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Some of them enable you to do your job effectively.
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EGO IS THE ENEMY PDF DOWNLOAD FREE
As a result, we lose touch with the people we lead, the culture we are a part of, and ultimately our clients and stakeholders.īreaking free of an overly protective or inflated ego and avoiding the leadership bubble is an important and challenging job. Because of this, we lose perspective and end up in a leadership bubble where we only see and hear what we want to. Basically, a big ego makes us have a strong confirmation bias. The ego always looks for information that confirms what it wants to believe. In this way, an inflated ego prevents us from learning from our mistakes and creates a defensive wall that makes it difficult to appreciate the rich lessons we glean from failure.įinally, an inflated ego narrows our vision. This is especially true in the face of setbacks and criticism. When we believe we’re the sole architects of our success, we tend to be ruder, more selfish, and more likely to interrupt others. When we’re a victim of our own need to be seen as great, we end up being led into making decisions that may be detrimental to ourselves, our people, and our organization.Īn inflated ego also corrupts our behavior. When people know this, they can play to our ego. Because our ego craves positive attention, it can make us susceptible to manipulation. In this way, an inflated ego makes it easier for others to take advantage of us. And like any target, the bigger it is, the more vulnerable it is to being hit. Our ego is like a target we carry with us. Ego makes us susceptible to manipulation it narrows our field of vision and it corrupts our behavior, often causing us to act against our values. In the words of Jennifer Woo, CEO and chair of The Lane Crawford Joyce Group, Asia’s largest luxury retailer, “Managing our ego’s craving for fortune, fame, and influence is the prime responsibility of any leader.” When we’re caught in the grip of the ego’s craving for more power, we lose control. David Owen, the former British Foreign Secretary and a neurologist, and Jonathan Davidson, a professor of psychiatry and behavioral sciences at Duke University, call this the “ hubris syndrome,” which they define as a “disorder of the possession of power, particularly power which has been associated with overwhelming success, held for a period of years.”Īn unchecked ego can warp our perspective or twist our values. And with that, people are more likely to want to please us by listening more attentively, agreeing more, and laughing at our jokes.
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Let’s analyze this dynamic step by step.Īs we rise in the ranks, we acquire more power. And the bigger their ego grows, the more they are at risk of ending up in an insulated bubble, losing touch with their colleagues, the culture, and ultimately their clients. In short, the higher leaders rise in the ranks, the more they are at risk of getting an inflated ego. And this risk is a real problem for senior leaders. This story is a good example of how one leader actively worked to avoid the risk of insularity that comes with holding senior positions. And if I don’t have a finger on the pulse of the organization, I can’t lead effectively.” Further Reading When asked about the changes, Cees explained, “If I don’t meet people, I won’t get to know what they think. Cees decided to switch from his corner office on the 20 th floor to an empty desk in an open-floor plan on a lower floor. Since the elevator didn’t stop at other floors and only a select group of executives worked on the 20 th floor, he rarely interacted with other Carlsberg employees. But during those two months, he noticed that he saw very few people throughout the day. These were the perks of his new position, ones that spoke to his power and importance within the company.Ĭees spent the next two months acclimating to his new responsibilities. And with its picture windows, his office offered a stunning view of Copenhagen. The card locked out all the other floors for the elevator so that he could go directly to his corner office on the 20 th floor. On his first day as CEO of the Carlsberg Group, a global brewery and beverage company, Cees ‘t Hart was given a key card by his assistant.