation Z is the extreme version and the opposite of Millennials. Some of these noticeable extremes and differences could help hiring managers, marketers, leaders, and parents better connect with the emerging generation and thrive tomorrow.
Presented by Ryan Jenkins, Millennial & Generation Z keynote speaker and author.
Website: http://ryan-jenkins.com
The document discusses qualities of good and bad leaders. Good leaders that people follow freely have qualities like experience, empathy, vision, inspiration, honesty and motivation. Bad leaders people are unwilling to follow are corrupt, closed-minded, dishonest, selfish and arrogant. The document also contrasts winners versus losers and discusses different levels of leadership, with level 5 leaders embodying humility and ambition for the organization.
This document contains 75 motivational quotes from successful entrepreneurs and other influential figures. Some of the key quotes include Charles Darwin saying "A man who dares to waste one hour of time has not discovered the value of life", Thomas Edison saying "Genius is one percent inspiration and ninety-nine percent perspiration", and Steve Jobs saying "The best way to predict the future is to create it." The quotes provide advice and lessons on topics like taking risks, perseverance, creativity, seizing opportunities, and thinking differently to achieve success.
A presentation on Bullying. The victim. The bully . Types of bullying. How to help the victim. Are you a bully? Discussion questions and a writing exercise. Vocabulary section .
Presentation for AOK Library & Gallery Staff Day, UMBC, summer 2019, discussing Kim Scott's book, Radical Candor, and its application to our library setting.
Bullying involves one person having power over another through name-calling, spreading rumors, or other harmful behaviors. Bullies may see it as a way to feel popular or tough, while victims are sometimes targeted for being different. Bullying is damaging to victims' well-being and sense of safety. Witnesses should intervene to help stop bullying and make it clear such behavior is unacceptable. Bullies should reflect on why they engage in such conduct and find better ways of interacting with others.
Este documento clasifica a los vendedores en diferentes tipos de "perros" (Pit Bull, Labrador, Poodle, etc.), describiendo sus fortalezas y debilidades. Explica que el vendedor más exitoso es aquel que puede combinar las mejores cualidades de cada tipo para convertirse en un "Súper Perro".
The three dimensions of Executive Presence:
1. What we do, how we behave and react– (our gravitas)
2. What we say and how we say it– (our communication)
3. How we present ourselves visually – (our appearance)
Executive Presence is more of Emotional Discipline, Presence & Leadership
The document describes the personal branding story of Jarkko Sjöman. It discusses how he used platforms like SlideShare, LinkedIn, and Twitter to build his personal brand as a "Superman" by sharing compelling content that garnered over 500,000 views. This led to opportunities like becoming a top influencer on SlideShare, public speaker, and personal branding coach. He encourages others to start personal branding by creating their own content and sharing their story.
Win Friends & Influence People Real EstateStacey Alcorn
This document summarizes Dale Carnegie's book "How to Win Friends and Influence People" and provides techniques for handling people effectively. It covers making people like you by showing genuine interest in them and remembering their name, encouraging them to talk about themselves by being a good listener, and making them feel important by talking about their interests. It also discusses ways to win people over to your way of thinking by avoiding arguments, respecting others' opinions, admitting when you're wrong, using a friendly approach, getting them to agree with you, and appealing to their nobler motives.
This document summarizes a presentation about Jim Collins' book "Good to Great".
The presentation discusses Collins' research analyzing what separated good companies that became great, sustained great results, and compared them to good companies that did not become great. Key findings included the importance of Level 5 Leadership, focusing on the right people and opportunities rather than problems, confronting brutal facts rather than hiding from them, and developing a simple "Hedgehog Concept" to guide strategy. The presentation provides examples of companies that demonstrated these principles and became great performers.
The Evolution of Recognition: And 3 Truths that Will Never Change
O.C. Tanner, number 40 on the 2015 FORTUNE 100 Best Companies to Work For® list, helps organizations create great work environments by inspiring and appreciating great work. Thousands of clients globally use the company’s cloud-based technology, tools, awards, and education services to engage talent, increase performance, drive goals, and create experiences that fuel the human spirit.
Learn how to recognize and manage your emotions. Spot the emotions in others. Become more skilled at managing the emotions in others. Have better relationships with those around you. Move from being emotional to emotional intelligence. All of this is necessary to truly be prepared for the future of work.
This document outlines 20 habits that can hold people back from being successful and proposes methods for overcoming them. It identifies habits like always needing to win, passing judgment, refusing to apologize, and failing to recognize others. The document then recommends a 7-step process for changing interpersonal relationships through getting feedback, apologizing, listening, and following up. It also provides 8 rules for handling change, such as focusing on the right things to change, not hiding from the truth, and acting now rather than later.
9 Tips for Running a Successful Meeting with Remote WorkersShoreTel
This document provides 9 tips for running successful remote meetings with employees. The tips are to get the right people on the call, keep the agenda short and focused, engage attendees with discussion-based topics, communicate meeting goals beforehand, use images instead of just text in presentations, ask open-ended questions to encourage participation, use meeting technology tools to control discussions, choose appropriate times and time zones for meetings, and solicit feedback from attendees after meetings. The overall message is that remote meetings can be as productive as in-person meetings by following some best practices around planning, engagement of attendees, and use of meeting technology features.
This document provides an overview of a parent workshop on bullying. It defines bullying as intentional aggressive behavior that involves an imbalance of power. There are different types of bullying, including direct physical bullying as well as indirect bullying such as social exclusion. Research finds that about 20% of students report being bullied. Boys generally bully more than girls, while girls are more likely to engage in indirect bullying. Bullying often occurs in common school areas and children who bully are more likely to engage in other problem behaviors. The document outlines warning signs that a child may be bullied and provides guidance on steps parents can take if they suspect their child is being bullied, such as talking to their child, teachers, and school administrators.
This document discusses how self-awareness can help resolve conflicts. It explains that people often get into "the box" of self-deception, where they see the world in a way that justifies their own actions and distorts reality. This leads to conflicts as people provoke and mistreat each other. To resolve conflicts, one must get out of "the box" by changing their perceptions of others, having empathy, and not rushing to judgment. Being self-aware involves understanding one's own tendencies towards self-justification, holding oneself accountable, and seeing others as people rather than objects. This allows for genuine connections and resolution of conflicts.
Need to take control of a sales pitch, meeting, focus group or training session but can't call people out on their bad behaviour? Here are five fun strategies that sort out the texting, nodding off, chatting or endless questions without the stress!
The document lists 20 habits that can hold people back from achieving higher levels of success. These include an excessive need to win, add one's opinions, judge others, make negative comments, explain why ideas won't work, withhold information, fail to recognize others, take credit that isn't deserved, cling to the past, make excuses, play favorites, refuse to express regret or gratitude, punish messengers, pass blame, and prioritize being oneself over professional growth. Adopting these habits can prevent career advancement by damaging relationships and hindering personal development.
How Generation Z Differs from Millennials (and Some Similarities)Ryan Jenkins
The verdict is still out on where the Millennial generation ends and Generation Z begins. Some studies start Generation Z as early as 1993 and others as late as 2000. But no matter how you slice it, there are clear differences in behavior and preferences between Generation Z and the Millennials. These differences are sure to prompt additional adjustment when in comes to leadership, recruiting, parenting, and marketing.
In many ways, Generation Z is the extreme version and the opposite of Millennials. Some of these noticeable extremes and differences could help hiring managers, marketers, leaders, and parents better connect with the emerging generation and thrive tomorrow.
Presented by Ryan Jenkins, Millennial & Generation Z keynote speaker and author.
Website: http://ryan-jenkins.com
The document discusses qualities of good and bad leaders. Good leaders that people follow freely have qualities like experience, empathy, vision, inspiration, honesty and motivation. Bad leaders people are unwilling to follow are corrupt, closed-minded, dishonest, selfish and arrogant. The document also contrasts winners versus losers and discusses different levels of leadership, with level 5 leaders embodying humility and ambition for the organization.
This document contains 75 motivational quotes from successful entrepreneurs and other influential figures. Some of the key quotes include Charles Darwin saying "A man who dares to waste one hour of time has not discovered the value of life", Thomas Edison saying "Genius is one percent inspiration and ninety-nine percent perspiration", and Steve Jobs saying "The best way to predict the future is to create it." The quotes provide advice and lessons on topics like taking risks, perseverance, creativity, seizing opportunities, and thinking differently to achieve success.
A presentation on Bullying. The victim. The bully . Types of bullying. How to help the victim. Are you a bully? Discussion questions and a writing exercise. Vocabulary section .
Presentation for AOK Library & Gallery Staff Day, UMBC, summer 2019, discussing Kim Scott's book, Radical Candor, and its application to our library setting.
Bullying involves one person having power over another through name-calling, spreading rumors, or other harmful behaviors. Bullies may see it as a way to feel popular or tough, while victims are sometimes targeted for being different. Bullying is damaging to victims' well-being and sense of safety. Witnesses should intervene to help stop bullying and make it clear such behavior is unacceptable. Bullies should reflect on why they engage in such conduct and find better ways of interacting with others.
Este documento clasifica a los vendedores en diferentes tipos de "perros" (Pit Bull, Labrador, Poodle, etc.), describiendo sus fortalezas y debilidades. Explica que el vendedor más exitoso es aquel que puede combinar las mejores cualidades de cada tipo para convertirse en un "Súper Perro".
The three dimensions of Executive Presence:
1. What we do, how we behave and react– (our gravitas)
2. What we say and how we say it– (our communication)
3. How we present ourselves visually – (our appearance)
Executive Presence is more of Emotional Discipline, Presence & Leadership
The document describes the personal branding story of Jarkko Sjöman. It discusses how he used platforms like SlideShare, LinkedIn, and Twitter to build his personal brand as a "Superman" by sharing compelling content that garnered over 500,000 views. This led to opportunities like becoming a top influencer on SlideShare, public speaker, and personal branding coach. He encourages others to start personal branding by creating their own content and sharing their story.
Win Friends & Influence People Real EstateStacey Alcorn
This document summarizes Dale Carnegie's book "How to Win Friends and Influence People" and provides techniques for handling people effectively. It covers making people like you by showing genuine interest in them and remembering their name, encouraging them to talk about themselves by being a good listener, and making them feel important by talking about their interests. It also discusses ways to win people over to your way of thinking by avoiding arguments, respecting others' opinions, admitting when you're wrong, using a friendly approach, getting them to agree with you, and appealing to their nobler motives.
This document summarizes a presentation about Jim Collins' book "Good to Great".
The presentation discusses Collins' research analyzing what separated good companies that became great, sustained great results, and compared them to good companies that did not become great. Key findings included the importance of Level 5 Leadership, focusing on the right people and opportunities rather than problems, confronting brutal facts rather than hiding from them, and developing a simple "Hedgehog Concept" to guide strategy. The presentation provides examples of companies that demonstrated these principles and became great performers.
The Evolution of Recognition: And 3 Truths that Will Never Change
O.C. Tanner, number 40 on the 2015 FORTUNE 100 Best Companies to Work For® list, helps organizations create great work environments by inspiring and appreciating great work. Thousands of clients globally use the company’s cloud-based technology, tools, awards, and education services to engage talent, increase performance, drive goals, and create experiences that fuel the human spirit.
Learn how to recognize and manage your emotions. Spot the emotions in others. Become more skilled at managing the emotions in others. Have better relationships with those around you. Move from being emotional to emotional intelligence. All of this is necessary to truly be prepared for the future of work.
How To Avoid The Easy Trap Of Self DeceptionGeorge Hutton
The document discusses the difference between real effort and pretend effort. Real effort involves risk, as taking action with other people can have uncertain outcomes. Pretend effort, like reading books and avoiding risks, gives the feeling of effort but is unlikely to achieve goals. The document argues that the only way to get closer to what you want is by taking risky action where the outcome is unknown. While some risks may fail, embracing feedback from both successes and failures through consistent action ensures progress over time.
Target Reference Model for Enterprise Business Architecture. 1) Front-line Support, 2) Collaboration among Experts, 3) Ecosystems for Sharing Value (shared reality), 4) Efficiency in Coordination, 5) Flexible Structures.
A metaphor of organizational inefficiency using an illustration of brain dysfunction and harmful obsessions. In both cases, instead of processing through workflow the process gets stuck. To overcome, process everything in the most efficient area or function. It's a fun comparison to drive home the point.
This document discusses thinking outside the box and provides examples. It presents the classic problem of drawing 4 connected straight lines to link 9 dots, which can be solved with 5, 4, or 3 lines by thinking unconventionally. The example of Fosbury Flop is given, where Dick Fosbury revolutionized the scissor jump in high jump by going over the bar backwards instead of frontally, winning an Olympic gold medal. The document encourages thinking unconventionally, as thinking outside the established ways can lead to innovative solutions.
Any presentation starts with an idea. But a great presentation starts with a great idea. In this presentation, you will read 7 ways you can break free from the traditional ways of doing things and start thinking outside the box. Read more http://24slides.com/blog/7-ways-think-box/
25 Personality Development Tips to enhance Your Attractiveness.pdfdiksha344533
We trust that reading this post has given you a better knowledge of how to become more attractive and how your personality affects this in key ways. The way we present ourselves, our self-assurance, and our capacity to make people feel at ease around us are frequently what makes us more attractive.
self-improvement
personal development
self-help
inspiration
growth
personality development
confidence
communication
open-mindedness
assertiveness
self-awareness
social skills
time management
stress management
empathy
This document summarizes parts of a presentation on codependency. Part I defined codependency and explored how it relates to relationships. Part II continues examining how codependency affects relationships and how one can take responsibility. The presentation identifies several symptoms of codependency like low self-esteem, poor boundaries, need for control, and focusing on others over oneself. It recommends seeking counseling and joining a support group to address codependency and working on building self-esteem.
Presentation for the SUNY Empire State College Student Leadership Institute (SLI) 2018 - Presentation on identifying personal leadership styles & drawing from the book Lead Yourself First.
Prospecting for Network Marketing Diamonds. Learn how to recognize, interest and attract the people who will become your biggest sellers. If you talk with the top income earners in network marketing, they'll all say that prospecting is the key to success.
Isn’t it curious? We look at other people, envy them for looking so terribly perfect and wish we could trade places with them, while they consider us and think of the same thing. We're jealous of other people who themselves are jealous of us. We suffer from low self-regard, lack of assurance and lose hope in self-improvement and ever winning anyone over.
Work from home!
WoodWoork
https://cutt.ly/TzKlcxv
13 Signs of High Emotional Intelligence.pdfDanielDieck1
Emotional intelligence manifests itself in everyday behaviors and actions. Some signs of high emotional intelligence include regularly reflecting on one's feelings, pausing before speaking or acting, controlling one's thoughts in response to emotions, benefiting from criticism by focusing on self-improvement, showing authenticity, demonstrating empathy, praising others, providing helpful feedback, apologizing, forgiving others, keeping commitments, helping others, and protecting oneself from emotional manipulation.
Practical tips on improving your confidence.
There are people who live “normal lives” and appear to be “just fine,” but due to their problems with confidence often stumble over obstacles they should never be stumbling over.
Tips on how you can get rid of stage fear, meeting new people, starting your own business.
This document outlines 15 common cognitive distortions: all-or-nothing thinking, overgeneralizing, mental filtering, discounting positives, jumping to conclusions, magnifying/minimizing, emotional reasoning, "should" statements, blaming, labeling, personalization, always being right, fallacy of change, control fallacy, and fairness fallacy. It provides examples and explanations of each distortion to help the reader identify thinking patterns that may negatively impact emotions and behaviors. The goal is to recognize distorted thinking in order to intentionally change emotions and behaviors.
The document provides information on assertiveness and conflict management techniques. It defines assertiveness as expressing personal rights and feelings. It discusses the importance of being assertive and the consequences of lacking assertiveness. Assertiveness training is presented as a way to increase assertive behaviors and decrease passive or aggressive behaviors. Assertiveness training involves developing non-verbal communication skills, recognizing personal rights, expressing feelings and needs, practicing responses, and learning to say no. The document also discusses what conflict is and provides several ways to manage conflict, such as staying calm, listening to other perspectives, brainstorming solutions, and seeking help from mediation services.
This document provides an overview of a lecture on critical thinking skills. It discusses how to apply creative and critical thinking to daily situations, evaluate source documents, and analyze complex texts. It also covers how to locate issue and problem-solution documents using the virtual library.
The lecture discusses common bad thinking habits like believing one's own perspective is superior, saving face, resisting change, conformity, stereotyping, and self-deception. It emphasizes the importance of examining one's own thinking and perspectives honestly and objectively.
The homework assignment asks students to identify examples of when they or others have demonstrated three specific bad thinking habits covered in the lecture: mine-is-better thinking, face saving, or resistance to change.
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "Awareness, Acceptance, and Change".
This journal entry discusses confirmation bias and how it can negatively impact decision making. Confirmation bias is the tendency to seek out and give more weight to information that confirms preexisting beliefs, and ignore or undermine contradictory information. The entry provides an example of how confirmation bias can cause investors to make poor decisions by only seeking out information that confirms their views on an investment and failing to consider different perspectives. Overcoming confirmation bias requires open-mindedly seeking out contradictory opinions to make better informed choices. The entry concludes that confirmation bias limits opportunities by focusing only on views that agree with preexisting opinions.
Listing the positive attributes of personalityJonayed Rousan
This document discusses positive and negative attributes of personality. It begins by defining personality and listing several perspectives on what constitutes personality from various scholars. It then lists 20 positive character traits including integrity, honesty, loyalty, respectfulness, responsibility, humility, compassion, fairness, forgiveness, authenticity, courageousness, generosity, perseverance, politeness, kindness, lovingness, optimism, reliability, conscientiousness, and self-discipline. It notes that developing these traits can improve life quality but be difficult. The document then lists 10 negative attributes that in moderation may have benefits, such as laziness, pessimism, thin skin, neuroticism, cynicism, distractedness, shyness, ego, selfish
This document summarizes 13 mindsets that can contribute to procrastination and lack of motivation, as described by Dr. David Burns. These mindsets include hopelessness, helplessness, feeling overwhelmed, jumping to conclusions, self-labeling, undervaluing rewards, perfectionism, and fears of failure, success, disapproval, coercion, frustration, guilt, and self-blame. The document provides brief descriptions of each mindset and how it can negatively impact motivation. It concludes by noting that avoidance causes anxiety while exposure can cure anxiety.
This document provides the results of a CliftonStrengths assessment for an individual named David Carter. The assessment identifies David's top 5 CliftonStrengths themes as: 1) Harmony, 2) Responsibility, 3) Arranger, 4) Belief, and 5) Developer. For each theme, the document provides a description of how the theme can help David thrive, insights into why that theme is unique to David based on his assessment responses, suggestions for how David can take action to maximize his potential using that theme, and potential blind spots to watch out for. The document is intended to help David understand and apply his natural talents to be his best self.
This document provides the results of a CliftonStrengths assessment for an individual named David Carter. It lists David's top 5 CliftonStrengths themes as Harmony, Responsibility, Arranger, Belief, and Developer. For each of David's top two strengths, Harmony and Responsibility, the document describes how David can thrive using these strengths, why they are unique to him, why he succeeds using them, and actions he can take to maximize their potential. It cautions him to watch out for potential blind spots related to each strength. The document is intended to help David understand and apply his strengths.
Aspire Leadership Presence and Impact Workshop SlidesDr Sam Collins
This document discusses leadership presence and impact. It introduces the Aspire 2022 Presence and Impact Model, which focuses on authenticity, activity, agility, and authority. Authenticity involves knowing yourself through understanding your strengths, talents, and passions. Authority requires having knowledge and expertise to demonstrate thought leadership. The document provides tips for women to develop their presence and impact, such as challenging themselves, drawing out other women, and addressing interruptions. It emphasizes adapting communication style to continue having influence.
Obtenez tout le soutien et les conseils dont vous avez besoin pour réussir votre prospection. Ce livre est l'une des ressources les plus précieuses au monde lorsqu'il s'agit de développer vos techniques de prospection dans le marketing de réseau. Ce livre ci-dessous vous montrera exactement ce que vous devez faire pour enfin réussir avec votre entreprise.
Attitudes are likes and dislikes for various people, objects, and activities that influence choices and work ethic, though they are not always consistent predictors of behavior. Behavior can change attitudes through cognitive dissonance, as acting counter to one's attitudes forces an attitude change, especially without other reasons. Attitudes exist in "opinion molecules" and are not always consistent.
This document discusses self-awareness and the Johari window model of self-disclosure. It explains that self-awareness allows humans to think about their own thoughts and feelings, and promotes personal growth. The Johari window model represents four panes that describe what a person knows about themselves, what others know, and the areas that are unknown. As relationships develop through open communication and feedback, the open pane grows while the hidden and blind panes shrink. Self-disclosure plays a key role in developing strong, trusting relationships by revealing private information between individuals.
End State: Five steps to success for transformation of complex organizationsGregory Rowe, LSS, ITIL
Target Reference Model for Enterprise Business Architecture.
1) Front-line Support
2) Collaboration among Experts
3) Ecosystems for Sharing Value (shared reality)
4) Efficiency in Coordination
5) Flexible Structures
v.44b
End State: Five steps to success for transformation of complex organizationsGregory Rowe, LSS, ITIL
Target Reference Model for Enterprise Business Architecture.
1) Front-line Support
2) Collaboration among Experts
3) Ecosystems for Sharing Value (shared reality)
4) Efficiency in Coordination
5) Flexible Structures
v.44a
An Integrated Management System - Best Practices 2020 Adoption of ITILGregory Rowe, LSS, ITIL
How people work in organizations. Therefore, how to lead them out of silos and into the light. Best practices put together for an integrated management system. ITIL provides twenty-six service management processes; that's too much. The presentation puts them into four main functional areas and generalizes to management and service management, not just IT management.
A metaphor of organizational inefficiency using an illustration of brain dysfunction and harmful obsessions. In both cases, instead of processing through workflow the process gets stuck. To overcome, process everything in the most efficient area or function. It's a fun comparison to drive home the point.
How people work in organizations. Therefore, how to lead them out of silos and into the light. Best practices put together for an integrated management system. ITIL provides twenty-six service management processes; that's too much. The presentation puts them into four main functional areas and generalizes to management and service management, not just IT management.
Target Reference Model for Enterprise Business Architecture. 1) Front-line Support, 2) Collaboration among Experts, 3) Ecosystems for Sharing Value (shared reality), 4) Efficiency in Coordination, 5) Flexible Structures.
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1. Out
of the
Box
A summary and review of The Arbinger
Institute’s “Leadership and Self-Deception”
How to improve discretionary behavior, along with
collaboration, creativity, innovation and leadership.
2. 2
1. The Ubiquitous People Problem
2. How it Precludes Progress
3. What Causes It
4. How to Fix It
Outline
When leaders and teams address the challenges
raised herein they become more engaged,
contribute more fully and collaborate more
effectively, which improves team productivity
and long-term performance.
How to improve discretionary behavior, along with
collaboration, creativity, innovation and leadership.
3. 3
The Problem
How to improve discretionary behavior, along with
collaboration, creativity, innovation and leadership.
When leaders and teams address the challenges
raised herein they become more engaged,
contribute more fully and collaborate more
effectively, which improves team productivity
and long-term performance.
4. 4
Problem
People cannot easily or objectively observe themselves.
o It’s a form of blindness that’s normal.
o Philosophers and psychologists have long recognized it.
As a result, team members will at times act on biased
assumptions, projected motivations and missed cues.
The effect within and between teams is for perspectives to narrow
and priorities to diverge as crisis and stress increase.
o That’s a problem beneath many problems.
o Without counteraction, it enables organizational dysfunction.
o It divides teams and keeps people from achieving results together.
The problem will derail strategic transformation if not addressed.
5. 5
Problem
It’s possible for leadership to confront the root
cause of the problem, as we’ll learn in this
presentation. Otherwise you merely treat
symptoms through bureaucracy and turnover.
People cannot easily or objectively observe themselves.
o It’s a form of blindness that’s normal.
o Philosophers and psychologists have long recognized it.
As a result, team members will at times act on biased
assumptions, projected motivations and missed cues.
The effect within and between teams is for perspectives to narrow
and priorities to diverge as crisis and stress increase.
o That’s a problem beneath many problems.
o Without counteraction, it enables organizational dysfunction.
o It divides teams and keeps people from achieving results together.
The problem will derail strategic transformation if not addressed.
If you can’t trust your
view of yourself in a
given moment then it’s
better to rely on others with
previous knowledge or belief.
“Know thyself.” –Socrates
6. 6
Subtly try to control, manipulate or use others
Resent other team members’ successes
Deceive or betray without awareness of impact
Bring fewer results to the organization and team
Negative Impacts
Next we’ll learn how the problem allows people to:
People often isolate
themselves or get into
everyone else’s business
due to the issue.
“Stop the madness!”
If you can’t trust your
view of yourself in a
given moment then it’s
better to rely on others with
previous knowledge or belief.
“Know thyself.” –Socrates
7. 7
Subtly try to control, manipulate or use others
Resent other team members’ successes
Deceive or betray without awareness of impact
Bring fewer results to the organization and team
Negative Impacts
Next we’ll learn how the problem allows people to:
The benefits are achieved in breaking through
internal blockage by attacking a root cause that
we’ll call “The Box.”
Benefits of addressing the issue:
• Higher productivity.
• Reduction of irritating distractions from self-
promotion, including over-talking at meetings.
• Overcoming complacency.
• Avoiding HR actions.
• Long-term growth through maintaining a balanced
interdependency between personal preferences
and corporate interests.
People often isolate
themselves or get into
everyone else’s business
due to the issue.
“Stop the madness!”
9. 9
When you ignore your impressions of the way you
should be toward someone, including mutual respect or
offering support to a member of your own team,
and then justify yourself in denial of your
convictions and knowledge, you go
“In the Box”
Resistance
It’s not just about relationships or emotions.
It’s about how you are.
Some impressions are an
aggregation of all you know.
They guide in the way of
being true to oneself.
To ignore it is to cease to be
to a degree in a sense.
10. 10
The Basis of
Resistance
There are “Two Ways of Being” -
Ignoring a personal ethic numbs awareness and engagement.
There are “Two Ways of Being” -
The Box: “There are two ways of being toward people.”
1. Seeing them fully as they are, as people.
2. Seeing them as objects lesser than oneself.
Have you ever felt herded around as cattle to slaughter?
Ever been looked at as a mere object to be used?
It can degrade everyone who witnesses it.
11. 11
The Basis of
Resistance
There are “Two Ways of Being” -There are “Two Ways of Being” -
The Box: “There are two ways of being toward people.”
1. Seeing them fully as they are, as people.
2. Seeing them as objects lesser than oneself.
Have you ever felt herded around as cattle to slaughter?
Ever been looked at as a mere object to be used?
It can degrade everyone who witnesses it.
Without counteraction it increases obsessing and controlling.
On the other side, the problem begins with observing oneself
seeing others as objects or failing to respect a fundamental
level of human dignity. It includes seeing oneself NOT speaking-
up on behalf of the lesser advantaged in a situation.
It is cognitively dissonant with how you want to see yourself.*
So the sense grows over time unless corrected.
Correct it to the degree you sense is required, given your
sensibilities and maturity.
The effect is the same
if a violation of dignity
occurs passively over
time, or if it’s actively
aggressive.
*As humans we know
that imperfections,
including bias, corrupt
and ruin, including
oneself. A desire to live
drives elimination of
self-driven imperfection.
Ignoring a personal ethic numbs awareness and engagement.
12. 12
Lazy
Incompetent
Inconsiderate
Insensitive
Power-hungry
Irresponsible
Disrespectful
Unappreciative
Etc.
When you are “in the box,” viewing others
as objects, you easily go negative.
Outsiders seem more:
Coworkers seem more:
Subordinates seem more:
…and the results tear the team or group apart.
Seeing Others who are trying and
failing as Objects in your way.
Deriding team members who oppose your self-serving justifications.
The problem affects both decision-making and teamwork.
13. People sense how you esteem them.
o If you disregard them, they reduce interaction.
o If you show esteem, there’s mutual support
o Over time people also compare words to actions.
o They see hypocrisy in trying hard to be nice.
They can sense manipulation, being coped with, tolerated.
13
It’s not what you do, but how.
How People Know
You are “In the Box”
14. People sense how you esteem them.
o If you disregard them, they reduce interaction.
o If you show esteem, there’s mutual support
o Over time people also compare words to actions.
o They see hypocrisy in trying hard to be nice.
They can sense manipulation, being coped with, tolerated.
14
It’s not what you do, but how.
How People Know
You are “In the Box”
The Box is a reptilian-like
state of mind characterized
by reacting impulsively.
Panic may be cued by
subconscious messages
that perpetually trigger
impulsive thoughts of being
in crisis, under attack, or
imminently short of
resources to the point of
being without hope or,
ultimately, for staying alive.
16. 16
The Results of Resistance
(Being “In the Box”)
When you are “in the box” -
o You de-motivate.
o You shift blame onto others.
o You justify yourself.
Then -
o Others begin to despise you.
o You are not accepted as a leader.
o It ruins your effectiveness.
greg@roweservices.com
17. 17
Getting in
the Box
1. Resisting others &
Betraying yourself
2. Deceiving yourself &
Justifying irrationality
FAILURE BY DEFAULT
18. 18
An Example of How
You Get In the Box
1. At some point you see a real need that you could meet
(that is, you sense the hopes, cares or fears of others, or recognize
some other need for your honesty or leadership).
2. You make a choice, consciously or otherwise, between
acting on that sense or opting for convenience.
a. You act on full sense and stay out of the box.
b. You ignore that sense and enter the box.
The latter betrays your sense of how you know you should
be toward another person or the team.
It is what we’ll call “self-betrayal.”
You respond with falseness, untrue to yourself.
It is “the most common thing in the world.”
To get into the box:
Resisting others
1. Resisting others &
Betraying yourself
2. Deceiving yourself &
Justifying irrationality
19. 19
An Example of How
You Get In the Box
1. At some point you see a real need that you could meet
(that is, you sense the hopes, cares or fears of others, or recognize
some other need for your honesty or leadership).
2. You make a choice, consciously or otherwise, between
acting on that sense or opting for convenience.
a. You act on full sense and stay out of the box.
b. You ignore that sense and enter the box.
The latter betrays your sense of how you know you should
be toward another person or the team.
It is what we’ll call “self-betrayal.”
You respond with falseness, untrue to yourself.
It is “the most common thing in the world.”
To get into the box:
Resisting others
1. Resisting others &
Betraying yourself
2. Deceiving yourself &
Justifying irrationality
You may inadvertently internalize
messages that say you are not a
strong, autonomous individual.
Those messages ignite survival
reactions.
…and the most common ‘think’?
Refusing to voice one’s Ethic clouds the
conscience, corrupts convictions & makes
commitment difficult. In partial shut-down,
critical gut reactions go sideways.
21. 21
Results
1. Distorted view of others (Blaming)
2. Distorted view of self (Self-Deceptive Ego-Inflation)
Betraying yourself
1. Resisting others &
Betraying yourself
2. Deceiving yourself &
Justifying irrationality
In denial people shut-
down or ignore certain
observations and
information, even denying
their own experiences.
It is a form of being
“under siege” similar to
how panic filters out
whatever is unrelated to
immediate survival.
greg@roweservices.com
22. Innovative Productivity, Inc. -- growe@mttc.org
Example Distortions
Good things to be
in perspective
Competent
Hard working
Smart
Good worker
Funny
Conversationalist
Thinking of others
Feeling important
“In the box” distortion (‘false-self’ messages) –
you see yourself as (or feel you need to be seen as):
Never making mistakes
Doing all the work
Knowing everything
Being better than everyone
Always the life of the party
Always the center of attention
Appearing to always put others first
In fact, you are putting yourself first
and believing your interests are inherently
more important than everyone else’s.
You would need to constantly fight uphill to keep the image described
on the right. Again, it’s self-deception and a denial of reality.
To support the distortion you must constantly explain your motives (at
least to yourself) in order to keep denying self-evident truth.
It also inspires your resentment of anyone challenging appearances.
It kills your confidence and shuts down others from participating.
Deceiving yourself
1. Resisting others &
Betraying yourself
2. Deceiving yourself &
Justifying irrationality
22
FAILURE BY DEFAULT
24. 24
“The Box” is what philosophers
have called “resisting others.”
Our shared humanity calls us to a
fundamental level of response
in respect and honor.
In the box everything we think and feel
is part of the self-deception of the box.
25. 25
How NOT to Get
Out of the Box
These DO NOT WORK to get out of the box.
1. Trying to change others.
2. Doing your best to cope with others.
3. Running away (taking your box with you).
4. Communicating more (giving your box to others).
5. Implementing new skills or techniques (more sophisticated in
knowledge yet still in the box with a self-preserving motive).
6. Trying to change your behavior (by focusing on yourself,
being controlling, while still in the box).
Behaviors and skills naturally improve after you are
out of the box.
So simply trying to make improvements does not
address the root cause. Outward improvement
aims at proving yourself right while still in the box.
The alternative is to stop resisting…
26. 26
How to Get Out
of the Box
1. You see genuineness demonstrated by someone or a group as
they relate to others openly and honestly.
2. Something about that appeals to you.
3. As you want that, people begin to appear to you more fully as
they are, including those you had sometimes seen as objects.
4. You get out of the box whenever you want to see others fully
as they are/can-be, because where you look you see.
greg@roweservices.com
27. 1. You see genuineness demonstrated by someone or a group as
they relate to others openly and honestly.
2. Something about that appeals to you.
3. As you want that, people begin to appear to you more fully as
they are, including those you had sometimes seen as objects.
4. You get out of the box whenever you want to see others fully
as they are/can-be, because where you look you see.
27
How to Get Out
of the Box
When you want what is best you stop resisting.
Instead of trying to change, you allow change.
First you admire being honest and real.
Then you want that for yourself.
Next you pursue it with a passion by totally rejecting
familiar falseness.
Over time, instead of relying on yourself, even with
all of your innate, intellectual strength, so that you
allow yourself to live in broadly-engaged thinking.
Within that mindset you honor and allow what is best.
greg@roweservices.com
It means moving out of the
world of miscued internal
impressions, through the
world of objectively cold
facts and into the world of
eternally correct impressions,
with or without immediate
access to all of the facts, as is
provided by principled
perceptions removed from
time and place.
28. 28
Out-of-Box Results
More creativity and enthusiasm.
More influence as a leader.
More focus on the needs of the client instead of self.
A more successful organization.
Whenever you see your own behaviors and
hypocrisy, “a little light comes on” and the
blaming emotions go out.
29. Always quick to defend your motives
Trying to NOT notice the needs of
others
Blaming for minor errors in the past
Deriding
Thinking of others as objects
Elevating yourself
Being angry or resentful
Feeling justified when others fail
Resenting the successes of others,
to the detriment of the company
Exaggerating one’s own successes
Focusing on self
Demotivating team members
Never needing to justify yourself
Naturally sensing the needs of others
and then knowing how to respond
Grateful & learning from the past
Praising
Thinking of others fully as people
Seeing yourself realistically
Being creative and enthusiastic
Happy at all successes
Quietly making others successful,
advancing the company/family/team
Celebrating corporate successes
Focusing on clients
Helping teams respond positively
Out of the Box
Compare &
Contrast
In the Box
29
30. 30
Caveat Disclaimer:
Out of Box Prerequisite
Of course, hard work by smart, skilled people is still necessary.
Yet somehow individuals get smarter and work harder when
treated straightforwardly as people.
Being real or authentic (i.e., integrity) invites full engagement
with its enthusiasm, creativity, and synergistic collaboration.
Personal intellectual
integrity is a mandate;
violation of it becomes a
constraint.
In other words, when a leader is “out of the box,”
team members become more engaged and
contribute more fully.
31. 31
“Again, with feeling…”
It’s not only about techniques. These alone are not enough:
Active Listening
Sitting on the edge of your chair to show interest
Tips & tricks (“Five easy steps to management success”)
Teaching such techniques alone may simply cause the blamers
to be more sophisticated in how they blame.
Techniques matter. Yet “the rules” just make us
more self-conscious and “fake” if applied too
strictly in an atmosphere of distrust. First
establish trust and respect.
Only AFTER you sense permission from someone
can you get more personable and humorous as
well as strict through mutual correction that has
everyone’s best interests at heart.
32. 32
The higher the
pressure the greater
the demand on
personal strength to
respect dignity.
Many ‘people problems’ at work
begin with In-the-Box Thinking.
The problem begins with fixation in a narrow band of
thinking (self-preservation or ‘laziness’).
A narrow mind is caused by misuse or disuse of voicing
opinion or not ‘walking away’ in response to wrong or
misleading messages.
The result is emotional blockage and reactionary living.
The blockage limits the motivation (anger/pain) needed
for firm action. After all, to be effective you need
sustenance from all areas of the mind.
The purpose of the team is to achieve results together.
Why?
To achieve our purpose requires an essential level of
respect for dignity. It’s a constraint on the criteria of
success and sustainable profit.
The Heart of People Problems
33. 33
How to Stay
Out of the Box
1. You got out of the box in a particular situation.
(For example, you saw people being genuine with each other; it was
eye-opening; you wanted that; you changed.)
2. You then begin to question your virtue in other situations.
3. You see your hypocrisy as it is.
4. A light comes on and the blaming emotions go out.
5. You see and feel straightforwardly as your ‘box’ or ‘island of
isolation’ is penetrated by the humanity of others.
6. You more regularly see and honor others’ needs, hopes and
worries; you see those as being as real and legitimate as any
others, including your own.
34. 34
Too Difficult?
It’s a fundamental change in a way of being toward others.
You see them as they are.
The realistic way you see them is also the realistic way you
begin to see yourself.
When you do not betray them you will not betray yourself.
You return to honoring your out-of-the-box sensibilities.
35. 35
Is it too much
to do at once?
Maybe you can’t change as quickly as you’d like.
You do your best under the circumstances.
At a minimum, you stay open to a sense of humanity.
36. 36
Why, Again?
At times we all want to say, “They’re the problem.”
When we focus on others’ incompetence we wrongly position
ourselves as a helpless victim or a superior being.
In contrast, being out-of-the-box requires no self-justification.
The result is focusing on results instead of oneself.
Only when out-of-the-box can you focus fully on the needs of a
client (or anyone else).
37. 37
It’s Not Too Much
In-the-box desperation is what causes you to try to prove
something about yourself.
Out-of-the-box obligations are easy.
Start now and “let the box melt away.”
38. 38
So, next time
will you…
Respond to the sense of how you need to help and to be?
Ignore impulses to defensively blame?
Focus instead on the client’s needs?
greg@roweservices.com