Chapter 22. Leadership out of the Box
“In order to see what I needed to do,” Lou said, rising from his chair, “you need to understand what the nature of my self-betrayal was.” He began to pace the length of the table. “There were many self-betrayals, I suppose, but I realized as I pondered the implications of what I learned in Arizona that I’d betrayed myself at work in one major way. And what we’ve discovered in the years since is that almost everyone at work betrays himself or herself in this same foundational way. So everything we do here is designed to help our people avoid that self-betrayal and stay out of the box. Our success in that endeavor has been the key to our success in the marketplace.”
“So what is it?” I asked.
“Well, let me ask ...