Arbinger Institute's Blog, page 14

How Did The Arbinger Institute Get Started?

The Arbinger Institute originated in the mid 1970s when philosopher Dr. C. Terry Warner, a Yale alumnus, gathered a team of scholars to explore the concept of self-deception. Self-deception, as they came to understand it, centered on how we as human beings create and sustain problems we don’t know we’re causing, and how and why we […]

Global Digital Transformation Requires an Outward Mindset

Tom Weeks, The Arbinger Institute This week, I had the pleasure of participating in the “Mindset and Skills for the Digital Age” track at the Americas’ SAP Users’ Group (ASUG) local chapter meeting at Harper College near Chicago. Unlike the traditional ASUG slate of technical and product training, this track was created in response to a recent survey […]

Want to Be a Better Leader? Ask for More Feedback!

  “Sometimes people don’t want to hear the truth because they don’t want their illusions destroyed.” – Friedrich Nietzsche Arbinger Global Partner Cobus Pienaar and his colleague, Petrus Nel, begin their latest article on leadership and the importance of feedback with the above quote from Nietzsche. They find that good leaders are self-aware: They want to […]

What to Do When Your Failures Are Highlighted by CNN

Dr. Monique Davis and Dr. Doug Anthony are no strangers to navigating large-scale organizational dilemmas in their work—in the public eye no less. Davis is a Deputy Superintendent and Anthony is an Associate Superintendent at Prince George’s County Public Schools, a school district in Prince George’s County, Maryland with 20,000 employees and 131,000 students. The second largest […]

How to Help Direct Reports to Hold Themselves Accountable

Senthiyl S S G Director, Arbinger Singapore/Malaysia As leaders, it’s worth considering how we might reduce our time spent supervising and holding our direct reports accountable for their work and results. Think about it. The more time we spend supervising and holding our direct reports accountable: The more we are reducing ownership and accountability in our direct […]

Why People With Outward Mindsets Thrive at Work and at Home

In becoming familiar with The Arbinger Institute, you’ll likely come across a lot of “in the box” and “out of the box”, “inward mindset” and “outward mindset” phraseology. The language first debuted in Leadership and Self-Deception, then The Anatomy of Peace. We took it to a whole new level with our latest book, The Outward […]

Why Responsiveness Wins in the Workplace (And Beyond)

Cobus Pienaar Director, Arbinger South Africa Leaders often indicate that people are their greatest asset. But I would take it one step further and argue that it’s not necessarily the people in their companies, but the relationship and responsiveness between these people that makes the difference. You may technically employ the best people, but if the relationships […]

The Power of Reframing Our Work to Overcome Silos

Senthiyl S S G Director, Arbinger Singapore/Malaysia “It’s not good enough to tell people to do their best for others and to simply achieve results. It’s the obligation of the leaders and organization to provide a framework, a structure that enables them to do so.” I regularly work with clients who are committed to transforming […]

Why It’s Smart to Share Your Ignorance

Jim Ferrell Founding and Managing Partner The Arbinger Institute Mankind is forgetting how to disagree. I don’t mean merely that our manner of disagreeing is becoming increasingly problematic (although it is). I mean that we have an even bigger problem: We don’t know how to disagree anymore because we don’t know what we are thinking. […]

How To Energize Your Organization

The following is an excerpt from an Investors.com interview with Jim Ferrell, Founding and Managing Partner of The Arbinger Institute. Leaders often say they want their people to take responsibility, but they don’t know how to get them to do that. The real problem is leaders don’t want to give up control and let others […]