The Well-Balanced Leader

The Well-Balanced Leader

In his new book, The Well-balance Leader, Professor Ron Roberts delineates how to gain a degree of individual and organizational mastery of the 9 behaviors of Egolibrium.

Stand Out

Stand Out

The Egolibrium Organizational Assessment will give you a baseline to understand where you are behaviorally in order to achieve your highest leadership goals and objectives

Egolibrium Organizational Training

Egolibrium Organizational Training

Begin your journey towards limitless leadership success with this high-energy, interactive, experiential cutting-edge training program utilizing many original new games, exercises and activities to promote sustainable improvement

Different Perspective

Different Perspective

Learn to constantly balance the 9 Simple Behaviors of Outstanding Leadership to give you the new, detached, objective perspective necessary for superior leadership

  • The Well-Balanced Leader
  • Stand Out
  • Egolibrium Organizational Training
  • Different Perspective

The Well-Balanced Leader Book

Every leader falls somewhere between each of the 9 behavioral pairs. By using the Egolibrium Method (including games, thought exercises and action steps) found in “The Well Balanced Leader”, you’ll learn how to move and change your behavior in one direction or the other to find just the right balance to meet the specific needs and demands of your job, your business relationships and to have success under any circumstances. The result is not only greater job satisfaction for people at all levels, but greater productivity - and huge changes in your leadership effectiveness, regardless of the organization’s field, product, or service.

Egolibrium Organizational Training

The Egolibrium Organizational Training Program is a high-energy, interactive, experiential cutting edge training program based on the nine behavior pairs spelled out in “The Well Balanced Leader” as well as each individual’s Egolibrium Assessment. This training is multifaceted in its outcomes: enhancing leadership, increasing communication, building greater teamwork, improving interpersonal skills, reducing unresolved conflict, and improving performance. As enough staff commit to change and reach the tipping point, the entire culture can become open to change and “Other Centric” transformation.

Egolibrium Assessment

The Egolibrium Organizational Assessment can be used by any employee at any level organizationally and give you a snapshot of where you are at on the 9 behavior pairs and creates a baseline so you can start to improve communication, teamwork, leadership, risk taking, motivation, conflict resolution, strategic planning, processes, and even change the culture. The results: an empowered staff and greater overall organizational alignment. Whether taken via paper and pencil or online, the multipage graph and results will help individuals and teams balance task and process more effectively.

9 Simple Behaviors of Outstanding Leadership

  • Non-judgmental / Judgmental
    Are you secure enough within yourself and so self confident that you have no need to judge others? Can you hold back on blaming, criticizing and evaluating others in a negative light even when they deserve it? Can you view situations objectively and dispassionately, not based on your preconceived notions, prejudices and judgments?
  • Non-defensive / Defensive
    Do you know yourself and have a strong sense of internal well being that you have little or no need to defend or protect yourself or your self interest? Are you open to what others have to say about you whether the comments are critical or positive in nature without feeling like you must respond and don’t need to try to defend yourself? Can you accept situations as they really are to the best of your ability even if you don’t agree with or like what is being said or done?
  • Relinquishing Control / Controlling
    Can you relinquish control of results when necessary based on what is best for the moment rather than what is best just for yourself? Can you trust other people and believe that they can do the job without your intervening? Can you defer gratification, letting the process unfold and find comfort in being a team player?
  • Openness to learning / Know it all
    Realizing that no one really knows it all is the beginning of wisdom. Can you trust others and be open to learning from others’ advice and ideas? Learning from your own mistakes and embracing failure is one step closer to success. Can you share valuable knowledge with others because you are not concerned about the implications that holding back?
  • Doing the right thing / Doing whatever you want
    Doing the right thing, honesty and integrity will have a natural long term effect of creating collaboration between the individual workers and colleagues. Do you seeking maximum alignment between yourself and the world around you in as many situations as possible? Being honest and truthful with yourself is the foundation for being truthful with others. Can you openly admit mistakes, flaws, inadequacies, faults, failures, shortcomings especially when it helps to harmonize a situation?
  • Patience / Impatience
    Do you remain poised when under pressure? Can you maintain a broader detached perspective on your work and personal situations, and accept situations where the timing is not the same as you expected? Can you listen with an open mind and calm reserve to those with differing viewpoints? Can you wait patiently and delay gratification for certain periods of time for the good of the larger audience or the big picture?
  • Letting go / Holding on
    Can you let go of an identity that is based purely on outer image such as power, job, education, skill? Can you let go of unresolved emotions that influence your thinking, relationships and productivity? Do you forgive co-workers who have hurt you? Having a sense of identity that is based on unchanging inner values and relationships and not clinging to outward signs of stability including people, power and money. Compassionately showing kindness to and being considerate of the needs of others empathetically such as being philanthropic and generous.
  • Acceptance / Resistance
    Can you accept the moment as it unfolds openly and to go with the flow no matter what happens (good or bad) regardless of what the outward reality is? Surrendering to peace, joy, stillness, and inner quiet allows you to be in sync with people and your surroundings. Living a humble life style where you give more than you receive, just being known as an ordinary person.
  • Other-centric / Egocentric
    Can you put the needs of others before your own and delay your own gratification for the common good? Can you go out of your way to and get joy from helping your coworkers, subordinates, superiors? Performing any number of random acts of kindness whenever possible with a selfless, service oriented attitude.

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Listen Now:

egolibrium: the ability to toggle between egocentric and “other-centric” attitudes, values, and behaviors for organizational success

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 in 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), 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 readers nine basic human behavior pairs to bring themselves and their own egos into balance. Think of the nine behavior pairs (e.g., judgmental vs. accepting, defensive vs. non-defensive) as if they were 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.

Goals and Objectives of the Egolibrium Method:

  • Gain an in-depth understanding of the 9 core behaviors.
  • Build leadership skills based on employees strengths and high scoring behaviors.
  • Learn how to compensate for areas that need improvement.
  • Master methods for managing difficult coworkers.
  • Develop the ability to bring unity and alignment to teams and organizations.