}getabstract Ccromaes ele oo a sok ens | Leadership Blindspots tiie mnpietaiey BUIMDBPOTS J successful Leadersldenty and Overcome the ‘orthvon tal and prof wnet Mevloerses That Mater ‘Sosotinmoo 8 Retr re dion : ies 1 aaatanat eee — ° Bim: | [oa [ 0] [3] [trom | [cow | | Gomme Rating » Recommendation Sate, To impr tn ilove, ade dnonstate conden in tht ain and ye {am ie Lengo ops in sein ing change hig ae fry mata esl Ninoon® hat ial ten acy Tas alsin 8 adersip Bint" , ‘ecruse most people dnt know they even bave Bindspets. tn this novledgeabe, ‘ueful manual management constant Rober Brace Shay" exlins leadetip ‘ndpot and their cater. He tel you Boo Sind and manage our Mindspte The ‘ook appendix nodes a uel LeadreipBinapot Survey, also avalable ating i ® @ In this summary, you will learn + Wat "tindepo are, + What the tn oo cause ae, + How they manifest and Take-Aways + A°Dlinisor"o an unrecopuzed weakness or teat that has he potential 1 {ndemunes leader soeces Bundsots ca salotge 2 kale. + inspot expecially afc people wi are unarethat thy areunaare + Binspos stem rom oreconene, inexperience to much information, ‘emitignal thing cog dsonance, poor incentives snd Terre ‘tatortona + Every leader has bindpots, Uderstanding yous aval insight + Binds cen pee your ining in oneerigim oram, oe + Bindspos can be good o tad. Fire out which ones to focus on and wichto ‘noe + Leaders bene fom proces that ase arateness of thet ndspots an ool Who alert tam hen the are seg somethang para + Lenership requires aking the moet reveling questions in the mos effective + Tocomrect your bindpots, tt ee thing for yous ok for contrary data ‘eave ofanoematon ates dou tse get ousde ee and et our ideas, + Ext elfconidence wile understanding that you don't hae ll tbe never Summary -A.CPennes for Your “Biindspot™ ‘Mtr scatrymoprto, the JCPenney department tor hin eed toe org. The fm nated new CED, Ron Stn, former bead of apple's probe “mebestondbrghesn NASON Se0 = Johnson revamped Jenne. He sifted thei rom ts ead oe asa usted es “swyplie of private-label, discounted merchandise to a purvevor of popular brands at Fret eng ow prices Rowers inser warned okason shout moving too fr a of. spot” ‘They remioed in tat he was a stanger to JCPean eal mast. Slfcoafet {ncn of his or son, Johnson ered al of tht ae Johns pan fied ay: witht Jcvemey’s wl dee dicots, peal Joyal estes took tir sbopine csewiee. The company sue a3 ion os Alrng Johan ft ya x CHO. Ae onesies school profesor pt, iCPemey Sad een um ino adh when be aoe, tater than geting Rack othe ad, eset setiton ie” . Mideangefhon na, where Joon ad inl experince, ae Bi atch srereet cone om sling Phones in tend Apple stores. Tough be ws in now eto, ae Joon remained coined hs apprseh was gh aod that thse who questioned 1 were wong. He ball aban, clinging oh Dibdsot, eing o bis gt instinct instead of infependent market researc othe sidanc of experienced profesional. He inade irational mites that lt cheer ting “What nat he thinking?” Be mags Sabena, Sustaies alee“gh ecievers_are “requety crcen 2 splot aon perspective heh can ether ding strenghand meet Somcant weaknes” “tester whatnot seid daring the Aicuston ofan ue ‘hoeis mowers! = Dareetary on dcione {hae te caer beer wil be problema.” eer eet Dorit dorm about {hemsciees Thirst Imanadeantage ever those who are more vette “Tnsome cases tne at ‘hetp ofan gant ‘Rona those st er Teele pariapate nan the goal of avoiding cogs” Diagnosing Mlindspets [Ablidepris an untecogniaed weaess rtheest hatha the pote to underne ‘ead’ saceas” You can recopize your bindspas, bt eat if you know to watch (out for them. The mest common Blindspts fect Fades who are unaware of their Sespoct on oer people pd unaarethat hey are naar indpots are personal shortcomings that leaders dost se fen masfaing a an lnabalty to ecduate “teams, oranzains and marks" with abject. Not all lndepot ae bod: ome help leaders dapt to challenging situations. Many Iaders do [Sls judgment and soe Ts aaurane and esiberate buoys an aaable ea to atte hat enables them to push past ifeult ~ dhough ease ~ bars that ‘dtr less confident people. Where ote see nor vbstanes scurate thee ‘confident ders roman lind to problems forge ahead an, sometines, scopic ‘heigl ‘het inspos ae Mop, thats, unt these ender an vonghshod ove ely and their impervious confidence lever thetn marooned again insurmountable bates, bjt fares Instead of courting diate, sty lenders lance vo conflicting goa: ‘They demonstrate the ight dee of anuranee tone and motivate hte wile recopseiag thei on Timtations and avedng the problems that develop fom ‘being cok mar leaders maintain thei optimism, see dreunstnces objeines ae ‘cognze challenges Ina perf weed, indspet an form abridge between “el ‘onde and odo” “The late Steve Jobe, Apple former CEO, had “towering stengts” and “towering indepots” Some wanders of bis team chimed tht Jobs had a “reality distton Sle" ap amon magil sity to we any information oo hand t prove tat his ott af ie vas alvass Hat Hvestualy Jeb eared to manages hiaaspos. He ‘Stated hiring talented people who weren't tai hallnge im Finally, be was abe ‘ochang is thinking ben neces In contrat, apotbr American busines ion, Henry Ford, let his ndopot rule in sod they rary iad Bis barinee An ndaetriab-age sory, Ford anand he {automobile ftom a lsu purchase forthe Heh to a popular Vehicle the average ‘woking person could afford Forts vison pai of By 921, move than Dal of the ‘sstomoties sold inthe United Snes were Fords But when his competitors, parcust General Motors, ebook up the market by fering a varity fear models and financing options, Ford sa no reason to change ‘buses sa resto his blndspot the Ford otor Compan lst postion 3s the dominant US auto compan The US goremment limos tok oer he company as 1 mater of atonal secant during Wort War IL At ope of Ford long tine squantanees sid “The lation of Henny Ford's minds about a ear ect si posse tomate ‘Do be bind tothe ely ofyour sation, Keep a open ind adit your mistakes and bereaéyto change course when cesar. ‘Spotting Blindspots ‘You cant Gx problem if you do Snow # ete Methods fr diagnosing ~ and eating with ndspat inde « "Review your mistakes for reaceurring wenknesses” — Ack yours “ihn ens pin tas ane mash wee th cso “Do'the pte sugetrocerringSindspot What ations sre nese 0 prevent hese mistakes om ecaring again tbe fre” + “Sole feedback trom those with Insight about you" — Aske sour colleagues to etaluate our potential leo arenes: wih gad You ta your empanyo its marke. ‘crucial Areas ‘The mest commen Windspots occur in “eas in whic leaders lok awareness of thei ‘weaesses Inver lsat leader's particular bei oes ot mate ety Most ndpot that ait adel iat one of four eatgories 1: Sel? ~ In the res of "Your own beliefs and beh you alto understand ‘bj fle! then round you, For example «CED psp sec tothe ae empowering senior exetives, but makes ll important decease 2 "Team" —Whea you evaluat th epaiites and motires of your tan” you dont sccutey ace memben! stegihe and wesinewee, Ths ie often the ‘underying problem whos leaders contend hatte team ae unconing athe ‘ihest posible ee, wie in elt; many members are perning thei be oot. {:"Company” - Your opinion sbout “the capsilies and cure of your ganization” is Gave. For instance, 2 frm’ leaders might believe i oetses ‘whokheartedly on eustamer when, infact, most managers are proraing ‘aterm pli: | Maeket” Leader fice with this Mindepot cant judge “the tad ae competitive threats [he industry” rab or coneie future barges: This ‘lncspot monte chen ender sense tnt an aesnnation = core business ‘irene rer asthe maieplace hi, Origins of Bindspots ‘Thetain oo causes ofblindspots ae + “Experience gaps” — 1 may be had t understand mates outie of our eapeneace, |. “Information overload” — Most folks can deal rationally with only Hitedskallfiel at justifying their Smounts of data. To compensate for being overwhelmed, they may oversimpliy ‘minting and bein ~ {he elements ofa complex problem br heeding onto the information right it ‘oie ptf beta ‘font of tem They may ~ ceberatey or at = tall tbe aware of aellany Aovit about heir trea and dangers tteatnestes ad he + "Emotional bias” somone wo = enovonal ives ina epee esl, ‘reas hey fae.” ‘might san the face” to take that outcome tote Hey. Lents ate 38 ‘Sasepbleto this isnaspa bane ce. + "Cognitive disronnnce” —This ithe state of hlding to views tat coi. (Onen, cogstve disonmnce develops in regard to selfimase, For exemple [eaders ray fel compelled to jsf or Fatale unatea aeons ina eo to convince themsafre that he bokated proper + “alisaligned incentives” ~ Dunia te 19705, the Ford Pinte vas America’ ‘ertaling subcompact The Ford Slotor Conpany pressed is engocers fo ‘ee the costo he ears dein abd production Far sider ne he 3b {ok was dangerous and mbes to explosion Executive gnored the pote “Blindspots are worthy because, as one Ford leader said, "Safety doesn't sell.” The results were fete cre the ‘Shree semen ous Prd sa dopa ae aes ‘them unviling to anticipate the consequences oftheir actions: more than 1.3 cantceaioh Adie ‘illness to Fort opus sn there Pm Binder tegen |. “rarer eetortions”~ leer ore ap the lat, hy este fee pres ‘gees tered aad rete spect” norman Tas gnats pice Anup lad mates ied rth eds tonsa clone + sOvereonfenee"~ Mot people who eat neni esto are hi ecu making occ af reper, en har otal ahs So bree han erage Tas Como Sapte ba Geom at ‘des ave toe trace eepteal conta endente CConroling Your Bindspate ‘retire tsi oles yor aaron ofr pote “aastiee 1 See for yourself ~ mad your anion to your estamer and mets” ‘Aapktadmerou |” Tak ike our ewtomes Vo our toe ttre ih len and one theo igen teers, Ine cstomers totam megs anita om thr pa Met Canpler cate scustealy wih yout highest gue hw ty von he spe) Cony Fania youre Row eet nantes ote att ‘and tt bse operations Be nec var 2. "Seek out that which dscnfems wat you believe” ~ act as «devs ‘Meee td queen yar ov dc ar ob-epee cere foe ow your cologne sce you ara leader, Feemaly aver your Wan teense. Contt sip entre by tang to enpoes “ne ee ‘wr your tum seer, Sk them oo te aed change te ay per ad Wa eer aie do ou have” Aig ded al ees “thintisen toronto pce“ threats Secon ew tal ets. Fett peat dy "Develop peripheral vision” ~ Meet one or one with ou team meer ting atom our eae tered the ign at dt wt hy aly ak Need fexooraruconsctoncs bao cn 2 innate mwa pol st, ak robing gusting 0 aera erm l'on can Mak sue yor eam members eevee cea Sno ndchen ‘Sue st ou pla pote, Fos a open to ete ovr hat bn re = GEL (aniyeroe, 4. “Bull network of trased advisers” Gather people count aon former ne cE0) “ue en sateg new ently poll roams and our impcton Jur ersnnon sedwestone Fy conser ts opie ses a "angemen prin our aso goup. eck ade bore mang dion aden Woond ade at aes we 5 Promote productive tam fights” ~ To erat thei es eer, feo he aan nt pusene ends neal an frm 2 vee 2 trons son cen, ene om edad tm ele whe cane and oft frat prmctnes epee tn pion, Fees ou en on eb ee . ‘clon een mars oentge ot en eel es he showin ene itamean pret en ate al ea oben ndesand at eee ftarwecre boat fotoretbe meting hv Once so ahs Sin, onl suport ol banca Re Soaltean seater Tneabet boreal ecvaina ‘Secing Clery Internally nn sternaly Tolacd letra cn fncton ats Know wich lest pl a ‘ubiew ehe oaneaons cy Tene etree that vanced ‘Sp eae rxpen rm eames telco dee 2 ‘eyelet en About the Author ‘Managment consultant Robert Bruce Shave specializes in adeship perfomance, His boss incud Trust in he Balance, Dacntnaous Change and Organisational Arcee OFinanes on | oo as # Fonte a owe “Y Bay ebook Comment on this summary More on this topic By the same author = easing pit but suey Soe et give machine mone on yur ea tie ps on stassesent we YOU = ‘ine your bn Cr AREAS ea).“~ EINE EINES EEE ‘thie summary is very useful and eye opener to engaging oF Ses Sone trove tmpees bye or ce gt Simcoe” fuga] So rmeanngilconceps neracies Morey eter = _ = oD = a a = SM f inv = wa" Ramee meter ON tcame ronan ne