Leadership and Self-Deception: Getting out of the Box
“Finally, there is a fourth common category of self-justification. It came up in our discussion about Mordechai when one of you mentioned that Yusuf might have become depressed by the thought that he was actually a bad person. This style is illustrated by the worse-than box.”
The Arbinger Institute, • The Anatomy of Peace, Fourth Edition: Resolving the Heart of Conflict
The questions were, ‘What did you accomplish?’ ‘What will you accomplish next?’ ‘How can you improve?’” “That’s it?” “Not quite. The question on the back was, ‘Are you embracing the values?”
Patrick Lencioni • The Four Obsessions of an Extraordinary Executive: A Leadership Fable
A question permeates this book: “In what new ways of thinking and acting are you willing to engage on behalf of what you believe most deeply?” That question in turn raises the corollary: “What will you not do on behalf of what you believe most deeply?”
Ronald A. Heifetz • The Practice of Adaptive Leadership: Tools and Tactics for Changing Your Organization and the World
One significant challenge that many people experience is that these tools for creating—our thoughts, feelings, words, and actions—aren’t aligned. We may say one thing while thinking and feeling another, and then take actions that come from some mixture of it all. The result is a bit like trying to drive your car with one foot on the accelerator whi
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