Page 14 - Fearless Leadership

PART

I

IDENTIFYING BLIND SPOTS

AND WHAT TRIGGERS THEM

efore you can solve the problems that prevent your company or team
Bfrom achieving optimal performance, you need to fully understand the
underlying behavioral issues that block sustainable organizational change,
efficiency, and effectiveness. The four chapters in Part I of this book help
you do exactly that.
Chapter 1 starts off with what fearless leadership is and how applying
it can help an organization overcome unproductive behaviors that under-
mine change and prevent a robust capacity in the organization.
Chapter 2 explores the 10 most common blind spots of leaders and how
they sabotage success, leadership alignment, and teamwork and at a sig-
nificant cost to the organization.
Chapter 3 focuses on the all-too-common “need to be right” whereby
leaders defend their personal views or positions, build silos, engage in
unhealthy competition, and lose sight of their Number 1 accountability:
to achieve enterprise objectives in partnership with others.
Finally, Chapter 4 looks at how victim mentality and conspiring against
others lock in a cycle of unproductive behaviors that strangle an organiza-
tion’s ability to be agile, nimble, and resilient, especially in challenging times.
There is good news in all of this. Once you understand what triggers
automatic and unproductive behaviors, you can master the methodology
taught in Part II for transforming them into extraordinary behaviors that
propel your organization into high performance.

1