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Confident Leaders Keep Arrogance at Bay With a Dose of Humility

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

“From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts.”

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive.

Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:

  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

People keep pointing to successful leaders like Steve Jobs as proof that you have to have a dose of arrogance to succeed in business. Frankly, Jobs is an exception. His visionary talents gave him the chance to succeed IN SPITE OF his legendary arrogance (which, if you remember, got him fired from his own company!)

There is a big difference between supreme self-confidence and arrogance. The “humility” that the author discusses as a transformational leadership trait is not the “wall-flower, get-walked-all-over” submissive personality that some may envision when they hear “humble.”

It is rather, a predilection to seek out and listen to the knowledge and opinions of others, accept that his or her own ideas may not be the best ones, and challenge assumptions based on past experiences.

Confidence underpinned by humility as defined in the article make a better leader, because more talented people will want to work for that person, and as a team they will make sounder business decisions that are beneficial to all.

How may we help team CTALet me close with this: Few people would say that the members of Rotary International are arrogant, but few would accuse them of lack of success either. Read the ethos of Rotarians worldwide in the image at the top of this article. See if you can spot the arrogance, or the humility.

Many successful people get a touch of arrogance as they build a successful career and attract attention. The best of them keep that tendency under control, and stay in touch with the reality that no one succeeds on their own merits, but on their merits in combination with their team’s merits.

Where would you rate yourself on an “arrogance scale?” How humble do you keep your leadership style, while still staying in charge? How do you strike that balance?

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"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
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"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

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The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
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The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
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A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

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The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
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The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
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"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

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A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

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A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

The Smart Way to Ask Stupid Questions

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

The Manager as Teacher

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Employee Engagement is Not Fun!

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

The Human Aspects of HUET Programs – OPITO Abu Dhabi

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Workplace Zombies that Drag Down Productivity – Beware!

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Four Leadership Tips to Make November More Productive

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Bovo Tighe Boosts Productivity by Raising Employee Engagement – Team by Team

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Aberdeen Research Finds Connection Between Employee Engagement and Customer Satisfaction

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

The ROI of Team Engagement – How to Measure?

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

How Well Do You Grow Future Leaders?

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Challenge Negative Mindsets When Pursuing New Ideas

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

A Fresh Start on Performance Reviews: Alere Sets a Great Example

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Generation Xers are Today’s Leaders – Invest in Them

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

How Can Your Words Build or Break Trust With Co-Workers?

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

The Lemonade of Employee Turnover

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Google Survey Connects Workplace Flexibility to Morale – No Surprise There!

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Employee Engagement is a Two-Way Street

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

You Will Not Engage Every Employee – Nor Should You

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Make August Your Personal Rejuvenation Month

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

The Unbiased Opinion is a Myth. Discard It.

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Time to Act Civilly at Work? Professor Porath Says It Pays Off.

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

When Motivating Employees, Do Words Get In the Way?

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

How to Sell Senior Executives on the Value of Talent Development

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Temporary Project Teams Need Scaffolding to Work Well

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

To Manage or To Lead – That is the Question

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Break Conversational Habits to Break Out of Ruts

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Schedule that “Thirdly Review”!

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Make Spring Fever a Productive Force at Work

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Change Happens Inside Out – Driven By Middle Managers

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Hiring Outsiders Costs Money. Save it by Investing in Human Development.

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

How Quickly Does Your Culture Sub-Optimize New Talent?

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

How Do You Fix a Jerk at Work?

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Valentines Day Marks the Halfway Point in Q1 – How Are Your Leadership Resolutions Fairing?

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

More Grist for the “Why Are Employees Not Engaged” Chat Mill

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Dave Tighe Joins Writers on LinkedIn as Employee Engagement Expert

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Leadership Tips for Kicking Off 2015

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

In 2015 Employee Engagement Will Look Like It Did in 2014…and 2013…

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Employee Engagement Must Address Professional and Personal Performance Factors

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

January Leadership Advice Deluge has Begun! Resist the Urge to Read It All.

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

McKinsey Offers Evidence: Senior Executives Still Struggle With Leadership Habits

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Happy Holidays from Bovo-Tighe!

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

2014 is Done – Time to Kick-Start January

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Sweat the Small Stuff Says Rory Sutherland in a TED Talk – This is What Bovo-Tighe Does for You

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Happy Thanksgiving from Bovo-Tighe

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Just Twenty Working Days ‘Till Christmas – What Can You Get Done???

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Defend Human Development Investments Strategically

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Be Great to Work With

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Leaders Must Still Manage. You Don’t Get Off That Hook!

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

It Takes Time to Change Employee Habits – And Lots of Support.

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Employee Recognition – Easy to Say, Hard (it seems) to Do

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Misguided Advice from Monster about Aspiring to a Leadership Role

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Honda Waigaya and Outward Bound – Lessons in Patient Leadership

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Master the Art of Questioning (and Listening) to Better Raise Productivity

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Kick-Start Your Team’s Productivity Push for Autumn

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Leaders Master the Art of Questioning to Raise Employee Engagement

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Halogen Software Offers Sample Comments for Performance Reviews. We Disapprove!

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Asking Silly Questions Makes You Smarter

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Employee Engagement is Personal, So Personalize Your Approach

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Maslow’s Hierarchy and Employee Engagement – Make the Connections!

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

The Case of the Market Basket CEO – Leaders Who Care Get Strong Employee Support

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Leaders: Spend More Time Leading People and Less Time Doing Stuff

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Take Steps to Run Better Meetings – Walk While You Talk

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Employee Engagement is Really Simple – But Does Take Energy and Focus

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Great Leaders See Themselves as Others See Them – And Engage Better

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Sayonara June! Hola July! Time for Mid-Year Resolutions.

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Leaven Your Positive Leadership Outlook With Real-World Negativity – Pursue the Truth!

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Reset Your Leadership Mindset for the Next Six Months

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Great Leaders Make Life Better for Their Followers

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Defend No Process – Defend the Mission Against Old Processes

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

How to Maintain Workplace Productivity During the Summer Vacation Season

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

A More Productive Mindset for Work in Six Steps

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

A Great Set of Productivity Tips – Read This Instead of Facebook at Lunch Today

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Honor the Last Full Measure of Devotion on Memorial Day

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

As a leader, you will get angry – How you handle that anger is critical to team productivity

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Middle Managers Can All Lead – If You Show Them How

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Never Assume: Pursuit of Truth Makes Decision-Making Better

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

The Last Mile of Employee Engagement is the Hardest to Travel

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

We Love the Energizing Month of May

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Transformational Leadership Skill Spring Shape-Up

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Still Pushing Employees to the Brink: A bad habit from the Great Recession.

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Toyota Agrees: Machines Don’t Innovate – People Do.

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Leadership Development Gaps Expose a Lack of Strategic Commitment

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

“Overnight” Organizational Change Takes Great Long-Term Leadership

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

A “Lucky Seven” Set of Tips for the Freshly Minted Leader

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Does Your Online Presence Promote You?

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Leaders Don’t Pick Winners: Develop All of Your Team Members

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

May the Wind be at Your Back this St. Patrick’s Day

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Leadership Lessons for the Ides of March

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Our Foundations of Excellence Refresher

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Great Conversations Build Employee Engagement

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

i4cp Research Isolates Six Key Employee Engagement Factors

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Tap Untapped Talent You Have Already Hired

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Each Great Leader is Unique, But They All Engage

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Bovo-Tighe Supports Shell in Launch of New Gulf Platform

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Annual Performance Reviews Should be the Icing not the Cake

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Resources We Rely On for New Ideas about Employee Engagement

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Machines Don’t Innovate: People Do.

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Hide From Your Manager to Get More Done!

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Leadership Quotes to Get Your Mind Set for February

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Leadership Development Does Not Have to Cost an Arm and a Leg

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Brooke Bovo at TTI Winter Conference: Love Your Clients, Not Your Expertise

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Why Does Leadership Development Fail to Create Great Leaders?

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

New Year Resolution: Make a Habit of Your Productive Mindset

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

OSHA Discloses Most Common Workplace Hazards – The List Remains the Same

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Leadership Lessons from Scrooge and the Grinch

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Merry Christmas from Bovo-Tighe

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

McKinsey Highlights Slow Adoption Rate for Intra-Company Social Networks

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Holiday Employee Gifts that Cost Little More Than a Bit of Your Time

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Books to Inspire Great Leaders Include Goodwin’s “Team of Rivals”

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

A Culture of Agility Requires a Commitment to the Pursuit of Truth

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Lean Manufacturing Demands Fully Engaged Employees

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Happy Thanksgiving from Bovo-Tighe

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Rob Markey of Bain and Co.: Employee Engagement Rocks!

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Flexible Job Schedules Can Win Employee Loyalty

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Employee Engagement a Strategic HR Imperative for 2014

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Maintaining Work-Life Balance During the Holidays

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

The Paradox of Employee Engagement: It Works Yet Few Companies Try

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Remember Veterans on Veterans Day with a Heartfelt Thank You

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Defuse the Gunpowder Barrel with Sustained Employee Engagement

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Happy Halloween from Bovo-Tighe!

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Minga Foundation Ups Productivity by Raising Awareness of Personal Motivators

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

How Pessimists Keep Optimists in the Black

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Gallup Employee Engagement Results Not Budging

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Stop Being Nice at Work? Not So Fast!

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Aberdeen Report Finds Competitive Advantage for Companies that Improve Hiring Processes

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Three Leadership Tasks That Unleash Team Productivity

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

What Prevents Teamwork From Adding Value?

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

How Can You Make a Vacation From Work Truly Stress-Free?

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Time Off is Restorative – Organizations that Don’t Encourage It Lose Out

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Have Employees Track Their Own Successes to Raise Engagement

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

A Quick Cost/Benefit Analysis of Employee Training and Development

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Bovo-Tighe Participates in 2013 CLO Forum

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Labor Day in the U.S.: A Connection to Employee Engagement

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Great Employee Engagement Starts by Asking a Lot of Questions

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Leadership Inspiration for a Hot Day in August

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Employee Engagement Remains Elusive: You Are the Problem and the Solution

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

More Thoughts on the Great Value of Middle Management Leadership Training

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Working from Home Does Raise Employee Engagement, if Done the Right Way

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Define leadership more broadly. Anyone can lead, at any level.

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Engaged Employees Accumulate Business Acumen

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Engaged Employees Honor the Pursuit of Truth – And You Should Value That Trait

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Bovo-Tighe Presents Dole Case Study at HR Star Conference

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Build a Corporate Culture that Embraces Change

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Happy Independence Day

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Celebrating Failure? You Bet! How Else Can You Learn New Stuff?

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

CEOs Must Foster Culture Based on People – Not Process

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Gallup Confirms the American Worker Remains Unengaged

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Bovo-Tighe Senior Consultant Steve Eddy Honored at the University of Nebraska

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Is it possible to be overworked and underutilized?

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Create Great Leaders in Your Organization

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Retain Talent by Fostering Professional and Personal Growth

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Leadership Starts with Engagement

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Take the Time to Say Thank You to Those Who Died Defending Us

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

When Should You Micromanage Employees?

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Leadership in Public Management

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Time to Rehire Yourself?

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Of Lollipops and Leadership

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

HubSpot and Netflix Offer Insights on Building Productive Organizational Cultures

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Why We Love May at Bovo-Tighe

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Are Millennials Really Different About Job-Hopping?

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Bovo-Tighe and Harvard Business School Are On the Same Page

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Lessons on Leadership from Britain’s Royal Navy

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Raise the Meaning Quotient for Employees to Raise Productivity

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Employees Can Only Manage Their Time if the Organization Lets Them

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Social Media Collaboration is Shaking Up How Employees Engage with Each Other

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Goal Alignment Takes Work and Communication that Counts

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Our Philosophy about the Pursuit of Truth Includes Your Health

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Three Key Drivers of Employee Engagement

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

March Madness is a Leadership Moment

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

May the road rise to meet you on this St. Patrick’s Day.

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

QBQ works well with the Bovo-Tighe Foundations of Excellence philosophy

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Leadership Tales from Top People – Courtesy of LinkedIn

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Marissa Mayer Should Focus on Employee Engagement

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Accelerative Learning Article Now Posted on eZineArticles.com

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Drop Your Information Filters to Boost Engagement with Fellow Employees

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

More Thoughts on How to Engage Employees

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Challenging “Accepted Wisdom” Unlocks Creativity and Productivity

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Quotes that make you think – Are you open to the truths you need to hear?

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Passion at Work: Nurturing it Starts the First Day of Employment

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Stephen Covey: A Truly Inspirational Force for Innovation in Human Development

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Summer Thoughts on the Pursuit of Truth

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Employee Dissatisfaction Still the Norm in 2012 – Therein Lies Opportunity!

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Exploring 8 Rules for Creating Passionate Corporate Cultures (Round Three)

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Stop Hating Meetings: Fix Them Yourself!

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

New Bovo-Tighe Article on eZineArticles.com about Better Meeting Practices

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Employees are Consumers of Corporate Culture: They won’t “buy in” until you earn their trust!

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

101 Steps Towards Better Leadership

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Transformational vs. Transactional Leadership: A Worthy Distinction

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

The Cure for Bad Meetings: Pay Attention and Contribute!

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Caring for Your Employees Unlocks Great Productivity

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Leadership Behavior Can Stifle Productivity – Even Unintentionally

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Leadership: Its Trappings Lead Good People Astray

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Information Underload: Bad for Employee Engagement

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Zen and the Pursuit of Truth at Work

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Client News: Shell Sets Record for Deepest Oil and Gas Well

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

How Kingsford Charcoal Taught DuPont a Thing or Two about Employee Engagement

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Bovo-Tighe Client Newsletter – November 2011

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Workplace Time Wasters: Facebook vs. the Two-Martini Lunch

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Dumb Things Bosses Do

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Dumb Things Bosses Do

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Bovo-Tighe Client Newsletter October 2011

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Steve Jobs: A Born Visionary Who Learned to be a Leader

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Old United “Speech” Ad Still Resonates Strongly in the Digital Age

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Power Breeds Overconfidence in Leaders

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Do You Know All the Facets of Employee Engagement?

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Coaching for Senior Executives Must Come Up From Subordinates

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Bovo-Tighe’s September Client Newsletter – 2011

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Bovo-Tighe Client Newsletter – Summer 2011

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Presenting at the National Property Management Association Annual Education Seminar

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Bovo-Tighe connects with the HR community at the HR Star Conference

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Book Review: How to be Happy, Dammit!

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Bovo-Tighe Client Newsletter June 2011

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

One-Foot-Out-the-Door Disease is Bad for Productivity

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

How best to make leadership training truly work? Never stop!

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Bovo-Tighe shares a snap-shot of its ongoing work on Alaska’s North Slope

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Leadership: It all starts with you

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Bovo-Tighe Newsletter May 2011

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Bovo-Tighe at the Offshore Technology Conference

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

We applaud our client, the Elizabeth Glaser Pediatric AIDS Foundation, on their Webby Award

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Technoserve extends its initiatives in Africa by leveraging Bovo-Tighe expertise.

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Irrational Decision-Making: Embrace the Human Factor!

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Performance Management Needs to Recover its Mojo

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

A standing ovation for an active client, Technoserve, which helps poor communities thrive worldwide!

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Bovo-Tighe’s March 2011 Client Newsletter

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

The Bombardier Case Study: Successful Commitment to Employee Engagement

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Talent Management: All agree we need it. Few act on it.

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

On Performance Reviews: The Urge to be Better-than-Worst Raises Productivity

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Influence Competence: Effective Employee Engagement Skills Under a New Name

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Talent Management: How It Helps With Crisis Management

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Employee Engagement: Have you thought about ice cream?

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Tasked with Corporate Training? Seek Outside Help

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Corporate Communications: Keep an Equal Balance Between Ethics and Achievement

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Changing Corporate Mindsets is the Critical Path to Cultural Change: Now We Have Research to Prove It!

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Bovo-Tighe explores Kazakh Psychologies of Achievement

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Corporate Cultures: Bottom-up change is best.

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Are people truly your company’s best asset? Can you prove it?

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Compensation Plans vs Employee Emotion

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Pay-For-Performance versus Full Engagement

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

On Leadership: Would you work for yourself?

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Employee Engagement is simply the Foundation for Excellence

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Why doesn’t employee training work better?

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Change Management: The entire organization needs to participate

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Fostering Innovation: HR Must Lead the Way

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

About that left brain-right brain split: It doesn’t happen.

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

With Leadership Development: Are We Smarter that Fifth-Graders?

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Bovo-Tighe’s January 2011 Client Newsletter

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Corporate Flu Epidemics: What Sort of Infectious Attitudes Do You Spread Around?

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Bovo-Tighe December Newsletter

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Change employee behavior by changing their bad habits.

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Be the first on your block to re-engage your employees.

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Performance Reviews done well require great communication.

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

No One Was Ever Motivated by a Meeting

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

No One Ever Improved by Having Their “Performance Reviewed Annually”

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Meetings That Rock!

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Corporate Mission Statements die on Plaques

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

Inhibit Intellectual Growth and Innovation in Your Company

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

How to incorrectly use ‘Management By Objectives’

A recent article on Talent Magazine’s website brought some light and perspective to the idea that arrogance plays a damaging role in the workplace, and how a good dose of humility in a leader (at any level) is really a powerful transformational leadership skill.

"From Silicon Valley’s tech titans to Wall Street’s wolves and Hollywood’s studio honchos, arrogance in successful business leaders is often tolerated and, in some instances, celebrated…But, more often than not, having an overinflated opinion of oneself is not good for business, according to psychologists and leadership experts."

The writer, Rita Pyrillis, makes it clear that she separates out confidence and decisiveness from arrogance. The former are productive leadership traits. The latter is an extreme form of confidence that moves a leader’s behavior from productive to destructive. Four-Way-Test (1)Arrogance walls you off from the truth about people, situations and the marketplace in which decisions have to be made and action taken. If you cannot drop your filters to see and appreciate the truth, you will make poor business decisions. Some of the destructive attitudes that spring from arrogance could be described this way:
  • My experience (because it is mine, and I was right about that back then) is more relevant than your newer input (because I didn’t think of it.)
  • I have been doing this longer than others, and know this [name an issue or situation] better than most.
  • I understand what others are trying to say [about the true situation or opportunity we face here], and I value that input, but I have to put it through my own experiential filters to see how it makes sense against my own inclinations for how to respond.
  • I am predisposed to believe my own assumptions rather than your input, so that input has to be really significant for me to put aside what I “know.”
  • How is this going to make me look? How can I spin this to my own maximum advantage? How can I own the positive result, and a critical leadership attribute. Arrogance keeps that from happening.

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