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Self-Handicapping Leadership: The Nine Behaviors Holding Back Employees, Managers, and Companies, and How to Overcome Them

Book Description

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 in

    your 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 research and consulting. You’ll find practical ways to strengthen accountability and self-awareness, recognize the “big picture,” improve decision-making, deepen trust and engagement, develop talent, escape micromanagement, and focus relentlessly 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 Results

  • Web site: shleadership.com

    Email: shleadership@gmail.com

    Blog: shleadership.com/blog

    Facebook: facebook.com/selfhandicappingleadership

    Table of Contents

    1. About This E-Book
    2. Title Page
    3. Copyright Page
    4. Dedication
    5. Contents
    6. Authors’ Notes
    7. About the Authors
    8. 1. Introduction to Self-Handicapping
      1. The Self-Handicaps
      2. The Slippery Slope
      3. Why Leaders Are Not Talking About Self-Handicapping?
      4. Why We Self-Handicap?
        1. Expediency
        2. Avoidance
        3. Apprehension
        4. Self-Deception
      5. What Is It Costing You?
      6. Where to Go from Here?
      7. Final Personal Takeaways
        1. Baby Steps
        2. Follow-Up Questions
      8. Endnotes
    9. 2. Overcoming Self-Handicapping
      1. What Causes Self-Handicapping?
      2. Consequences of Self-Handicapping
        1. Process
      3. How to Handle Self-Handicapping Triggers
        1. Deliberate Action
        2. Self-Efficacy
        3. Apprehension
        4. Self-Deception
      4. Reversing and Eliminating Self-Handicapping
        1. Person
        2. Situation
        3. Excuses
        4. Behavior
        5. Self-Deception
        6. Relapse
      5. What Is Next?
      6. Final Personal Takeaways
        1. Baby Steps
        2. Follow-Up Questions
      7. Endnotes
    10. 3. Accountability
      1. The Real Issues
      2. Impact
      3. What to Do?
        1. Personal Accountability
        2. Holding Others Accountable
      4. How You Avoid Accountability?
        1. Survey: Do I Avoid Accountability or Not?
      5. So Why Don’t We Do These Things?
        1. Expediency
        2. Avoidance
        3. Fear
        4. Self-Deception
      6. Behaviors To Change
        1. Avoiding Conflict and Confrontation
        2. External Locus of Control
        3. Personal Accountability and Boundaries
        4. Holding Peers or Bosses Accountable
        5. Front-Loading Accountability
      7. Final Personal Takeaways
        1. Action Plan—Accepting Personal Accountability
        2. Action Plan—Holding Others Accountable
      8. Baby Steps
        1. Follow-Up Questions
      9. Endnotes
    11. 4. Self-Awareness
      1. Impact
        1. Lack of Self-Awareness
        2. Lack of Awareness of The Impact On The Organization
      2. The Real Issues
      3. Do You Lack Awareness?
        1. Survey
      4. What to Do?
        1. Self-Assessment
        2. Using Executive Coaching
        3. Using the Wisdom of the Crowd
        4. But Most of All, Be Humble
      5. Why Don’t You?
        1. Expediency
        2. Avoidance
        3. Apprehension
        4. Self-Deception
      6. Behaviors to Change
        1. Emotional Intelligence
        2. Learning to “Read the Room”
        3. Understanding What You Left in Your Wake
        4. Managing Up
        5. Being Aware of Your Environment
        6. Networking
        7. Having a Home/Work Balance
      7. Final Personal Takeaways
        1. Action Plan for Awarenenss
      8. Baby Steps
        1. Follow-up Questions
      9. Endnotes
    12. 5. Tunnel Vision
      1. Impact
      2. Real Issues
      3. What to Do?
      4. Do You Have Tunnel Vision?
        1. Survey: Do I Practice Tunnel Vision or Not?
      5. Why Do You Use Tunnel Vision?
        1. Expediency
        2. Avoidance
        3. Apprehension
        4. Self-Deception
      6. Behaviors to Change
        1. Linear Thinking
        2. Prioritization
        3. Procrastination
        4. Interacting With People Only to Get What We Want
        5. Focusing on Your Current Success Rather Than the Future
      7. Final Personal Takeaways
        1. Action Plan—Tunnel Vision
      8. Baby Steps
        1. Follow-Up Questions
      9. Endnotes
    13. 6. Engagement
      1. Impact
      2. The Real Issues
      3. What the Manager Should Do for Himself
      4. What to Do for Employees
      5. Are You Engaged and Do You Show It?
        1. Survey: Am I Engaged or Disengaged?
      6. Why Don’t You Create Engagement?
        1. Expediency
        2. Avoidance
        3. Fear
        4. Self-Deception
      7. Behaviors to Change
        1. Lack of Empathy and Emotional Support
        2. Failure to Offer Feedback or Ask for It
        3. Acting Arrogant
        4. Viewing Everything as a Transaction, Rather than a Partnership
        5. Talking About Others Behind Their Back
      8. Final Personal Takeaways
        1. Action Plan—Engagement
      9. Baby Steps
        1. Follow-Up Questions
      10. Endnotes
    14. 7. Analysis and Decision-Making
      1. Impact
      2. The Real Issues
      3. How Is Your Problem Analysis?
        1. Survey: Do I Do Poor Analysis or Not?
      4. What to Do?
        1. Framing
        2. Beyond Framing
        3. Analyzing Decision Alternatives
        4. Quit Stalling—Decide Already!
      5. Why Don’t You
        1. Why Don’t You Frame a Problem Well?
        2. Avoidance in Framing
        3. Apprehension in Framing
        4. Self-Deception in Framing
      6. Why Don’t You Generate and Analyze Alternatives Well?
        1. Expediency in Analysis
        2. Avoidance in Analysis
        3. Apprehension in Analysis
        4. Self-Deception in Analysis
      7. Behaviors to Change
        1. Not Knowing What You Don’t Know
        2. Being Risk Averse
        3. Sharing Decision-Making
        4. The Wisdom of the Crowd
      8. Final Personal Takeaways
        1. Action Plan—Decision Analysis
      9. Baby Steps
        1. Follow-Up Questions
      10. Endnotes
    15. 8. Communication Culture
      1. Impact
      2. The Real Issues
      3. Do You Practice Poor Communication?
        1. Survey: Do I Practice Poor Communication or Not?
      4. What to Do?
        1. Review of the Basics of Communication
      5. Why Don’t You?
        1. Expediency
        2. Avoidance
        3. Apprehension
        4. Self-Deception
      6. Behaviors to Change
        1. Saying “I’m Sorry”
        2. Listening
        3. Developing and Maintaining Trust
        4. Blame
        5. Vulnerability: Shame and Pessimism
        6. Defensiveness
        7. Hindering Expression of Doubt
        8. Assertiveness
        9. Handling Complaints
      7. Final Personal Takeaways
        1. Action Plan—Communication Culture
      8. Baby Steps
        1. Follow-Up Questions
      9. Endnotes
    16. 9. Talent Development
      1. Impact
      2. The Real Issues
      3. Do You Practice Poor Talent Development?
        1. Survey: Do I Practice Poor Talent Development or Not?
      4. What to Do?
      5. Why Don’t You?
        1. Expediency
        2. Avoidance
        3. Apprehension
      6. Behaviors to Change
        1. Knowing the Competencies Needed in the Job
        2. Interviewing
        3. Interviewing and Hiring
        4. Being on the Lookout for Talent to Grow Inside an Organization
        5. Avoidance of Coaching and Discipline (Performance Management)
        6. Avoidance of Mentoring and Sponsoring
        7. Allowing Mentoring of Employees by Poor Manager Mentors
        8. Avoiding Training Opportunities
        9. Not Paying Attention to Fit of People in the Team/Organization
      7. Final Personal Takeaways
        1. Action Plan—Talent management
      8. Baby Steps
        1. Follow-Up Questions
      9. Endnotes
    17. 10. Micromanaging
      1. Impact
      2. Real Issues
      3. Do You Micromanage?
        1. Survey: Do I Micromanage or Not?
      4. What to Do?
        1. Micromanaging by Email
        2. Working for a Micromanager
      5. Why Don’t You
        1. Expediency
        2. Avoidance
        3. Apprehension
        4. Self-deception
      6. Behaviors to Change
        1. Not Letting Go
        2. Boundaries
        3. Managing Without Intimidation
        4. Flexibility
        5. Juggling Projects
      7. Final Personal Takeaways
        1. Action Plan—Micromanaging
      8. Baby Steps
        1. Follow-Up Questions
      9. Endnotes
    18. 11. Driving for Results
      1. Impact
      2. The Real Issues
      3. Do You Not Drive for Results?
        1. Survey: Do I Drive for Results or Not?
      4. What to Do?
        1. Get Yourself Straight
        2. Adjust to the Work
        3. Organize
        4. Work Better
        5. Recharge
      5. Why Don’t You
        1. Expediency
        2. Avoidance
        3. Apprehension
        4. Self-Deception
      6. Behaviors to Change
        1. Developing a Personal Vision
        2. Confusing “Staying Busy” with Mastery Goals
        3. Avoiding Challenge
        4. Daydreaming and Other Distractions
        5. Not Giving Employees Meaningful Work
        6. Not Adding Value for Customers
      7. Final Personal Takeaways
        1. Action Plan—Driving for Results
      8. Baby Steps
        1. Follow-Up Questions
      9. Endnotes
    19. 12. What Happens Next
      1. A Quick Summary
      2. Leaders Have Impact on Those Around Them
      3. Working With Others’ on Self-Handicapping
      4. Helping Employees
        1. A Climate for Mastery of Competence
        2. Expressing Vulnerability
        3. Training Employees
        4. Hiring Employees
      5. Helping Bosses
      6. Helping Peers
        1. Prescription for Teams
      7. When to Be Careful
      8. Final Notes
      9. Some Special Values for Book Readers
      10. Endnotes
    20. Index