"Arrogance is the ability to recognize you own the decision. You own the idea of what to do. I make the decision — and then when I make it, I own the responsibility, whether it works or it doesn't."
Most leadership training of the last two decades has sold leaders on a particular version of themselves: collaborative, humble, peer-level with their teams. On the surface, there's nothing wrong with that picture. The problem, according to Joseph Riggio, is what it quietly does to accountability. When leaders come to believe that decisions are collective, they also stop owning the outcomes — and that's where organizations quietly start to rot.
Riggio spent 36 years working at the sharp end of decision-making: with C-suite executives, high-net-worth investors, and special forces operators for whom bad decisions carried consequences far beyond a missed quarter. What he found, across all of those contexts, is a consistent pattern he calls ontological arrogance — not arrogance in the pejorative sense, but in the original one. The willingness to stand in your own authority, gather input from the people around you, and then own the call. Completely. His book, In Praise of the Ontology of Arrogance, makes the case that this quality — unfashionable as it has become — is precisely what distinguishes leaders worth following from those who manage by consensus and wonder why nothing moves.
The conversation ranges across the territory that shaped Riggio's thinking: his years as a practicing architect in 1980s New York, his encounter with Werner Erhard's training and the transformation he witnessed from the front of that room, his years studying NLP under Roy Frazier and training alongside John LaValle, and the eventual synthesis that became his Decision Architecture Correction Methodology. He and Nicky also dig into what good decision-making looks like at the level of national leadership — using Trump, Lombardi, and Hoover as case studies — and why the capacity to change your mind when new information arrives is a mark of strategic intelligence, not weakness.
Joseph Riggio is a master trainer in neuro-linguistic programming and the creator of the Decision Architecture Correction Methodology. Over a 36-year career, he has worked with senior executives, C-suite leaders, high-net-worth investors, and special forces personnel — wherever the quality of a decision carries serious weight. He trained under Roy Frazier, a trainer personally endorsed by NLP co-founder Richard Bandler, and later built close professional relationships with John LaValle, Bandler's longtime co-trainer. His recent book, In Praise of the Ontology of Arrogance, offers a framework for restoring genuine leadership accountability in an era of collaborative drift.
Learn more & connect:
Resources mentioned:
In Praise of the Ontology of Arrogance
Sex, Possibility, and Transformation — Marsha Martin
NLP training with Roy Frazier — referenced as formative; find via https://www.josephriggio.com
The Sterling Men's Weekend — https://www.sterlingmensweekend.com
Visit https://www.eCircleAcademy.com and book a success call with Nicky to take your practice to the next level.