Leadership and Self-Deception

• Identifies a critical, underlying cause of leadership failure
• Reveals why some leaders succeed with people and others fail-even when they do the same things
• Explains why most change that occurs in organizations is only temporary
• Spotlights the central, paradoxical truth about genuine change-and shows how anyone can achieve it

Leadership and Self-Deception reveals that there are only two ways for leaders to be: the source of leadership problems or the source of leadership success. The authors use an entertaining and compelling story to examine this surprising truth, identify self-deception as the underlying cause of leadership failure, and show how any leader can overcome self-deception to become a consistent catalyst of success.

Synopsis

Through an entertaining and compelling story dubbed Who Moved My Cheese meets 7 Habits of Highly Effective People by one manuscript reviewer--Leadership and Self-Deception presents a revolutionary new understanding of the nature of successful leadership.

The authors show that the key to successful leadership lies deeper than a particular technique, behavior or skill. This is why so many leadership development initiatives end up failing, and why so many leaders, no matter how hard they try, are ultimately unsuccessful. The key to successful leadership lies not in what we do, but in who we are?our way of being.

Leadership and Self Deception shows how self-betrayal going against one's innate sense of what he or she should be doing for others leads to self-deception, the central player in all leadership breakdowns, relationship issues, and performance problems in organizations.

The book follows the progress of a new executive at the fictional Zagrum Corporation as he sheds his old ways of acting and learns a new, better way to lead. Leadership and Self-Deception uses vivid examples to show what self-deception is, how it operates, and, most importantly, how it can be overcome. While other books cover useful people skills, techniques, and systems of leadership, this one goes deeper, fully illuminating the source of what makes truly effective leadership.

From the Arbinger Institute, a consortium of scholars, business leaders, and professionals, LEADERSHIP AND SELF-DECEPTION is the first book to reveal this foremost, critical cause of leadership failure. The authors identify self-deception as the "disease" at the core of all of the leadership shortcomings we see in today's organizations, and self-betrayal as the cause of the disease. It provides a new solution to the age-old problem of self-deception. This powerful solution shows that most people problems in organizations are the result of self-deception-a problem that can be identified, isolated, and treated in a disciplined, results-oriented way.

The book reveals how leaders who are self-deceived might as well be living in a box-trapped, cut off from others, and blind to the truth. It illustrates how leaders trapped within this box cannot lead effectively no matter how hard they try and no matter how many skills and techniques they employ.

Leadership and Self-Deception demonstrates that when we understand self-deception we understand why its not enough to identify and treat leadership problems as if they were separate and distinct. Often that's what happens: we make an inventory of leadership skills and determine that a given leader doesn't provide enough feedback or doesn't take time to listen to people, or delegates without providing clear direction. But those who receive such feedback often fail to improve their leadership abilities. They may work to become more effective evaluators at one workshop, more practiced listeners at another, more directive leaders at another, and yet overlook completely the root cause of the problem. Frequently, they still are not transformed into leaders whom people want to follow.

What will transform them? The authors assert that the key to leadership lies deeper than any particular behavior or skill. It lies in how we are-our way of being. They reveal that at the deep level of who we are, there are fundamentally two ways of being: the state of self-deception (like living in a box), and the state of being that is honest, straightforward, and genuine. The first is the source of leadership problems and the second the source of leadership success.

While some books have identified the importance of state of being in leadership, this book shows how we come to enter one state or the other as leaders-and how it is possible to change. Understanding and applying this principle is the key to leadership transformation; it is the key to becoming a consistent catalyst for success.

Leadership and Self-Deception clearly demonstrates how people can stop undermining themselves and what amazing things happen when they do-freely and fully putting to work all the behavioral skills, systems, and techniques that will bring success to them and their organizations. While other books cover useful people skills, techniques, and systems of leadership, this one goes deeper, fully illuminating the source of what makes truly effective leadership.

Endorsements

"I've known the work of the Arbinger Institute for years. Arbinger's ideas are profound, with deep and sweeping implications for organizations. This book, Leadership and Self-Deception, provides the perfect introduction to this material. It is engaging and fresh, easy to read, and packed with insight. I couldn't recommend it more highly."

"I shared the ideas in this book with my family and friends. The concepts are powerful. They are fundamental to success whether on the playing field, in the office, or perhaps most importantly, at home. Read this book and you'll see what I mean."

"Fascinating, thought-provoking and insightful! For those who say human resources are critical to their business, Leadership and Self-Deception shows why that's the case and how to make it a positive reality. It is a wake-up call to all those who think they're goo with people, and a must-read for those who know they need to be better. Once I started reading, I couldn't put it down."

"Arbinger's concept of `the box'--self-deception--is completely unique. Arbinger taught our leadership team as LensCrafters and the difference it made was remarkable. As we began to rid ourselves of self-deception we blew the lid off our limitations and began to draw out the best efforts of others. It also made us better people. This is the hidden key to productivity and creativity. Do whatever you can to get your hands on this material."

"I love this book. It identifies the central issue in all organizational performance. It describes how we get trapped in the box of self-deception--and how we can escape it. Like all Arbinger material, Leadership and Self-Deception goes deep, to our basic humanity, our way of being. This book, like truth itself, reveals more with each re-examination. I recommend it highly."

Table of Contents

Part I: Self-Deception and the Box

Part II: How We Get in the Box

Part III: How We Get Out of the Box