Once a month, our lead strategic consultant, Ian Mann, hosts the now legendary “Business Book Breakfasts” at The Michelangelo Hotel in Johannesburg, South Africa. It's an opportunity to gain the sharpest insights from the hottest business books... without actually having to read them!
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to email and book your seat. Refer to archives below to identify books you might have missed.
The next Business Book Breakfast is on the 4th August at the Michelangelo Hotel in Sandton. Please confirm your attendance by calling: 011-788-8903 or by emailing Seipati at:
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Books to be reviewed:
Leadership and Self-Deception, The Arbinger Institute
Leadership is about making things better. To the extent that a leader is “self-deceived” he will fail to achieve exactly what he is charged with doing.
The book explains how we are “self-deceived”, the consequences of self-deception, the harm it causes to the business and to relationships (business and personal,) and what to do about it. Self-deception is the state of believing that the problem is everyone around us, when the problem is ourselves. The consequence of our self-deception is that it destroys relationships with staff, leads to underperformance, politicking, lying and the flight of good people from the company.
This is not a new book. It is a new edition with some extras. If you missed it on round one, don’t miss it this time. If you have read it, you will benefit from reading it again. I did.
Obliquity - Why our goals are best achieved indirectly, John Kay
The success of the physical sciences has led us to believe that there is a science of decision making. If this is so, all kinds of problems in our business and financial lives, in the political and personal arena, could be managed objectively. What would then differentiate great business leaders, what would measure their financial acumen, would be their ability to arrive at the right answer faster and more reliably than other people.
The purpose of this book is twofold – one to prove that the “science of decision making” is simply untrue and to offer a more accurate description of what is true. We don’t solve problems in the way the concept of decision science implies – because we can’t! The contribution of obliquity is the insight that the answer to the question “what is the correct course of action” is not a solution, but an alternative way of thinking. |
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| Note: We charge you only the cost of the breakfast, which is now R220.00 inclusive, so invoices are raised on your confirmation of attendance. |
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| Questions or comments:
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