In the fast-paced world of business and organizational transformations, one of the biggest obstacles to success is often our own self-deception. We can become trapped in mental boxes, blinded by our own biases and limitations, preventing us from seeing the full picture and communicating effectively with others.
This is where the profound book “Leadership and Self-Deception” by the Arbinger Institute can be a game-changer. This influential text promises to transform your self-perception and teach you how to improve your self-awareness, a critical skill for any leader or team member involved in core banking transformations.
The book likens self-deception to being trapped “inside a box,” where our view of reality becomes distorted, and we justify our own self-betrayal. It outlines seven acts of self-betrayal that can lead us to this boxed-in mindset, such as acting contrary to what we should do for others and seeing the world in a way that justifies our actions.
However, “Leadership and Self-Deception” doesn’t just diagnose the problem; it provides innovative methods for avoiding self-betrayal and deception. By breaking out of the box, we can learn to view others as equals, treat colleagues with respect, and interact positively, improving communication and collaboration within our organizations.
The book teaches us to change our awareness, increase and improve our perception, and motivate ourselves and others to break free from old habits and self-imposed limitations. As we practice these principles, we can experience immediate changes in our lives and work environments.
In the context of core banking transformations, where effective communication and collaboration are crucial, the insights from “Leadership and Self-Deception” can be invaluable. By breaking out of our mental boxes and embracing a more self-aware and empathetic mindset, we can overcome the barriers that often derail transformation projects and foster an environment conducive to innovation and success.
Found this article interesting? Check out these three related reads for more.
- Series (3/10): Why core banking transformations often fail – Ineffective communication and collaboration
- Breaking down silos in banking operations – The power of personalization in banking
- Series (4/10): Why core banking transformations often fail – Resistance to change
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