Own Your Armor audiobook cover - Revolutionary Change for Workplace Culture

Own Your Armor

Revolutionary Change for Workplace Culture

Michelle Brody

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Categories:
Communication SkillsCorporate CultureManagement & Leadership

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Key Takeaways from Own Your Armor

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Mind Map

Own Your Armor
Workplace Dysfunction & Communication+
The Threat/Armor Cycle+
The Solution: Owning Your Armor+
Leadership & Performance+

Quiz — Test Your Understanding

Question 1 of 10
Why do traditional strategies for fixing dysfunctional teams usually fail, according to the author?
  • A. They don't spend enough money on team-building retreats.
  • B. They focus on finding the right 'strategic levers' instead of addressing the root causes of threats and defensive armor.
  • C. They rely too heavily on the human resources department to mediate conflicts.
  • D. They assume that firing underperformers will instantly solve the issue.
Question 2 of 10
What does 'below the table' communication refer to in the workplace?
  • A. Official business plans and strategy discussions.
  • B. Confidential conversations between upper management and HR.
  • C. Anonymous feedback surveys submitted by employees.
  • D. Unspoken opinions, rivalries, judgments, and unhealthy patterns of interaction.
Question 3 of 10
What is the 'bad apple fallacy'?
  • A. The practice of blaming team dysfunction on inherently 'bad' employees rather than recognizing them as good people reacting to threats.
  • B. The belief that one toxic employee will inevitably ruin the entire company.
  • C. The idea that firing the worst performer will instantly solve team dysfunction.
  • D. The assumption that a bad manager will always produce bad employees.
Question 4 of 10
Why is it important to recognize that there are no 'good apples' in a dysfunctional team?
  • A. Because human nature dictates that everyone is inherently selfish at work.
  • B. Because even well-meaning actions and defensive responses contribute to the overall negative team dynamic.
  • C. Because everyone occasionally breaks company rules.
  • D. Because all employees are secretly plotting against management.
Question 5 of 10
What is the recommended method for breaking the 'threat/armor cycle' during a conflict?
  • A. Bringing in a neutral third-party mediator to assign blame.
  • B. Ignoring the conflict until the emotional tension dissipates.
  • C. Having the leader dictate exactly how the conflict must be resolved.
  • D. Engaging in 'mutual disarmament,' where each person takes responsibility for their own armor.
Question 6 of 10
According to the book, what is the difference between 'feedback' and 'owning'?
  • A. Feedback is given by managers; owning is done by employees.
  • B. Feedback focuses on how others' actions impact you; owning focuses on how your actions affect others.
  • C. Feedback is positive reinforcement; owning is negative criticism.
  • D. Feedback happens 'above the table'; owning happens 'below the table'.
Question 7 of 10
Which of the following is NOT one of the three steps in the process of 'owning your armor'?
  • A. Own your threats.
  • B. Own your reactions.
  • C. Own your colleagues' mistakes.
  • D. Own your impact.
Question 8 of 10
How does a leader's armor affect the rest of the team?
  • A. It has very little impact as long as the leader delegates tasks effectively.
  • B. It has an oversized impact because team members take their cues from the top.
  • C. It only impacts the team if the leader uses a 'fight' rather than 'flight' response.
  • D. It protects the team from external threats from upper management.
Question 9 of 10
The author compares resolving team issues to solving a Rubik's Cube. What does this analogy illustrate?
  • A. All sides must be involved simultaneously through 'simultaneous armor owning.'
  • B. The process is incredibly frustrating and takes years to master.
  • C. Only the smartest people in the room can figure out the solution.
  • D. There is only one exact sequence of steps that will fix the problem.
Question 10 of 10
What happens to a team when they operate in a 'low threat' environment?
  • A. They become complacent and productivity drops.
  • B. They rely entirely on 'above the table' communication and ignore personal relationships.
  • C. They shed their armor, allowing their core strengths to emerge and performance to increase.
  • D. They begin to manufacture threats to keep the workplace interesting.

Own Your Armor — Full Chapter Overview

Own Your Armor Summary & Overview

Own Your Armor (2022) offers an innovative approach to fixing dysfunctional workplace culture. It outlines the ten principles of the Own Your Armor method that teams can use to foster better communication, improve productivity, and create a healthier, more positive work environment.

Who Should Listen to Own Your Armor?

  • Leaders who want to improve their team’s dynamics
  • Employees who want to create a better workplace culture
  • Anyone who wants to learn healthier ways of solving conflicts

About the Author: Michelle Brody

Michelle Brody, PhD, is an executive coach and clinical psychologist with 25 years of experience solving conflicts in both corporate and family settings. Her specialty is helping teams tackle complicated dynamics by improving communication, resolving tension, and reaching greater levels of collaboration. She is also the author of the relationship guide Stop the Fight!

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