What do you think?
Rate this book
Ego Free Leadership: Ending the Unconscious Habits that Hijack Your Business
2017 Silver Nautilus Winner
2018 Indie Book Award Finalist
Take your ego out of the equation, and watch your company thrive!
''I've got a solution,'' Encore's CFO tells Brandon, ''but it's unorthodox.'' It's 2005 and Brandon Black has just been promoted to CEO of Encore Capital, a company struggling to navigate an increasingly difficult business environment. Faced with a rapidly declining stock price and low workplace morale, Brandon knows he needs change—and fast. Following his CFO's advice, he and his executive team start working with Learning as Leadership (LaL) and its president, Shayne Hughes. Through their partnership, Encore's executive team learns to root out the unproductive ego habits that undermine collaboration and performance.
As they instill these more effective behaviors throughout the organization, Encore begins to solve problems collectively, prioritize resources without infighting, and focus on the initiatives with the greatest strategic value. When the financial crisis of 2008-09 forces 90 percent of its competitors out of business, Encore thrives, with its profits increasing by 300 percent and its stock price by 1200 percent. Told from two lively first-person perspectives, Ego Free Leadership brings readers along for Encore's incredible success story. They'll see a CEO overcome his unconscious resistance to modeling the change he wants in his team and discover a time-tested roadmap for eliminating the destructive effects of the ego in teams and organizations.
2018 Indie Book Award Finalist
Take your ego out of the equation, and watch your company thrive!
''I've got a solution,'' Encore's CFO tells Brandon, ''but it's unorthodox.'' It's 2005 and Brandon Black has just been promoted to CEO of Encore Capital, a company struggling to navigate an increasingly difficult business environment. Faced with a rapidly declining stock price and low workplace morale, Brandon knows he needs change—and fast. Following his CFO's advice, he and his executive team start working with Learning as Leadership (LaL) and its president, Shayne Hughes. Through their partnership, Encore's executive team learns to root out the unproductive ego habits that undermine collaboration and performance.
As they instill these more effective behaviors throughout the organization, Encore begins to solve problems collectively, prioritize resources without infighting, and focus on the initiatives with the greatest strategic value. When the financial crisis of 2008-09 forces 90 percent of its competitors out of business, Encore thrives, with its profits increasing by 300 percent and its stock price by 1200 percent. Told from two lively first-person perspectives, Ego Free Leadership brings readers along for Encore's incredible success story. They'll see a CEO overcome his unconscious resistance to modeling the change he wants in his team and discover a time-tested roadmap for eliminating the destructive effects of the ego in teams and organizations.
272 pages, Hardcover
Published March 14, 2017
166 people are currently reading
1251 people want to read
About the author
Brandon Black
2 books12 followersBrandon Black retired as the chief executive officer and director of Encore Capital Group in 2013. During his nine years as president and chief executive officer, the Company built significant cost and operational advantages, expanded into new asset classes, and made acquisitions that established Encore as the industry’s leading debt management and recovery solutions provider. In 2011, Encore started the Consumer Credit Research Institute, a groundbreaking effort to develop new knowledge about low- and moderate-income consumers using state-of-the-art research and fieldwork techniques. In addition, in 2013, the Great Places to Work Institute ranked Encore’s subsidiary in Gurgaon, India as the 14th best organization in the entire country.
Brandon earned an MBA from the University of Richmond and a bachelor’s of business administration degree from The College of William and Mary.
He is currently the president of the board for the Country Montessori School and the chairman of the board for Santa Fe Christian Schools. He also serves as a CASA (Court Appointed Special Advocate) for a foster youth.
Brandon earned an MBA from the University of Richmond and a bachelor’s of business administration degree from The College of William and Mary.
He is currently the president of the board for the Country Montessori School and the chairman of the board for Santa Fe Christian Schools. He also serves as a CASA (Court Appointed Special Advocate) for a foster youth.
Ratings & Reviews
Friends & Following
Create a free account to discover what your friends think of this book!
Community Reviews
Displaying 1 - 30 of 75 reviews
September 5, 2017
I don't normally select business books from Netgalley, but this book caught my eye and the title resonated with me for a number of reasons. As a fairly new director in a small charity (not-for-profit), I couldn't understand why there was such a huge sense of privilege and ego within the organisation, especially when the organisation was set up to serve people who are marginalised and in need of support.
Through reading this book I have come to understand how the self-worth and ego of individual leaders can influence the ethos and working environment of an organisation, and ultimately affect performance levels and productivity. I also thought that this book would help me look at my own leadership and help me to develop my own self awareness and understand the context in which I am working. And it did. This is an excellent book for anybody who wants to develop a sense of self awareness in the business place and who wants to find ways of developing constructive communication and clarity of purpose in their work.
One of the things that I believe that I should do as a leader, is to lead by example. I think the stories in this book and the case studies showing different situations and how they were addressed, are a phenomenal example of how we can improve the way we work and our work place environment by leading through example.
I think for me this book is also about how we can empower ourselves and empower others to address the challenges of the 21st century workplace. The book shows that it is profitable for business leaders to become more self-aware in the workplace because they then set the example and the context for others. This then builds up trust in the workplace, strengthens team relationships and also encourages creativity and collaboration. I think this is vital for businesses, charities and other organisations because it encourages innovation.
I particularly liked the section which illustrates the benefits of 'making others good' and the parts of the book that recognise that there is often more than one way of seeing things and that a certain situation can have more than one interpretation. The book illustrated this principle with a helpful diagram which I think cleverly and clearly illustrated the point in a helpful way.
The book engages with the many different challenges of leadership and the need to lead people effectively, honestly and in a way that enables human flourishing. The book doesn't underplay the complexity of the issues and shows that there are no easy answers to these questions but the one thing that we do need to model is an enquiring and learning disposition. We need to be willing to be open to new ideas and find ways of listening even when we feel uncomfortable and this is a challenge.
The need for active listening and reflection was also emphasised but not in an obvious way. The case studies show how vital it is to listen without being defensive and also how valuable constructive mentoring and peer to peer support can be.
Another key point of learning is the need for our workplaces to be places of safety. They should be places where people feel that they can make constructive criticism and suggestions and how such a workplace can help leaders overcome our blindspots because we don't know everything and we don't see everything.
There were just so many points of learning for me which I have gained from reading this book and it is a source of real wisdom and something that I can turn to for practical guidance.
I think this is a valuable book and it was also very engaging and easy to read. It is written in such a way that you feel as if you're actually participating in the dialogue and in this way the book actually becomes a very valid and very valuable conversation partner. It is a must read for anyone who wants to improve their leadership, both in the workplace and in the home.
Copy Provided by Greenleaf Book Group Press via Netgalley in exchange for an unbiased review.
Through reading this book I have come to understand how the self-worth and ego of individual leaders can influence the ethos and working environment of an organisation, and ultimately affect performance levels and productivity. I also thought that this book would help me look at my own leadership and help me to develop my own self awareness and understand the context in which I am working. And it did. This is an excellent book for anybody who wants to develop a sense of self awareness in the business place and who wants to find ways of developing constructive communication and clarity of purpose in their work.
One of the things that I believe that I should do as a leader, is to lead by example. I think the stories in this book and the case studies showing different situations and how they were addressed, are a phenomenal example of how we can improve the way we work and our work place environment by leading through example.
I think for me this book is also about how we can empower ourselves and empower others to address the challenges of the 21st century workplace. The book shows that it is profitable for business leaders to become more self-aware in the workplace because they then set the example and the context for others. This then builds up trust in the workplace, strengthens team relationships and also encourages creativity and collaboration. I think this is vital for businesses, charities and other organisations because it encourages innovation.
I particularly liked the section which illustrates the benefits of 'making others good' and the parts of the book that recognise that there is often more than one way of seeing things and that a certain situation can have more than one interpretation. The book illustrated this principle with a helpful diagram which I think cleverly and clearly illustrated the point in a helpful way.
The book engages with the many different challenges of leadership and the need to lead people effectively, honestly and in a way that enables human flourishing. The book doesn't underplay the complexity of the issues and shows that there are no easy answers to these questions but the one thing that we do need to model is an enquiring and learning disposition. We need to be willing to be open to new ideas and find ways of listening even when we feel uncomfortable and this is a challenge.
The need for active listening and reflection was also emphasised but not in an obvious way. The case studies show how vital it is to listen without being defensive and also how valuable constructive mentoring and peer to peer support can be.
Another key point of learning is the need for our workplaces to be places of safety. They should be places where people feel that they can make constructive criticism and suggestions and how such a workplace can help leaders overcome our blindspots because we don't know everything and we don't see everything.
There were just so many points of learning for me which I have gained from reading this book and it is a source of real wisdom and something that I can turn to for practical guidance.
I think this is a valuable book and it was also very engaging and easy to read. It is written in such a way that you feel as if you're actually participating in the dialogue and in this way the book actually becomes a very valid and very valuable conversation partner. It is a must read for anyone who wants to improve their leadership, both in the workplace and in the home.
Copy Provided by Greenleaf Book Group Press via Netgalley in exchange for an unbiased review.
June 10, 2017
There is just one problem with this book. The very people who need most to read and heed it are least likely ever to pick it up. Ego Free Leadership does an outstanding job of telling the story of how a business in an industry with an unsavory reputation become a place where employees were inspired to do their jobs and loved to come into the office. It started at the top, with a CEO who was willing to confront his personal limitations and change. And just as the brown stuff flows downhill, so does the good stuff that came out of this personal transformation. The narrative is simple and compelling, weaving the CEO’s viewpoint and that of his coach along with two members of the company’s executive team. This isn’t like other business books, either full of corporate-speak and bluster or some gimmick that promises instant and easy success. Instead, this is about one person who became the change he wished to see in the world. Kudos to the authors. It’s better than a good read. It’s a great read. Full disclosure: I know about this book because I was paid to read a portion of it and write two articles for the authors a while back. But they did not pay me for the time it took me to complete this book and write this review. That was on my own time and I’m delighted I did it. This book even fearlessly tackles politics. Again, not your typical business book at all but desperately needed and extremely enlightening in a very practical way.
May 16, 2017
*Received a digital copy for an honest review*
Blaming, avoiding, over-controlling, assuming ill intent – in the workplace, our egos wear many masks to cover our need to be right or our fear of failure. Unsurprisingly, behaviors based on stress and anxiety often lead to politics and power struggles across the ranks and create the exact opposite of what employees want to come to work to: a culture that’s supportive, transparent, authentic collaborative, and trusting.
In their book Ego Free Leadership, Brandon Black (former CEO of Encore Capital) and Shayne Hughes (president of Learning as Leadership) tell the story of their 9-year-long collaboration which completely transformed the corporate culture at Encore Capital, and consequently turned it into a highly profitable public company when many competitors in the North American debt collection industry had a tough time maneuvering through the years 2008 – 2013.
However, don’t be fooled into thinking that this book is just another picture-perfect story of the American dream. It’s not, and that’s largely because Brandon Black is surprisingly upfront about the many personal ego struggles and challenges he had to overcome to create a workplace that continuously motivates people and instills a sense of pride in what they are doing. Add to that Shayne’s analyses of key dysfunctional behaviors displayed by Encore Capital’s executive team (argumentative or defensive much?), and you begin to understand that controlling our egos is key to resolving any interpersonal conflict we experience at work or at home.
Be warned though: If you are looking for a bite-size and easy-to-digest version of the latest Top 10 Do’s and Don’ts of Great Leadership, you will be disappointed. Ego Free Leadership’s 200 pages are not a quick read for most people, and you might not want to immerse yourself in someone else’s highly subjective and emotional decade-long journey when all you’re after is concise, to-the-point advice on the go.
However, I believe that the detailed telling (and analysis) of Encore Capital’s story is exactly what gives the book its value: If you want to fix a systemic issue such as poor corporate culture in your organization, you need to understand the whole picture. Looking only at fragments of it or applying someone’s generic Top 10 suggestions won’t cut it. So, no key points summary here. Instead, feel encouraged to read the book yourself – whatever lessons are applicable to your workplace, you’ll learn.
Blaming, avoiding, over-controlling, assuming ill intent – in the workplace, our egos wear many masks to cover our need to be right or our fear of failure. Unsurprisingly, behaviors based on stress and anxiety often lead to politics and power struggles across the ranks and create the exact opposite of what employees want to come to work to: a culture that’s supportive, transparent, authentic collaborative, and trusting.
In their book Ego Free Leadership, Brandon Black (former CEO of Encore Capital) and Shayne Hughes (president of Learning as Leadership) tell the story of their 9-year-long collaboration which completely transformed the corporate culture at Encore Capital, and consequently turned it into a highly profitable public company when many competitors in the North American debt collection industry had a tough time maneuvering through the years 2008 – 2013.
However, don’t be fooled into thinking that this book is just another picture-perfect story of the American dream. It’s not, and that’s largely because Brandon Black is surprisingly upfront about the many personal ego struggles and challenges he had to overcome to create a workplace that continuously motivates people and instills a sense of pride in what they are doing. Add to that Shayne’s analyses of key dysfunctional behaviors displayed by Encore Capital’s executive team (argumentative or defensive much?), and you begin to understand that controlling our egos is key to resolving any interpersonal conflict we experience at work or at home.
Be warned though: If you are looking for a bite-size and easy-to-digest version of the latest Top 10 Do’s and Don’ts of Great Leadership, you will be disappointed. Ego Free Leadership’s 200 pages are not a quick read for most people, and you might not want to immerse yourself in someone else’s highly subjective and emotional decade-long journey when all you’re after is concise, to-the-point advice on the go.
However, I believe that the detailed telling (and analysis) of Encore Capital’s story is exactly what gives the book its value: If you want to fix a systemic issue such as poor corporate culture in your organization, you need to understand the whole picture. Looking only at fragments of it or applying someone’s generic Top 10 suggestions won’t cut it. So, no key points summary here. Instead, feel encouraged to read the book yourself – whatever lessons are applicable to your workplace, you’ll learn.
August 22, 2022
First gut reaction review:
This is a moving American business story about how to find your "why" in order to make yourself new customers.
The book revolves around a case study of Encore Capital (a company which acquires and collects consumer debt) and outlines how new CEO Brandon Black learns through addressing his ego issues to fire employees with compassion and empathy, ensuring when offshoring their jobs they don't hold it against the company and come to work with guns.
Brandon later expands this learning and realizes that the new offshore collection employees can have greater success collecting unpaid debt from his former employees who fell behind while unemployed by using compassion and empathy as a more effective collection strategy than threats.
Truly a win/win.
We learn that when we set aside our egos, we are far more likely to approach issues from a learning perspective by addressing the "pinches" where perceived threats trigger fight/flight responses.
We also learn that regular good folks just like us work in jobs that happen to, say, put the entire planet in peril. These are not evil people, nor even an evil system. It's just our childhood baggage that prevents us from having the important conversations that can potentially slow down the environmental devastation by minimizing things like oil spills.
Second gut reaction review:
If you have been in an upper level management gig regardless of the size and scope of the company, this book will unfortunately resonate.
When setting aside our egos, we are far more likely to approach issues from a learning perspective by addressing the "pinches" where perceived threats trigger fight/flight responses.
From the book:
For our ego, the sensation of being right is like electricity to a lightbulb. It fuels us with energy and vigor. We sit straighter, our voice sharpens, and our language hardens. We face an issue or a conflict, and we see the answer clearly. With this certainty comes a feeling of power and righteousness, as captivating as a drug rush. This is the way it is. Being right sweeps us so automatically into an aggressive mental stance that any collateral damage seems just a necessary evil.
The book suggests:
-Notice the moments in your life when you experience a pinch. It might be an event or something someone says or does.
-Instead of reacting, search for what is triggered in you. What is that visceral discomfort you’re trying to numb or you’re blaming others for? How is your sense of self-worth threatened?
-Look outward and consider what vulnerabilities other might be feeling behind the veneer of strength or indifference. Empathize with how they feel in danger.
-Take the risk of disclosing how you feel vulnerable. Share your ego threat, not your mind chatter. Model a context of safety.
You'll learn at that point if you are truly working for a toxic company when you are terminated from your job.
If not, you are off to a good start to be a better person and a better employee.
This is a moving American business story about how to find your "why" in order to make yourself new customers.
The book revolves around a case study of Encore Capital (a company which acquires and collects consumer debt) and outlines how new CEO Brandon Black learns through addressing his ego issues to fire employees with compassion and empathy, ensuring when offshoring their jobs they don't hold it against the company and come to work with guns.
Brandon later expands this learning and realizes that the new offshore collection employees can have greater success collecting unpaid debt from his former employees who fell behind while unemployed by using compassion and empathy as a more effective collection strategy than threats.
Truly a win/win.
We learn that when we set aside our egos, we are far more likely to approach issues from a learning perspective by addressing the "pinches" where perceived threats trigger fight/flight responses.
We also learn that regular good folks just like us work in jobs that happen to, say, put the entire planet in peril. These are not evil people, nor even an evil system. It's just our childhood baggage that prevents us from having the important conversations that can potentially slow down the environmental devastation by minimizing things like oil spills.
Second gut reaction review:
If you have been in an upper level management gig regardless of the size and scope of the company, this book will unfortunately resonate.
When setting aside our egos, we are far more likely to approach issues from a learning perspective by addressing the "pinches" where perceived threats trigger fight/flight responses.
From the book:
For our ego, the sensation of being right is like electricity to a lightbulb. It fuels us with energy and vigor. We sit straighter, our voice sharpens, and our language hardens. We face an issue or a conflict, and we see the answer clearly. With this certainty comes a feeling of power and righteousness, as captivating as a drug rush. This is the way it is. Being right sweeps us so automatically into an aggressive mental stance that any collateral damage seems just a necessary evil.
The book suggests:
-Notice the moments in your life when you experience a pinch. It might be an event or something someone says or does.
-Instead of reacting, search for what is triggered in you. What is that visceral discomfort you’re trying to numb or you’re blaming others for? How is your sense of self-worth threatened?
-Look outward and consider what vulnerabilities other might be feeling behind the veneer of strength or indifference. Empathize with how they feel in danger.
-Take the risk of disclosing how you feel vulnerable. Share your ego threat, not your mind chatter. Model a context of safety.
You'll learn at that point if you are truly working for a toxic company when you are terminated from your job.
If not, you are off to a good start to be a better person and a better employee.
May 27, 2018
This book was a reading requirement for a leadership training at work - I didn’t choose to read it. It took me 7 months to get through it, dreading opening it every time I knew I had to finish it. The general concepts presented around leadership self awareness were quite helpful; however, the fundamental pieces of their framework were lost in all of the unnecessary details and self-promotion of the authors’ experience. Every chapter came across as a big “ta-da” / showing off how they seemed to overcome it all. Definitions of and methodology for the leadership practices were convoluted and not intuitive. I am hoping the actual training will be fruitful - the book was painful to get through and inactionable.
January 14, 2021
A sincere growth story with many relatable anecdotes and experiences. While it offers little new per se it delivers a core message of putting your ego in check and the team and purpose before the urge to be right or to be seen as great.
It is a rather American perspective on it and some today would hardly find building an international unit such a daunting or strange task. Many of us would not be surprised to find that an Indian workforce can be smart, educated and capable. But it is well intended and you need to cut him some slack.
Equally I found it refreshing to have a perspective from an industry that is not considered cool or particularly fun. Seeing how they managed to find a calling as a company in debt collection, is ... well, refreshing.
It is a rather American perspective on it and some today would hardly find building an international unit such a daunting or strange task. Many of us would not be surprised to find that an Indian workforce can be smart, educated and capable. But it is well intended and you need to cut him some slack.
Equally I found it refreshing to have a perspective from an industry that is not considered cool or particularly fun. Seeing how they managed to find a calling as a company in debt collection, is ... well, refreshing.
October 1, 2023
This book caught me off guard. I wasn't prepared for it's format and at first wasn't very comfortable with the narrative. Mostly because it's deferment. However, the various stories and chapters were powerful, meaningful, and relevant to the day to day activities in my life. Whether with clients, agents in the office, the public in my service roles or as a leader in several organizations. The lessons arrived at the perfect time for several critical events and challenges.
I will look up L.A.L. to see what I can learn from them. There are so many people who count on my ability to be a leader and an example I feel obligated to grow where I can. I don't want to be the limiting factor in a situation that could affect many lives.
I will look up L.A.L. to see what I can learn from them. There are so many people who count on my ability to be a leader and an example I feel obligated to grow where I can. I don't want to be the limiting factor in a situation that could affect many lives.
February 28, 2021
4.5 starts for a really good book. It felt really relevant to my ego-related challenges and the examples matched various job environments I have been in the past. A lot of meaningful actionable advice too.
November 18, 2021
Must-read just after Non Violent Communication.
December 28, 2021
"In leadership, if you look around and think everyone else is the problem, it means you’re the problem." "The upside business value of decreasing ego within an organization is not incremental, but exponential. It’s the difference between 300 percent growth and bankruptcy."
Not sure if Encore is the best example of a "Ego free organization", but this book was definitely refreshingly different. When starting from the criticism first then the book is written in almost a leadership fable format (those who have read Lencioni's books will know what I mean) and the journey towards ego free leadership sounded a bit too simple and straightforward to be believable, I think there were also other forces in play with Encore Capital Group transoformation which were not sufficiently represented here (or there are still issues creeping underneath that are not admitted in this book). At times the book also felt like a testimonial and praise to Learning as Leadership consultancy company.
Now on the positive side, If you disconnect the story from the valuable insights it becomes a very powerful book. I have recently read also other books on the topic of ego (i.e. Ego is the Enemy by Ryan Holiday), it is complex multi-faceted topic and it's difficult to extract practical situational intelligence and understanding about cause&effect dynamics - this book seems to have done it. I could relate to many of the situations described in the book and believe that ego clashes and inability to look at the bigger picture or do what is best for the organization as a whole due to ego are among the biggest issues for maximizing effectiveness and employee engagement in an organization. Solving those issues also involve changing the underlying organizational culture which takes years of strong commitment from senior management and all related parties. Eventually it's a matter of balance as without conflict of interests there is no progress and complacency takes over, such companies will not strive with changing market conditions.
- Our ego drives behaviors that causes dysfunctional work environments. If we can rid ourselves of these behaviors we can create better performing teams and happier employees.
- When we’re absorbed by our self-worth we miss opportunities to grow and learn, and we keep people down instead of lifting them up.
- The key to avoid these behaviors is to learn to recognize when your ego driver gets triggered and try to identify what kind of threat to your self-worth it signifies.
- Self-awareness is the highest act of leadership
"Every time we react to an email, or vent about that other department, or judge silently in our mind, we perpetuate a context of egosystem behaviors. Every time we castigate people on the other side of an issue, we help ensure the gridlock continues."
"When leaders are defensive, territorial, artificially polite, competitive, or abrasive, it tends to trigger similarly dysfunctional behaviors in their colleagues. It doesn’t matter what poster you put up on the wall. Dominant organizational dysfunction will not decrease until individual leaders identify and overcome their personal egosystem reactions."
"Widespread conflict avoidance, peppered with a few leaders who are abrasive • Us vs. Them dynamics (silos and turf wars, especially in matrix organizations) • Leaders being defensive and guarded about developmental needs (fear of being judged) • Employees being reactive, tactical, and overwhelmed by too much work. Each of these cultural derailers is triggered by self-worth fears.
"Our rational mind knows that we should talk about our difficulties, ask a question if we don’t understand, or deliver that difficult message. But more primal emotions of fear and vulnerability prevail. Not acknowledging our difficulties, however, cuts us off from help or mentoring, increasing the likelihood that we’ll underperform. Trying to appear competent actually causes us to learn and grow more slowly and, over time, become less competent."
"I saw in a personal and palpable sense how my need to be liked and admired was so strong that I made other people feel the pain I most wanted to avoid. I rejected before being rejected; I judged others when I felt judged. I often went to the point of blaming others for failures I couldn’t acknowledge. It was a moment of great sadness for me."
"Sarcasm carries overtones of judgment because it often masks, through mockery, conflict avoidance."
"The level of transparency of the most senior leader in any organization directly influences how safe it is for others to open up."
“When we leave a job,” Shayne said, “or sever a relationship, we think we’re escaping unwanted circumstances or people. But our internal challenge in that situation just keeps repeating itself. You will leave jobs again and again, with similar consequences, until you face this difficulty differently.”
"The feeling of being indispensable and uber-competent while others struggle is candy-heroin for our egosystem."
"We glorify tales of individuals making a superhuman effort, not of teams methodically building the foundation for tomorrow’s success."
"If you want the politics and turf wars in your organization to stop, it starts with you. Working on yourself is the highest act of leadership."
Not sure if Encore is the best example of a "Ego free organization", but this book was definitely refreshingly different. When starting from the criticism first then the book is written in almost a leadership fable format (those who have read Lencioni's books will know what I mean) and the journey towards ego free leadership sounded a bit too simple and straightforward to be believable, I think there were also other forces in play with Encore Capital Group transoformation which were not sufficiently represented here (or there are still issues creeping underneath that are not admitted in this book). At times the book also felt like a testimonial and praise to Learning as Leadership consultancy company.
Now on the positive side, If you disconnect the story from the valuable insights it becomes a very powerful book. I have recently read also other books on the topic of ego (i.e. Ego is the Enemy by Ryan Holiday), it is complex multi-faceted topic and it's difficult to extract practical situational intelligence and understanding about cause&effect dynamics - this book seems to have done it. I could relate to many of the situations described in the book and believe that ego clashes and inability to look at the bigger picture or do what is best for the organization as a whole due to ego are among the biggest issues for maximizing effectiveness and employee engagement in an organization. Solving those issues also involve changing the underlying organizational culture which takes years of strong commitment from senior management and all related parties. Eventually it's a matter of balance as without conflict of interests there is no progress and complacency takes over, such companies will not strive with changing market conditions.
- Our ego drives behaviors that causes dysfunctional work environments. If we can rid ourselves of these behaviors we can create better performing teams and happier employees.
- When we’re absorbed by our self-worth we miss opportunities to grow and learn, and we keep people down instead of lifting them up.
- The key to avoid these behaviors is to learn to recognize when your ego driver gets triggered and try to identify what kind of threat to your self-worth it signifies.
- Self-awareness is the highest act of leadership
"Every time we react to an email, or vent about that other department, or judge silently in our mind, we perpetuate a context of egosystem behaviors. Every time we castigate people on the other side of an issue, we help ensure the gridlock continues."
"When leaders are defensive, territorial, artificially polite, competitive, or abrasive, it tends to trigger similarly dysfunctional behaviors in their colleagues. It doesn’t matter what poster you put up on the wall. Dominant organizational dysfunction will not decrease until individual leaders identify and overcome their personal egosystem reactions."
"Widespread conflict avoidance, peppered with a few leaders who are abrasive • Us vs. Them dynamics (silos and turf wars, especially in matrix organizations) • Leaders being defensive and guarded about developmental needs (fear of being judged) • Employees being reactive, tactical, and overwhelmed by too much work. Each of these cultural derailers is triggered by self-worth fears.
"Our rational mind knows that we should talk about our difficulties, ask a question if we don’t understand, or deliver that difficult message. But more primal emotions of fear and vulnerability prevail. Not acknowledging our difficulties, however, cuts us off from help or mentoring, increasing the likelihood that we’ll underperform. Trying to appear competent actually causes us to learn and grow more slowly and, over time, become less competent."
"I saw in a personal and palpable sense how my need to be liked and admired was so strong that I made other people feel the pain I most wanted to avoid. I rejected before being rejected; I judged others when I felt judged. I often went to the point of blaming others for failures I couldn’t acknowledge. It was a moment of great sadness for me."
"Sarcasm carries overtones of judgment because it often masks, through mockery, conflict avoidance."
"The level of transparency of the most senior leader in any organization directly influences how safe it is for others to open up."
“When we leave a job,” Shayne said, “or sever a relationship, we think we’re escaping unwanted circumstances or people. But our internal challenge in that situation just keeps repeating itself. You will leave jobs again and again, with similar consequences, until you face this difficulty differently.”
"The feeling of being indispensable and uber-competent while others struggle is candy-heroin for our egosystem."
"We glorify tales of individuals making a superhuman effort, not of teams methodically building the foundation for tomorrow’s success."
"If you want the politics and turf wars in your organization to stop, it starts with you. Working on yourself is the highest act of leadership."
November 19, 2023
Topic: Leadership, Personal Growth
Amazon Rating: 4.7/5
goodreads Rating: 4.1/5
Nick’s Rating: 4.5/5
Who should (or when to) read this: If you’re feeling like no one else is invested enough or people are working against you. If you're worried about others around you or under you outshining you.
Nick’s Major takeaway(s): If you think you are smarter than everyone else around you or people won’t stop infighting and follow your lead, time to look at yourself first.
Notable Quotes: “…we unknowingly invite other people to react in ways that confirm our assumptions about them, and then use those reactions to justify our initial assumptions and behaviors.” – Brandon Black & Shayne Hughes
"The level of transparency of the most senior leader in any organization directly influences how safe it is for others to open up."
"If you want the politics and turf wars in your organization to stop, it starts with you. Working on yourself is the highest act of leadership."
"The upside business value of decreasing ego within an organization is not incremental, but exponential. It’s the difference between 300 percent growth and bankruptcy."
"Every time we react to an email, or vent about that other department, or judge silently in our mind, we perpetuate a context of egosystem behaviors. Every time we castigate people on the other side of an issue, we help ensure the gridlock continues."
If you are interested in more suggestions about personal development, growth and leadership; follow me at https://www.linkedin.com/in/growthshe... to see content on “level up literature” #lul
Amazon Rating: 4.7/5
goodreads Rating: 4.1/5
Nick’s Rating: 4.5/5
Who should (or when to) read this: If you’re feeling like no one else is invested enough or people are working against you. If you're worried about others around you or under you outshining you.
Nick’s Major takeaway(s): If you think you are smarter than everyone else around you or people won’t stop infighting and follow your lead, time to look at yourself first.
Notable Quotes: “…we unknowingly invite other people to react in ways that confirm our assumptions about them, and then use those reactions to justify our initial assumptions and behaviors.” – Brandon Black & Shayne Hughes
"The level of transparency of the most senior leader in any organization directly influences how safe it is for others to open up."
"If you want the politics and turf wars in your organization to stop, it starts with you. Working on yourself is the highest act of leadership."
"The upside business value of decreasing ego within an organization is not incremental, but exponential. It’s the difference between 300 percent growth and bankruptcy."
"Every time we react to an email, or vent about that other department, or judge silently in our mind, we perpetuate a context of egosystem behaviors. Every time we castigate people on the other side of an issue, we help ensure the gridlock continues."
If you are interested in more suggestions about personal development, growth and leadership; follow me at https://www.linkedin.com/in/growthshe... to see content on “level up literature” #lul
July 16, 2019
A very honest and inspiring read
The lessons in this book resonates with me and I can’t help to draw connections to the similar concepts in Marshall Rosenberg’s Non Violent Communication. I like how the book tells about the different situations and the struggles from both the perspective of the CEO and the coach. The story feels very authentic and honest.
Key takeaways
- Our ego drives behaviors that causes dysfunctional work environments. If we can rid ourselves of these behaviors we can create better performing teams and happier employees.
- When we’re absorbed by our self-worth we miss opportunities to grow and learn, and we keep people down instead of lifting them up.
- The key to avoid these behaviors is to learn to recognize when your ego driver gets triggered and try to identify what kind of threat to your self-worth it signifies.
- Self-awareness is the highest act of leadership
The lessons in this book resonates with me and I can’t help to draw connections to the similar concepts in Marshall Rosenberg’s Non Violent Communication. I like how the book tells about the different situations and the struggles from both the perspective of the CEO and the coach. The story feels very authentic and honest.
Key takeaways
- Our ego drives behaviors that causes dysfunctional work environments. If we can rid ourselves of these behaviors we can create better performing teams and happier employees.
- When we’re absorbed by our self-worth we miss opportunities to grow and learn, and we keep people down instead of lifting them up.
- The key to avoid these behaviors is to learn to recognize when your ego driver gets triggered and try to identify what kind of threat to your self-worth it signifies.
- Self-awareness is the highest act of leadership
August 26, 2021
Este libro lo recomendé en nuestro primer episodio de @booksandtea_mexico un espacio para compartir libros que nos ayudan a crecer personal y profesionalmente, sin duda #egofreeleadership de Brandon Black y Shayne Hughes, forma parte de esta lista.
¿Sueles huir del conflicto?
¿Culpas a otros?
¿Eres perfeccionista?
¿Te enojas o constantemente estás a la defensiva?
¿Eres indeciso?
¿Procrastinas?
¿No pides ayuda?
😓😓uff si lideras un equipo seguramente alguna vez en algún momento puedes identificarte con alguna de las preguntas.
¡Los líderes tenemos que iniciar por nosotros mismos! Por nuestra persona. Si algo no está funcionando en tu equipo de trabajo, la recomendación de este libro, es iniciar por ver qué está mal en nosotros. Este es el punto de partida para un buen estilo de liderazgo.
¿Sueles huir del conflicto?
¿Culpas a otros?
¿Eres perfeccionista?
¿Te enojas o constantemente estás a la defensiva?
¿Eres indeciso?
¿Procrastinas?
¿No pides ayuda?
😓😓uff si lideras un equipo seguramente alguna vez en algún momento puedes identificarte con alguna de las preguntas.
¡Los líderes tenemos que iniciar por nosotros mismos! Por nuestra persona. Si algo no está funcionando en tu equipo de trabajo, la recomendación de este libro, es iniciar por ver qué está mal en nosotros. Este es el punto de partida para un buen estilo de liderazgo.
August 6, 2023
Some convicting thoughts:
Ego can be explained as a constant preoccupation with your self worth.
Avoiding and not telling the truth is not because we want the best for people, rather an ego issue of what we want people to think about us.
Offering security to those you work with will illuminate the ego factor.
Address issues openly and without judgment.
Being right is like a surge of electricity to a lightbulb. We like it so much that any collateral damage is worth it.
Instead of defending, decide to learn more.
Working on your ego is the highest act of leadership.
When we make others good, we build a momentum of trust and inspiration.
Think about contributing more than winning.
Ego can be explained as a constant preoccupation with your self worth.
Avoiding and not telling the truth is not because we want the best for people, rather an ego issue of what we want people to think about us.
Offering security to those you work with will illuminate the ego factor.
Address issues openly and without judgment.
Being right is like a surge of electricity to a lightbulb. We like it so much that any collateral damage is worth it.
Instead of defending, decide to learn more.
Working on your ego is the highest act of leadership.
When we make others good, we build a momentum of trust and inspiration.
Think about contributing more than winning.
November 23, 2020
I think this book covers many great examples of struggles that we have with our egos. Each chapter starts with a story and concludes with a recap and some reflections for Brandon on his journey as CEO.
I gave this a five star rating because I could relate 100% to Chapter 7 about Amy and the stories, biases and perceptions that were contributing to Amy's internal glass ceiling. This chapter alone is worth pure gold.
If you identify of female gender working period you should read this chapter or at least audio book it. Covid 2020 and being a working mom will only make the internal glass ceiling thicker.
If you are male and in a position of power/influence you should read it as well.
I gave this a five star rating because I could relate 100% to Chapter 7 about Amy and the stories, biases and perceptions that were contributing to Amy's internal glass ceiling. This chapter alone is worth pure gold.
If you identify of female gender working period you should read this chapter or at least audio book it. Covid 2020 and being a working mom will only make the internal glass ceiling thicker.
If you are male and in a position of power/influence you should read it as well.
February 7, 2022
I enjoyed this a lot! For a corporate self help book that isn’t a best seller, it’s actually a lot better than many other business books that have gotten a lot of hype.
There’s a lot of great nuggets to glean here - breaking down the us v. Them mentality, the unexpected benefits that come with being vulnerable and honest, and my favorite, making people good instead of bad.
Brandon’s story was charming and a great case study in what a workforce that cares about its people and customers can achieve.
I did find the parts where Shayne is explaining the dynamics behind what was happening to drag a bit hence the docked star, but overall a very worthwhile read.
There’s a lot of great nuggets to glean here - breaking down the us v. Them mentality, the unexpected benefits that come with being vulnerable and honest, and my favorite, making people good instead of bad.
Brandon’s story was charming and a great case study in what a workforce that cares about its people and customers can achieve.
I did find the parts where Shayne is explaining the dynamics behind what was happening to drag a bit hence the docked star, but overall a very worthwhile read.
October 31, 2022
This is a book about the CEO of Endurance, going through the journey of become gone and bringing the company from a desperate state into a blooming state. And what happened inside the inner world of the key personnel, especially the CEO Brandon Black and the coach Shayne Hughes.
While there are many real life examples of how ego-system creates friction and problems- the key message of the book are the five core aspects of constructive communications: being vulnerable, empathetic, direct, exploratory, and caring.
High recommended especially for those who would like to explore leadership position in complex organisations.
While there are many real life examples of how ego-system creates friction and problems- the key message of the book are the five core aspects of constructive communications: being vulnerable, empathetic, direct, exploratory, and caring.
High recommended especially for those who would like to explore leadership position in complex organisations.
This entire review has been hidden because of spoilers.
February 20, 2024
I don't normally rate business type books 5 stars but this one really resonated with me. I felt that both Brandon Black and Shayne Hughes did a really good job of telling the story as we were able to get perspectives from both of them. I also felt like they weren't preaching but instead thru examples show us, the reader how ego's truly get in the way of leading (and in my opinion, it could be leading a company or leading anything). And as another reviewer noted, there is just one problem with this book and that is the very people who need most to read and heed it are least likely ever to pick it up (my boss, SVP, hell even the commish could benefit from this book big time!)
July 29, 2022
Best book I've read all year. It shows how doing the selfless action can be very difficult. It doesn't just say, 'don't be an asshole' but gets into the nitty gritty of workplace and group politics and how to create a culture that can move past these obstacles and function on what actually matters in organizations: solving the issues at hand.
I wish this could become required reading in management training classes.
I've recommended this book to my previous professors who study/teach human and organizational development.
I wish this could become required reading in management training classes.
I've recommended this book to my previous professors who study/teach human and organizational development.
February 9, 2023
Very powerful book! I cannot recommend this any stronger, this is the best business book I have read in 5 years. Cannot imagine how difficult it must be for Shayne Hughes to watch the dysfunction of our recent State-of-the-Union address, such wasted opportunity for this country. We could be so much better if the members of congress read and understood the lessons in this book. I have a long way to go to have the type of success outlined in this work but I now know what a pinch is and that is a good start.
January 10, 2023
Good book with some valuable insights to more effective and healthy organization and leadership.
Best thing: that would involve revealing the content and thus be a spoiler. Rest assured, the insights are helpful. Good format with two alternating speakers, the teacher of the method, and the CEO of a large firm implementing the method.
Worst thing, I read the unabridged version which included a lot of content that felt like filler and ended up being longer than it needed to be.
Best thing: that would involve revealing the content and thus be a spoiler. Rest assured, the insights are helpful. Good format with two alternating speakers, the teacher of the method, and the CEO of a large firm implementing the method.
Worst thing, I read the unabridged version which included a lot of content that felt like filler and ended up being longer than it needed to be.
May 9, 2024
I found the story more interesting than endearing, "toxic executive culture at a publicly traded debt collection company learns to lead", but to me it was only so interesting. I learned few things and 2/3 of this book is fluffy story that doesn't add knowledge, insight, or much entertainment. I did like the alternating fashion between Brandon and Shayne, although often redundant. I'd have preferred to read this as a 30-50 page case study.
January 29, 2018
How our ego unconsciously negatively affects our perception and actions. How to find when our ego got hurt and step back to understand why to react consciously instead of in defense. How to get more personal connection and understanding through sharing own vulnerabilities.
Well illustrated on thoughts, feelings and decisions made by CEO of financial corporation and comments from his coach.
Well illustrated on thoughts, feelings and decisions made by CEO of financial corporation and comments from his coach.
March 5, 2018
Loved this book! I learned how dropping the ego shield allows us to connect better with everyone around us and allows them to connect much better with us. It also helped me understand the impact of ego on how we behave, how we operate in a team and what addressing ego does to self-development, growth, being a better self and an evolved leader.
November 21, 2018
Another book I wasn’t so sure about before I started reading it. Again, another not just for leaders. Our ego has a way of getting in front of what we truly want, to have healthy organizations and healthy selves. With work and practice we can recognize when our ego is being pinched, changing how we react in our businesses and to our people. A must read.
February 7, 2019
Just an OK book.
Easy read, very light and conversational. There were a few great bits but generally it felt too long for the ideas covered. I like and agree with many concepts, such as watching and studying for ego driven behaviour and being authentic, yet this is not the book I would gift to friends or colleagues.
Easy read, very light and conversational. There were a few great bits but generally it felt too long for the ideas covered. I like and agree with many concepts, such as watching and studying for ego driven behaviour and being authentic, yet this is not the book I would gift to friends or colleagues.
March 3, 2019
If you have to take one thing out of this book then it will be “observing the pitch and not reacting to it”.
Everyone has some fears (of being misjudged, being fired, not capable, etc) and ego (to be always right, etc) based on their beliefs (not facts), which makes them to react when something unexpected happens in daily life. Instead of reacting, we should observe that pitch, show empathy, and work along.
Everyone has some fears (of being misjudged, being fired, not capable, etc) and ego (to be always right, etc) based on their beliefs (not facts), which makes them to react when something unexpected happens in daily life. Instead of reacting, we should observe that pitch, show empathy, and work along.
February 7, 2023
This book does a great job of describing the impact our egos have on our daily lives and in-the-moment decisions. I appreciate the candor it took to provide ALL of the details necessary to be impactful. That being said, the occasional swear word and homage to wokeness coupled with a very slow start impacted the overall readability negatively.
June 18, 2023
This book opened my eyes to how my ego is limiting my capability and prospects. Although I don't lead a team, I lead my life. It made me question my past and how it has shaped me into a person who is afraid of taking chances and afraid of being wrong. The journey towards bettering myself will take a long time, but I am committed. Thanks for this book!
March 9, 2017
While there are many positive messages in this book, it often descends into a great deal of “touchy-feely” scenarios that can put you off. From the time of the formation of the first large social structures with a decision hierarchy, there have been conflicts in both the horizontal and vertical directions. Then being humans, there will antagonism, hurt feelings and overall emotional unhappiness.
These problems can be solved by being more in tune, but generally only partially. It is often the case that being more sensitive to someone’s feelings simply encourages them to be even more sensitive rather than the desired opposite of being a more effective worker. Therefore, it is also necessary for people to learn that a real or simply perceived slight is not automatically a cause for concern. Often the worker stewing on a slight is what causes the real loss of productivity.
This book is largely a combined autobiography of the principals with an emphasis on personal feelings, behaviors and actions considered incorrect, (none of which are sexual in nature or at the level of serious name-calling), eventually leading to their story of the success of their company, Encore Capital. The company acquires the debt of people in financial difficulties and attempts to work out solutions.
Despite the many good qualities of the stories, the main problem I have with the book is that it butts up against a fundamental reality. It is impossible to be an effective leader in high level positions without possessing a great deal of ego. Self-confidence is a necessity for people to be able to make decisions and risk failure. One constant of successful people is that they were willing to take the risk of failure and often did so before finally being successful. To take the position of “Ego Free Leadership” is untenable. Furthermore, without some internal conflict, organizations become complacent and are defeated in the marketplace.
These problems can be solved by being more in tune, but generally only partially. It is often the case that being more sensitive to someone’s feelings simply encourages them to be even more sensitive rather than the desired opposite of being a more effective worker. Therefore, it is also necessary for people to learn that a real or simply perceived slight is not automatically a cause for concern. Often the worker stewing on a slight is what causes the real loss of productivity.
This book is largely a combined autobiography of the principals with an emphasis on personal feelings, behaviors and actions considered incorrect, (none of which are sexual in nature or at the level of serious name-calling), eventually leading to their story of the success of their company, Encore Capital. The company acquires the debt of people in financial difficulties and attempts to work out solutions.
Despite the many good qualities of the stories, the main problem I have with the book is that it butts up against a fundamental reality. It is impossible to be an effective leader in high level positions without possessing a great deal of ego. Self-confidence is a necessity for people to be able to make decisions and risk failure. One constant of successful people is that they were willing to take the risk of failure and often did so before finally being successful. To take the position of “Ego Free Leadership” is untenable. Furthermore, without some internal conflict, organizations become complacent and are defeated in the marketplace.
Displaying 1 - 30 of 75 reviews