The Well Balanced Leader


Interactive Learning Techniques to Help You Master the 9 Simple Behaviors of Outstanding Leadership

Publisher: McGraw Hill 2011

Author: Professor Ronal Roberts


If managers push for task and performance at the expense of human relationships, they get things done, but often at catastrophic long-term costs. If managers make too many concessions to keep people happy, they don’t get enough done. Managers at both extremes often pay a high price: low moral, lack of motivation, interpersonal conflict, team dysfunction, and organizational discord. And don't forget the long term effects on personal health -- strokes and heart attacks for the task-oriented (the term Type A was coined by a doctor who treated executives who’d had heart-attacks), and on the other extreme--ulcers and emotional suffering for the people-pleasers.

The answer is Egolibrium. Performance and people -- or task and process -- are joined at the hip. Mediocre leaders think they can separate them -- great leaders instinctively balance them. Egolibrium gives leaders and their staff nine basic human behavior pairs to bring themselves, their teams, and their own egos into balance. Think of the nine behavior pairs (e.g., judgmental vs. accepting, defensive vs. non-defensive) as like scales. When you get weighed at the doctor’s office, you don’t have to pull and tug on the scale with all your might -- you lightly slide the small weights on the top of the scale the most minuscule distance, and the law of leverage compensates for the weight of your body. Egolibrium works the same way: Move any one scale just a little bit and it affects the entire consciousness. The following example drives home the point!

Two brothers owned a very successful sports entertainment company. Tom, the President, ran things. He strategized, set goals, and made his staff achieve them -- or else: “YOU’RE FIRED!” His brother Chuck was a real people person. Almost everyone went to Chuck with their problems. The company was highly profitable until Chuck had to take a medical leave: his health problems were stress-related, his doctor said. Things at the company deteriorated almost immediately. Without Chuck to smooth things over, some people who reported to Tom simply quit. Frustration spread to the rest of the company. Quality and customer service declined, morale went down, and so did revenues and profits as many long time customers just stopped coming back.

Readers use a self-assessment questionnaire to see where they need to make adjustments, then use the book’s activities, action steps, games, and thought exercises for each behavior-pair.  The result for readers is Egolibrium -- leaders who instinctively balance their own goals with others’ needs.

Table of Contents:

  • Introduction: The Leadership Balancing Act
  • Chapter 1: Egolibrium: Who’s in Charge Here, Anyway?
  • Chapter 2: Non-judgmental vs. Judgmental
  • Chapter 3: Non-defensive vs. Defensive
  • Chapter 4: Relinquishing Control vs. Controlling
  • Chapter 5: Openness to Learning vs. Know-it-all
  • Chapter 6: Doing the Right Thing vs. Doing What You Want
  • Chapter 7: Patience vs. Impatience
  • Chapter 8: Letting go vs. Clinging
  • Chapter 9: Acceptance vs. Resistance
  • Chapter 10: Other-centric vs. Ego-centric
Price: $28.00
Weight: 2 lb
Dimensions: 12 in × 9 in × 1 in
SKU: 9780071772440