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TRANSFORM CULTURES OF FAILURE INTO CULTURES OF SUCCESS!Get people to reengage-and solve problems instead of creating them! Model and propagate better ways to lead and collaborate Escape the killer ERO Spiral (Excuses, Reduced Effort, Obstacles) For leaders and managers in any organization!Every day, millions of employees watch their leaders sabotage themselves. They watch, they learn, and then they do it, too. Next thing you know, everyone's lost motivation, and nobody takes ownership. That's how organizations fail. This book will help you break the vicious cycle of self-handicapping leadership inyour organization, stop the excuses, and unleash all the performance your team is capable of delivering.Phil and Jordan reveal how and why people handicap themselves even when they know better. Next, they offer real solutions from their own pioneering researchand consulting. You'll find practical ways to strengthen accountability andself-awareness, recognize the "big picture," improve decision-making, deepentrust and engagement, develop talent, escape micromanagement, and focusrelentlessly on outcomes.Your colleagues can be far more effective, and so can you. In fact, it starts with you-right here, right now, with this book.Many leaders inadvertently create cultures of failure. They model and promote "selfhandicapping" actions, where people withdraw effort or create new problems, in order to maintain their own self-images of competence. Self-Handicapping Leadership shines the spotlight on this widespread and destructive phenomenon and presents real action plans for overcoming it.Phillip J. Decker and Jordan P. Mitchell identify nine categories of self-handicapping, show how they typically manifest themselves, explain their underlying causes, and provide behavioral remedies for getting past them on both an individual and organizational level. They address issues ranging from tunnel vision to poor coaching and mentoring, weak decision analysis to failures of trust and conviction.In each chapter, you'll find real-world examples and lessons learned, practical assessments, and easy-to-use action plans. This is all you need to eliminate self-handicapping and unleash better performance: in teams, organizations, subordinates-and most importantly, in yourself!Overcome the 9 self-handicapping behaviors that lead to failure:Avoiding Accountability Tunnel Vision Lack of Awareness Poor Analysis & Decision Making Poor Communication Culture Poor Engagement Poor Talent Development Micromanaging Not Driving for ResultsWeb site: shleadership.comEmail: shleadership@gmail.comBlog: shleadership.com/blogFacebook: facebook.com/selfhandicappingleadership
Contents
Authors' Notes xiAbout the Authors xiiiChapter 1: Introduction to Self-Handicapping 1The Self-Handicaps 5The Slippery Slope 7Why Leaders Are Not Talking About Self-Handicapping? 14Why We Self-Handicap? 18What Is It Costing You? 20Where to Go from Here? 22Final Personal Takeaways 22Endnotes 23Chapter 2: Overcoming Self-Handicapping 25What Causes Self-Handicapping? 26Consequences of Self-Handicapping 30How to Handle Self-Handicapping Triggers 34Reversing and Eliminating Self-Handicapping 39What Is Next? 45Final Personal Takeaways 46Endnotes 47Chapter 3: Accountability 51The Real Issues 52Impact 54What to Do? 55How You Avoid Accountability? 57So Why Don't We Do These Things? 58Behaviors To Change 63Final Personal Takeaways 77Baby Steps 80Endnotes 81Chapter 4: Self-Awareness 85Impact 87The Real Issues 89Do You Lack Awareness? 91What to Do? 92Why Don't You? 100Behaviors to Change 102Final Personal Takeaways 116Baby Steps 117Endnotes 118Chapter 5: Tunnel Vision 123Impact 124Real Issues 126What to Do? 128Do You Have Tunnel Vision? 130Why Do You Use Tunnel Vision? 131Behaviors to Change 135Final Personal Takeaways 144Baby Steps 146Endnotes 149Chapter 6: Engagement 153Impact 154The Real Issues 155What the Manager Should Do for Himself 156What to Do for Employees 158Are You Engaged and Do You Show It? 159Why Don't You Create Engagement? 161Behaviors to Change 164Final Personal Takeaways 174Baby Steps 176Endnotes 177Chapter 7: Analysis and Decision-Making 181Impact 182The Real Issues 184How Is Your Problem Analysis? 185What to Do? 186Why Don't You 191Why Don't You Generate and Analyze Alternatives Well? 196Behaviors to Change 200Final Personal Takeaways 208Baby Steps 211Endnotes 212Chapter 8: Communication Culture 215Impact 217The Real Issues 219Do You Practice Poor Communication? 220What to Do? 221Why Don't You? 225Behaviors to Change 228Final Personal Takeaways 244Baby Steps 246Endnotes 247Chapter 9: Talent Development 251Impact 252The Real Issues 253Do You Practice Poor Talent Development? 254What to Do? 255Why Don't You? 256Behaviors to Change 261Final Personal Takeaways 281Baby Steps 282Endnotes 283Chapter 10: Micromanaging 285Impact 288Real Issues 291Do You Micromanage? 292What to Do? 293Why Don't You 300Behaviors to Change 303Final Personal Takeaways 313Baby Steps 315Endnotes 316Chapter 11: Driving for Results 319Impact 322The Real Issues 325Do You Not Drive for Results? 328What to Do? 329Why Don't You 336Behaviors to Change 338Final Personal Takeaways 348Baby Steps 350Endnotes 351Chapter 12: What Happens Next 353A Quick Summary 353Leaders Have Impact on Those Around Them 356Working With Others' on Self-Handicapping 357Helping Employees 357Helping Bosses 362Helping Peers 364When to Be Careful 367Final Notes 368Some Special Values for Book Readers 369Endnotes 369Index 371
