Book Review: Leadership and Self-Deception: Getting out of the Box

The Arbinger InstituteBerrett-Koehler Publishers, Inc., San Francisco (2000, 2002)ISBN: 1-57675-174-0.

“Profound . . . engaging . . . packed with insight. I couldn’t recommend it more highly.”

—Stephen R. Covey

Leadership and Self-Deception is a well-conceived, intentionally designed, and carefully crafted story that delivers a very powerful message about a model of human nature. Its message is that the vast majority of people allow themselves to practice self-deception to the detriment of their ability to lead others and to be productive members of an organization.

In a first-person narrative we are introduced to Tom Callum, a new senior manager at Zagrum Company, as he recounts his perceptions and insights experiencing Zagrum’s ritual for bringing new staff into their culture. Tom’s introduction begins during an all-day meeting with Bud Jefferson, Executive Vice President, and extends through meeting Zagrum President Kate Stenarude, and Lou Herbert, the retired founder of Zagrum and originator of their ritual.

Bud begins the ritual by confronting Tom with a simple proposition: “You have a problem—a problem you’re going to have to solve if you’re going to make it at Zagrum.” Bud goes on to explain that Tom has a problem with self-deception, and that he knows this because everyone has a problem with it. What separates Zagrum and makes them an outstanding organization is that everyone in the company helps each other recognize when they are practicing self-deception and how to stay more conscious and authentic.

This book presents a simple model of how when we are practicing self-deception, we wind up putting ourselves “in the box.” Being in the box leads to seeing other people as objects that are in the way of us getting what we desire—whether it’s a personal or professional outcome. When we are in the box, we tend to convince ourselves of how the world is (both to ourselves and others) in a distorted manner. In other words, we construct the reality we choose to experience to justify our choice to be in the box. This whole chain of events occurs when we betray our basic nature to be caring, appreciative beings who find true satisfaction and fulfillment from serving and benefiting others.

Leadership and Self-Deception presents a progressive discussion of this model of self-betrayal and self-deception and how it interferes with our ability to be leaders. It further explains how damaging it is in any organization and how it significantly degrades productivity and the ability to produce results. The focus of the book is on human interaction, but the stated goal is to improve an organization’s ability to deliver productive outcomes. The reader is systematically and carefully lead through a process of understanding through Tom’s experience of what the box is, how we put ourselves into the box, and then what it takes to get out of the box.

I have for many years realized that the single biggest challenge in becoming an effective leader is developing the emotional maturity to step out of one’s unconscious reaction to a situation and to choose consciously to act as a leader. This book presents an excellent opportunity for anyone to explore the realm of self-awareness. It is the chance to recognize a model of human behavior that explains how we tend to justify our behaviors as a result of conditioning, and what it takes to break that cycle. You will find this book to be an eye-opening read that can change your life.