Customers who viewed this item also viewed. Page 1 of 1 Start over Page 1 of 1. Patrick Lencioni. Marshall Goldsmith. Joseph Grenny. Kim Scott. Jonathan Raymond. Simon Sinek. Review ” Ego Free Leadership chronicles the dynamic struggle of a CEO as his executive coach helps him face his ego triggers. It is unabashedly authentic, with unbridled self-evaluation and unvarnished honesty. The story of how they improved culture and performance at Encore Capital is packed with useful lessons for coaches and leaders alike.

LaL led both my leadership teams through profoundly successful cultural transformations that produced breakthrough business results. This book captures the challenges—and solutions—of leading large scale change. I’m thrilled to see it finally brought to life in this captivating story of one CEO and his team’s transformational leadership journey. This book is a must-read for any leader who wants to make a difference.

The practices and concepts for ‘going deep’ in the realm of leadership development are world-class and life changing. What is really happening, inside and out, for a leader trying to create deep change in himself and his organization? And what is happening, inside and out, for the leadership coach who is trying to help him? This groundbreaking book answers those questions by bringing readers into both sides of a transformative relationship.

Hughes’ and Black’s story is instructive, rewarding, and inspiring. Black and Hughes share insights and tools that helped change the company—as well as Black’s life. The book immediately had me thinking of situations I am dealing with as a leader and how I might manage them and myself!

If you can’t attend a Learning as Leadership course or get Shayne as an executive coach, this book is the next best thing! Filled with practical, real-life examples, the authors walk you through a process that surfaces the pain points leaders and organizations have and provides counterintuitive ways to resolve or even transcend them. Anyone can benefit, regardless of culture or background.

Reading Brandon Black and Shayne Hughes’ account of one CEO’s experience with the program deeply resonated with my own, and I highly recommend anyone interested in building strong, resilient leadership teams to pick up this book immediately.

Ego Free Leadership is an invaluable read for anyone interested in building a successful leadership team or organization. It reveals wise and powerful insights about how, despite our best intentions, we can be the biggest obstacles to our own success and the success of those around us. Hughes and Black offer a wealth of insights to business leaders seeking growth in themselves and their organizations! We learn how he put his ego in the service of, rather than in the way of, creating the kind of high-performance, mutually supportive organization to which we all aspire.

I wish they had written it and I had read it decades ago. Don’t let your ego get in the way! Black, Hughes, and Encore’s bumpy yet remarkable journey provides unvarnished insights and lessons for all of us as we seek personal, leadership, and business development. I benefited yesterday and I will benefit today.

Even more, Black and Hughes deliver specific tools for attacking our worst ego-based problems, helping us become better leaders for our teams and organizations. Ross School of Business, University of Michigan ” Ego Free Leadership tells a fascinating, real life saga about how our ego traps us in a prison. So many of us significantly underestimate how our ego hijacks our leadership and organizations, causing us to accomplish much less than we could otherwise.

In this compelling, true account, the CEO of a company on the verge of failure is guided through the deep learning that saves his leadership and his enterprise.

A powerful, practical story of egos tamed and an organization resurrected. During his nine years as president and chief executive officer, the Company built significant cost and operational advantages, expanded into new asset classes, and made acquisitions that established Encore as the industry’s leading debt management and recovery solutions provider.

In addition, in , the Great Places to Work Institute ranked Encore’s subsidiary in Gurgaon, India as the 14th best organization in the entire country. Shayne Hughes Shayne Hughes is president of Learning as Leadership, a culture change and leadership development firm serving the private and public sectors.

His expertise in creating cultures of open communication and collaboration has led to substantial improvements in organizational and personal performance for such clients as Fairchild Semiconductor, NASA, Sandia National Laboratories, Shell Oil, and Capital One, among others.

He is also experienced in the complex dynamics of family businesses. Fluent in French, Mr. Hughes earned his B. He has been profiled in Psychology Today , and he blogs for the Huffington Post. Hughes also authored the coming-of-age memoir When the Running Began , in which he shares authentically how the pains of his past became infused with substance abuse and the coping strategies of his ego, and what it took to grow beyond them.

Start reading Ego Free Leadership on your Kindle in under a minute. Don’t have a Kindle? Choose your next adventure with virtual tours. Amazon Explore Browse now. About the authors Follow authors to get new release updates, plus improved recommendations.

Shayne Hughes. Brief content visible, double tap to read full content. Full content visible, double tap to read brief content. See more on the author’s page. Brandon Black. Customer reviews. How customer reviews and ratings work Customer Reviews, including Product Star Ratings help customers to learn more about the product and decide whether it is the right product for them. Learn more how customers reviews work on Amazon. Top reviews Most recent Top reviews.

Top reviews from the United States. There was a problem filtering reviews right now. Please try again later. Verified Purchase. I like how the book tells about the different situations and the struggles from both the perspective of the CEO and the coach. The story feels very authentic and honest. Key takeaways – Our ego drives behaviors that causes dysfunctional work environments. If we can rid ourselves of these behaviors we can create better performing teams and happier employees. This is a book to be treasured.

Although I am retired and therefore not now in an organizational leadership position, I find the book invaluable in meeting the challenges and opportunities of daily life. The book is about ego-free life, not merely leadership, and in addition to its utility in the workplace, I can imagine it being wonderful for families to read together, and life partners to share, and individuals to savor. As a psychologist, I find the concepts in this book academically and scientifically sound, and the authors’ interpretations and advice wise and life-giving.

Read this book! I am a management consultant with a deep background in organizational change, so when I first had the opportunity to attend a workshop with Shayne and his colleagues at Learning As Leadership, I was skeptical about how much there was for me to learn there. Instead, I had a life-changing experience that has stayed fresh and relevant over many years, and which I have incorporated into my own approach to working with individuals and groups.

This powerful approach to transformation can be hard to describe or explain to others. Its unique value lies in part in being different from the way most personal and group development work occurs. But now, thank goodness, we have Ego Free Leadership. Brandon and Shayne have come up with a way to demonstrate the difference that this approach can make through a real-world example, while giving as much insight into the methodology as I think you can get without directly experiencing the seminars and coaching.

Ego Free Leadership offers insights about WHY we behave the way we do despite our best intentions, WHAT we specifically do to get in our own way, and what we can do to start to remove those barriers and obstacles to reaching our highest aspirations, and HOW to begin the journey to achieving that.

It’s a great book no matter where you are on your developmental path, and I highly recommend it to you. I don’t read a lot of business books in general and “leadership training” books in particular. In my experience, they tend to be both short on substance and a slog to get through. I’m happy to report that Ego Free Leadership is an exception to the rule. It’s both easy to read and packs a punch.

Ari Meisel. Popular Highlights in this book. What are popular highlights? In a very real sense we have two minds, one that thinks and one that feels. Highlighted by 5, Kindle readers. The fact that the thinking brain grew from the emotional reveals much about the relationship of thought to feeling; there was an emotional brain long before there was a rational one.

Highlighted by 4, Kindle readers. People who are optimistic see a failure as due to something that can be changed so that they can succeed next time around, while pessimists take the blame for failure, ascribing it to some lasting characteristic they are helpless to change.

Highlighted by 3, Kindle readers. From the Publisher. In fact, I recommend it to all readers anywhere who want to see their organizations in the phone book in the year Everyone knows that high IQ is no guarantee of success, happiness, or virtue, but until “Emotional Intelligence, we could only guess why.

Daniel Goleman’s brilliant report from the frontiers of psychology and neuroscience offers startling new insight into our “two minds”–the rational and the emotional–and how they together shape our destiny. Through vivid examples, Goleman delineates the five crucial skills of emotional intelligence, and shows how they determine our success in relationships, work, and even our physical well-being. What emerges is an entirely new way to talk about being smart.

The best news is that “emotional literacy” is not fixed early in life. Every parent, every teacher, every business leader, and everyone interested in a more civil society, has a stake in this compelling vision of human possibility. About the Author Daniel Goleman , Ph. Goleman received his Ph.

The New Yardstick The rules for work are changing. We’re being judged by a new yardstick: not just by how smart we are, or by our training and expertise, but also by how well we handle ourselves and each other.

This yardstick is increasingly applied in choosing who will be hired and who will not, who will be let go and who retained, who passed over and who promoted. The new rules predict who is most likely to become a star performer and who is most prone to derailing.

And, no matter what field we work in currently, they measure the traits that are crucial to our marketability for future jobs. These rules have little to do with what we were told was important in school; academic abilities are largely irrelevant to this standard.

The new measure takes for granted having enough intellectual ability and technical know-how to do our jobs; it focuses instead on personal qualities, such as initiative and empathy, adaptability and persuasiveness. This is no passing fad, nor just the management nostrum of the moment.

The data that argue for taking it seriously are based on studies of tens of thousands of working people, in callings of every kind. The research distills with unprecedented precision which qualities mark a star performer. And it demonstrates which human abilities make up the greater part of the ingredients for excellence at work—most especially for leadership. If you work in a large organization, even now you are probably being evaluated in terms of these capabilities, though you may not know it.

If you are applying for a job, you are likely to be scrutinized through this lens, though, again, no one will tell you so explicitly. Whatever your job, understanding how to cultivate these capabilities can be essential for success in your career. If you are part of a management team, you need to consider whether your organization fosters these competencies or discourages them. To the degree your organizational climate nourishes these competencies, your organization will be more effective and productive.

You will maximize your group’s intelligence, the synergistic interaction of every person’s best talents. If you work for a small organization or for yourself, your ability to perform at peak depends to a very great extent on your having these abilities—though almost certainly you were never taught them in school.

Even so, your career will depend, to a greater or lesser extent, on how well you have mastered these capacities. In a time with no guarantees of job security, when the very concept of a “job” is rapidly being replaced by “portable skills,” these are prime qualities that make and keep us employable. Talked about loosely for decades under a variety of names, from “character” and “personality” to “soft skills” and “competence,” there is at last a more precise understanding of these human talents, and a new name for them: emotional intelligence.

A Different Way of Being Smart “I had the lowest cumulative grade point average ever in my engineering school,” the codirector of a consulting firm tells me. And that’s what I find to be true in the world of work. In my book Emotional Intelligence, my focus was primarily on education, though a short chapter dealt with implications for work and organizational life. What caught me by utter surprise—and delighted me—was the flood of interest from the business community.

Responding to a tidal wave of letters and faxes, e-mails and phone calls, requests to speak and consult, I found myself on a global odyssey, talking to thousands of people, from CEOs to secretaries, about what it means to bring emotional intelligence to work.

That research was part of an early challenge to the IQ mystique—the false but widely embraced notion that what matters for success is intellect alone. This work helped spawn what has now become a mini-industry that analyzes the actual competencies that make people successful in jobs and organizations of every kind, and the findings are astonishing: IQ takes second position to emotional intelligence in determining outstanding job performance.

Analyses done by dozens of different experts in close to five hundred corporations, government agencies, and nonprofit organizations worldwide have arrived independently at remarkably similar conclusions, and their findings are particularly compelling because they avoid the biases or limits inherent in the work of a single individual or group.

Their conclusions all point to the paramount place of emotional intelligence in excellence on the job–in virtually any job. Some Misconceptions As I’ve toured the world talking and consulting with people in business, I’ve encountered certain widespread misunderstandings about emotional intelligence. Let me clear up some of the most common at the outset.

First, emotional intelligence does not mean merely “being nice. Second, emotional intelligence does not mean giving free rein to feelings—”letting it all hang out. Also, women are not “smarter” than men when it comes to emotional intelligence, nor are men superior to women. Each of us has a personal profile of strengths and weaknesses in these capacities. Some of us may be highly empathic but lack some abilities to handle our own distress; others may be quite aware of the subtlest shift in our own moods, yet be inept socially.

It is true that men and women as groups tend to have a shared, gender-specific profile of strong and weak points. An analysis of emotional intelligence in thousands of men and women found that women, on average, are more aware of their emotions, show more empathy, and are more adept interpersonally.

Men, on the other hand, are more self-confident and optimistic, adapt more easily, and handle stress better. In general, however, there are far more similarities than differences. Some men are as empathic as the most interpersonally sensitive women, while some women are every bit as able to withstand stress as the most emotionally resilient men. Indeed, on average, looking at the overall ratings for men and women, the strengths and weaknesses average out, so that in terms of total emotional intelligence, there are no sex differences.

Finally, our level of emotional intelligence is not fixed genetically, nor does it develop only in early childhood. Unlike IQ, which changes little after our teen years, emotional intelligence seems to be largely learned, and it continues to develop as we go through life and learn from our experiences—our competence in it can keep growing. In fact, studies that have tracked people’s level of emotional intelligence through the years show that people get better and better in these capabilities as they grow more adept at handling their own emotions and impulses, at motivating themselves, and at honing their empathy and social adroitness.

There is an old-fashioned word for this growth in emotional intelligence: maturity. Why This Matters Now At a California biotech start-up, the CEO proudly enumerated the features that made his organization state-of-the-art: No one, including him, had a fixed office; instead, everyone carried a small laptop—their mobile office—and was wired to everyone else.

Job titles were irrelevant; employees worked in cross-functional teams and the place bubbled with creative energy. People routinely put in seventy- and eighty-hour work weeks. And that was the fallacy.

Once I was free to talk with staff members, I heard the truth: The hectic pace had people feeling burned out and robbed of their private lives. And though everyone could talk via computer to everyone else, people felt that no one was truly listening to them. People desperately felt the need for connection, for empathy, for open communication. In the new, stripped-down, every-job-counts business climate, these human realities will matter more than ever.

Massive change is a constant; technical innovations, global competition, and the pressures of institutional investors are ever-escalating forces for flux. Another reality makes emotional intelligence ever more crucial: As organizations shrink through waves of downsizing, those people who remain are more accountable—and more visible.

Where earlier a midlevel employee might easily hide a hot temper or shyness, now competencies such as managing one’s emotions, handling encounters well, teamwork, and leadership, show—and count–more than ever. The globalization of the workforce puts a particular premium on emotional intelligence in wealthier countries.

Higher wages in these countries, if they are to be maintained, will depend on a new kind of productivity. And structural fixes or technological advances alone are not enough: As at the California biotech firm, streamlining or other innovations often create new problems that cry out for even greater emotional intelligence.

As business changes, so do the traits needed to excel. Data tracking the talents of star performers over several decades reveal that two abilities that mattered relatively little for success in the s have become crucially important in the s: team building and adapting to change. And entirely new capabilities have begun to appear as traits of star performers, notably change catalyst and leveraging diversity.

New challenges demand new talents. The reasons include better nutrition, more children completing more schooling, computer games and puzzles that help children master spatial skills, and smaller family size which generally correlates with higher IQ scores in children. There is a dangerous paradox at work, however: As children grow ever smarter in IQ, their emotional intelligence is on the decline. Perhaps the most disturbing single piece of data comes from a massive survey of parents and teachers that shows the present generation of children to be more emotionally troubled than the last.

On average, children are growing more lonely and depressed, more angry and unruly, more nervous and prone to worry, more impulsive and aggressive. Two random samples of American children, age seven to sixteen, were evaluated by their parents and teachers—adults who knew them well. The first group was assessed in the mids, and a comparable group was surveyed in the late s. Over that decade and a half there was a steady worsening of children’s emotional intelligence.

Although poorer children started out at a lower level on average, the rate of decline was the same across all economic groups—as steep in the wealthiest suburbs as in the poorest inner-city slum.

Thomas Achenbach, the University of Vermont psychologist who did these studies—and who has collaborated with colleagues on similar assessments in other nations—tells me that the decline in children’s basic emotional competencies seems to be worldwide.

The most telling signs of this are seen in rising rates among young people of problems such as despair, alienation, drug abuse, crime and violence, depression or eating disorders, unwanted pregnancies, bullying, and dropping out of school.

What this portends for the workplace is quite troubling: growing deficiencies among workers in emotional intelligence, particularly among those newest to the job.

Most of the children that Achenbach studied in the late s will be in their twenties by the year The generation that is falling behind in emotional intelligence is entering the workforce today. Read more. Don’t have a Kindle? Explore together: Save with group virtual tours. Amazon Explore Browse now. About the author Follow authors to get new release updates, plus improved recommendations.

Brief content visible, double tap to read full content. Full content visible, double tap to read brief content. Read more Read less. Customer reviews. How customer reviews and ratings work Customer Reviews, including Product Star Ratings help customers to learn more about the product and decide whether it is the right product for them. Learn more how customers reviews work on Amazon. Images in this review. Reviews with images. See all customer images. Top reviews Most recent Top reviews.

Top reviews from the United States. There was a problem filtering reviews right now. Please try again later. Verified Purchase. A lot of what is in this book has been proven unhelpful, to say the least. For example, PTSD treatment is more successful using mindfulness meditation techniques rather than talk therapy. Talk therapy creates a repeated recreation of the trauma, where the body does not differentiate between the real event and the recollection.

Mindfulness does exactly what the author proposes as a solution: it removes the person from the reactionary brain, allows the emotions to sit without reaction, to simply exist in the body, and so on.

 
 

 

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