David Marcum and Steven Smith: Egonomics, Simon & Schuster 2007

A brilliant and thought-provoking book on the costs of the ego and the benefits of managing the ego better. Based on solid research and inspiring mini case studies, this lucidly written book gives a powerful articulation of and arguments for humility, understood as a dynamic, progress and growth creating concept. The book is full of excellent crystallizations and that fruitfully challenge us. It calls for immediate application, and makes an excellent case for the hardness of the soft dimension from the point of leadership and in the business context.

"As authors, we can tell you from experience and our research that ego-driven behaviors rarely feel extreme at any one moment in time." (p. 3)

"...our weaknesses feel almost the same to us as our strenghts. While the difference isn't discernible to us, it is clear to others." (p. 12)

"When ego works against us, these four early warning signs indicate we're losing value: 1) being comparative, 2) being defensive, 3) showcase brilliance, and 4) seeking acceptance." (p. 16)

"Humility is the first principle of egonomics because of its unique ability to open minds." (p. 27)

"In the normal course of life, even the smallest details create bias that makes us less objective without any awareness on our part" (p. 40)

"Constantly looking over our shoulder at what others are doing takes our eyes off what's ahead of us." p. 45)

"In time, we become more insensitive to our mistakes and develop a natural inclination to 'fight back'. Unfortunately, we fall back on that inclination not only when faced with outright challenge or accusation, but when someone is trying to help us." (p. 58)

"83 percent of people we surveyed wish their organizations had more humility." p. 101)

"Without sacrificing our personalty, duality allows 'opposing' traits to coexist. That's why we need duality: it fress us from a one-sided development of our strengths." (p. 118)

"In other words, humility makes intensity constructive, not destructive." (p. 137)

"Intensity in a discussion or debate can cause us to do one of two things: 1) turn against their ideas, or 2) turn toward people and open kinds to their ideas inpursuit of progress." (p. 157)