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Superior Water and Air is a plumbing, heating and air conditioning business founded in 1956. Rob Anderson, a senior Superior employee, and a partner, Mark Combourn, purchased Superior in 2007. While Superior was a solid company when Rob and Mark bought it, the company was small and wasn't growing. Rob, who was now CEO, wanted to grow the business, but felt stuck in how to go about doing so, especially with a workforce that he considered stagnant and complacent. He then also discovered that his company was suffering from fundamental business deficiencies. Rob knew that he needed to find a way to change the way the each employee operated if he wanted to remedy the company's deficiencies and grow the business.

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For businesses today, the most valuable asset they manage are their people--and employee engagement and satisfaction are strategic imperatives that every leadership team should understand and proactively explore. People who simply show up to work each day unengaged are not actively using their talents to pursue or connect to their true purpose and as a result are unable to operate at their full potential.

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Joel Peterson, a Robert L. Joss Consulting Professor of Management at Stanford Graduate School of Business implies that the reason many leadership attempts eventually fail can be attributed to a lack of trust. "Trust is more powerful than power itself," he remarked in a recent article. Thus whether your title is CEO, HR Director, or Sales Manager, your power as a leader does not lie in the position itself, but in your ability to build trust with those around you.

Great article, Joe! Key lesson - "As you strive to value one another and hold each other accountable, the trust you gain will enable unlimited space for innovation, collaboration, and success as a leader."

The Leadership Team of Spandex, the European subsidiary of an American multinational company, had become highly dysfunctional. Team members had become preoccupied with internal politics, had stopped listening to each other, and had become dishonest in their work with one another. According to Spandex President Rod Larson, things deteriorated to the point that the team became totally unproductive, leading to an inability to capitalize on business opportunities or solve organizational problems.

Amy Simonelli sent me this article. Great thoughts on why we are so self deceived. "According to social psychologists, there's another, even deeper reason: Humans are programmed to see others more clearly than they see themselves-a phenomenon called actor/observer differences. "We read situations differently depending on whether we are the actor or the person watching," says Heidi Grant Halvorson, a motivational scientist at Columbia University Business School, who writes the blog The Science of Success. While others can clearly see that you frequently interrupt conversations or get red-faced and sweaty arguing a point, it's easier for you to ignore or rationalize your behavior, Grant Halvorson says. "You have access to so much information that others don't, like your past experiences, your beliefs about your own abilities, your fears and insecurities. All that extra data affects your interpretation of what you do-so self-defeating behaviors make more sense and seem more reasonable to you."

"Because of Arbinger the circumstances I encounter every day seem different to me-whether in sports, business, or family life. The ideas apply to every facet of life."
-Danny Ainge, General Manager, Boston Celtics

""They have a real passion for detail," Mark Grein, executive director at Specialisterne, said in an interview from Stamford, Connecticut. "They tend to be very good at following a process, improving a process, optimizing a process." SAP SE, the German software maker, has hired 53 workers worldwide since 2012 through its Autism at Work program and is aiming for 1% of its staff, currently at 74,500, by 2020. "We do have clear anecdotal evidence of business benefits from our pilot program," including gains in productivity, quality, customer relations, people management and innovation, said Jose Velasco, who heads SAP's autism program in the U.S."

The Zerorez Phoenix office was known as the renegade-noncompliant, though successful in generating revenue, it had been the thorn in the side of corporate for years. Over time, headquarters began to dread interactions with the satellite office, going so far as avoiding communication for drawn-out periods of time. That was until Zerorez Phoenix franchise owner Casey Ashdown got his hands on a copy of Leadership and Self-Deception. After reading the book, it wasn't long before Ashdown and his business partner Nathan Perrins were attending an Arbinger workshop offered locally by Arbinger Facilitator Michael Merchant. The material resonated with Ashdown immediately, though Perrins was initially a bit more skeptical about the sustainability of a training somehow working its magic to transform an entire organization.

An outward mindset, however, focuses on being accountable and helping others achieve their goals and to the entire organisation (OUR results), seeing others as "people". This mindset promotes an attitude where the individual is focusing on collective success and the well-being of others by being helpful, responsible, and makes a real impact on the team effort.

By Courtney Lukitsch, Founder and Principal, Gotham PR Building a great, solid team is at the heart of any business-whether you're on the agency or client-side. While the term "team" is bandied about with tremendous frequency and import, it's that rare firm that takes the time to identify the core values that each team member within the organization-and the team as a whole-possesses.

From my point of view, we tend to go astray when developing leaders by often jumping to the desirable or corrective action too early without inviting those leaders to look at the situation with different understanding, perspective and interpretation. In other words, we are not trying to shift the way they think prior to changing the way they do.