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Self-Handicapping Leadership: The Nine Behaviors Holding Back Employees, Managers, and Companies, and How to Overcome Them
- By Phillip J. Decker, Jordan Paul Mitchell
- Published Nov 19, 2015 by Pearson FT Press.
Book
- This product currently is not for sale.
About
Features
- 9 categories of self-handicapping behavior: how they manifest, what sustains them, and how to eliminate them
- Packed with quick examples you’ll recognize, remedies you can use right now, and action plans in every chapter
- Real solutions for overcoming tunnel vision, unaccountability, micromanagement, poor talent development, weak decision analysis, failures of trust and conviction, and other problems of leadership
Description
- Copyright 2016
- Dimensions: 6" x 9"
- Pages: 400
- Edition: 1st
- Book
- ISBN-10: 0-13-411972-X
- ISBN-13: 978-0-13-411972-4
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 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 Results
Web site: shleadership.com
Email: shleadership@gmail.com
Blog: shleadership.com/blog
Facebook: facebook.com/selfhandicappingleadership
Sample Content
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Sample Pages
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Table of Contents
Authors’ Notes xi
About the Authors xiii
Chapter 1: Introduction to Self-Handicapping 1
The Self-Handicaps 5
The Slippery Slope 7
Why Leaders Are Not Talking About Self-Handicapping? 14
Why We Self-Handicap? 18
What Is It Costing You? 20
Where to Go from Here? 22
Final Personal Takeaways 22
Endnotes 23
Chapter 2: Overcoming Self-Handicapping 25
What Causes Self-Handicapping? 26
Consequences of Self-Handicapping 30
How to Handle Self-Handicapping Triggers 34
Reversing and Eliminating Self-Handicapping 39
What Is Next? 45
Final Personal Takeaways 46
Endnotes 47
Chapter 3: Accountability 51
The Real Issues 52
Impact 54
What to Do? 55
How You Avoid Accountability? 57
So Why Don’t We Do These Things? 58
Behaviors To Change 63
Final Personal Takeaways 77
Baby Steps 80
Endnotes 81
Chapter 4: Self-Awareness 85
Impact 87
The Real Issues 89
Do You Lack Awareness? 91
What to Do? 92
Why Don’t You? 100
Behaviors to Change 102
Final Personal Takeaways 116
Baby Steps 117
Endnotes 118
Chapter 5: Tunnel Vision 123
Impact 124
Real Issues 126
What to Do? 128
Do You Have Tunnel Vision? 130
Why Do You Use Tunnel Vision? 131
Behaviors to Change 135
Final Personal Takeaways 144
Baby Steps 146
Endnotes 149
Chapter 6: Engagement 153
Impact 154
The Real Issues 155
What the Manager Should Do for Himself 156
What to Do for Employees 158
Are You Engaged and Do You Show It? 159
Why Don’t You Create Engagement? 161
Behaviors to Change 164
Final Personal Takeaways 174
Baby Steps 176
Endnotes 177
Chapter 7: Analysis and Decision-Making 181
Impact 182
The Real Issues 184
How Is Your Problem Analysis? 185
What to Do? 186
Why Don’t You 191
Why Don’t You Generate and Analyze Alternatives Well? 196
Behaviors to Change 200
Final Personal Takeaways 208
Baby Steps 211
Endnotes 212
Chapter 8: Communication Culture 215
Impact 217
The Real Issues 219
Do You Practice Poor Communication? 220
What to Do? 221
Why Don’t You? 225
Behaviors to Change 228
Final Personal Takeaways 244
Baby Steps 246
Endnotes 247
Chapter 9: Talent Development 251
Impact 252
The Real Issues 253
Do You Practice Poor Talent Development? 254
What to Do? 255
Why Don’t You? 256
Behaviors to Change 261
Final Personal Takeaways 281
Baby Steps 282
Endnotes 283
Chapter 10: Micromanaging 285
Impact 288
Real Issues 291
Do You Micromanage? 292
What to Do? 293
Why Don’t You 300
Behaviors to Change 303
Final Personal Takeaways 313
Baby Steps 315
Endnotes 316
Chapter 11: Driving for Results 319
Impact 322
The Real Issues 325
Do You Not Drive for Results? 328
What to Do? 329
Why Don’t You 336
Behaviors to Change 338
Final Personal Takeaways 348
Baby Steps 350
Endnotes 351
Chapter 12: What Happens Next 353
A Quick Summary 353
Leaders Have Impact on Those Around Them 356
Working With Others’ on Self-Handicapping 357
Helping Employees 357
Helping Bosses 362
Helping Peers 364
When to Be Careful 367
Final Notes 368
Some Special Values for Book Readers 369
Endnotes 369
Index 371