Index

4 Ps (picture, purpose, plan, and part), 133, 134, 137–138

A

ACCEL: The Skills That Make a Winning Manager model, 3–5

Bring Out the Best in Others (step 7) and, 110

Build a Career, Leave a Legacy (step 10) and, 143–144

Define and Model Excellence (step 3) and, 51–52

Hire for Fit and Onboard for Success (step 4) and, 66–67

Know Your Business (step 1) and, 23–24

Manage Change and Transition (step 9) and, 137–138

Plan, Measure, and Adjust (step 8) and, 125

Reinforce and Reward the Nonnegotiables (step 6) and, 94–95

Use Pull Versus Push Motivation (step 5) and, 78

Work Well With Others (step 2) and, 41

accountability

as ACCEL model skill, 3–5

Build a Career, Leave a Legacy (step 10) and, 143

Define and Model Excellence (step 3) and, 51

as extrinsically driven behavior, 76

Hire for Fit and Onboard for Success (step 4) and, 66–67

Know Your Business (step 1) and, 22

Plan, Measure, and Adjust (step 8) and, 125

See also Reinforce and Reward the Nonnegotiables (step 6)

agility

change and, 123–125, 134–137

defined, 135

anxiety, avoiding of, 147

B

behavioral expectations

clarifying of, 9–16

common expectations for managers, 13–15

questions to determine expectations, 10–13

ways to measure, 90–91

behavioral interviewing, 58, 61

Black & Decker (B&D), 108–109

Bridges, William, 128

Bridges Transition Model, 128

ending phase, 128–129, 133

neutral zone, 129, 133–134

new beginning phase, 130, 134

typical transition behaviors, 130

Bring Out the Best in Others (step 7), 8, 97–111

ACCEL skills and, 110

creating connections, 99–101

cultivating productive irreverence, 104–107

enlivening minds, 102–104

reinforcing collaboration, 107–110

“Your Turn” ideas, 110–111

Build a Career, Leave a Legacy (step 10), 8, 139–144

ACCEL skills and, 143–144

being “what you seek,” 141–142

leaving things in better shape, 142–143

visualizing your legacy, 140–141

“Your Turn” ideas, 144

C

caring, demonstrating of, 29–33

change. See Manage Change and Transition (step 9)

Chermack, Thomas, 44

collaboration

as ACCEL model skill, 3–5

Bring Out the Best in Others (step 7) and, 110

Build a Career, Leave a Legacy (step 10) and, 144

Define and Model Excellence (step 3) and, 51–52

Plan, Measure, and Adjust (step 8) and, 125

reinforcing within teams, 107–110

Use Pull Versus Push Motivation (step 5) and, 78

Work Well With Others (step 2) and, 41

communication

as ACCEL model skill, 3–5

Define and Model Excellence (step 3) and, 52

Know Your Business (step 1) and, 22

Manage Change and Transition (step 9) and, 137

of plans, 118–119

Reinforce and Reward the Nonnegotiables (step 6) and, 94–95

Work Well With Others (step 2) and, 41

conflict, productive, 98

connections, creating within teams, 99–101

consequences, accountability and, 86, 88, 90, 92

conversations

interviews and, 58

management and, 27–29

teams and, 99–100, 102–104

culture of organization, defining of, 54–56

D

daily planning habits, 115–116, 117

Define and Model Excellence (step 3), 7, 43–52

ACCEL skills and, 51–52

acting consistently with definition of excellence, 49–51

communicating vision of excellence, 48–49

defining excellence, 44–47

example of, 45–46

setting expectations for teaming, 47–48

“Your Turn” ideas, 52

dysfunction, in workplace

accountability and, 89–90

reverberation of, 38–41

E

employees, challenges faced by, 119–120

ending phase, in Bridges Transition Model, 128–129, 133

engagement

as ACCEL model skill, 3–5

Bring Out the Best in Others (step 7) and, 110

Hire for Fit and Onboard for Success (step 4) and, 67

Work Well With Others (step 2) and, 41

See also Use Pull Versus Push Motivation (step 5)

enlivening, of team members’ minds, 102–104

excellence, operational, 16–20 See also Define and Model Excellence (step 3)

expectations

accountability and, 85–86, 87

demonstrating courage to reinforce, 91–94

See also behavioral expectations

extrinsic motivations

accountability and, 82–84, 92–94

defined, 70

F

feedback, measuring of behavioral expectations and, 91

fit, of new hires See Hire for Fit and Onboard for Success (step 4)

focus (direction of the work), team agility and, 136, 137

fun, importance of having, 145–147

G

Gandhi, Mahatma, 141

good intentions, as accountability pitfall, 84

“gottas” See Reinforce and Reward the Nonnegotiables (step 6)

“grand-slam home run”

goals and accountability and, 88

operational excellence and, 16–20

group interviews, 57

H

habits, planning and, 115–117

helpfulness, importance of, 148

Hire for Fit and Onboard for Success (step 4), 7, 53–67

ACCEL skills and, 66–67

defining job, culture, and team fit criteria, 54–56

interviewing deeply and well, 56–63

onboarding well, 63–66

“Your Turn” ideas, 67

human resources departments, staying involved with, 57–58

I

immaturity, not tolerating, 100

inconsistency, and confusion of definitions of excellence, 49–51

interviewing skills, 56–63

assessing responses to questions during, 61–62

example questions for, 59–60

hire for fit tips for, 62–63

recommendations for, 57–59

intrinsic motivator, defined, 70

irreverence, productive, 104

idea generator for, 107

strategies for cultivating of, 104–107

J

job description, defining of, 54–56

job embeddedness, 64–65

tips for onboarding and, 66

jobs, why people leave, 139–140

K

Know Your Business (step 1), 7, 9–23

ACCEL skills and, 23–24

clarifying behavior expectations, 9–16

defining operational excellence, 16–20

measuring managerial effectiveness, 20–22

“Your Turn” ideas, 23

L

leadership, management and, 2–3

legacy, when leaving job, 8, 139–144

ACCEL skills and, 110

being “what you seek,” 141–142

leaving workplace in good order, 142–143

visualizing of, 140–141

“Your Turn” ideas, 144

listening and assessing

as ACCEL model skill, 3–5

Bring Out the Best in Others (step 7) and, 110

Hire for Fit and Onboard for Success (step 4) and, 60, 67

Know Your Business (step 1) and, 22–23

Manage Change and Transition (step 9) and, 137–138

Plan, Measure, and Adjust (step 8) and, 125

Reinforce and Reward the Nonnegotiables (step 6) and, 95

Use Pull Versus Push Motivation (step 5) and, 78

Work Well With Others (step 2) and, 41

M

Manage Change and Transition (step 9), 8, 127–138

ACCEL skills and, 137–138

agility defined, 135

change defined, 128

helping others to transition, 132–134

improving departmental agility, 134–137

learning how people transition, 128–131

managing own ability to transition, 131–132

transition defined, 127–128

“Your Turn” ideas, 138

management

barriers to, 1–2

as customer service job, 147–148

leadership and, 2–3

measuring effectiveness of, 20–22

as people-driven job, 1

personality characteristics of effective managers, 145–148

as social act, 27–29, 99

Managing Transitions: Making the Most of Change (Bridges), 128

marathon effect, of transition, 131

MBWA (manage by wandering around), demonstration of caring and, 33

measurement practices, planning and, 122–123

mental garbage, as accountability pitfall, 82

micromanagement, avoiding of, 121, 123

motivation, distinguishing between intrinsic and extrinsic motivation, 70–74, 79 See also Reinforce and Reward the Nonnegotiables (step 6) See also Use Pull Versus Push Motivation (step 5)

N

neutral zone, in Bridges Transition Model, 129, 133–134

new beginning phase, in Bridges Transition Model, 130, 134

nonnegotiables. See Reinforce and Reward the Nonnegotiables (step 6)

O

observation, measuring of behavioral expectations and, 90

onboarding, 63–66

operational excellence, defining of, 16–20

optimism, demonstrating of, 147

“ownership” of task, as intrinsically-driven behavior, 72–73

P

partnership, 34–38

performance (efficiency of the work), team agility and, 136, 137

perseverance, planning and, 123–125

Plan, Measure, and Adjust (step 8), 8, 113–126

ACCEL skills and, 125

acting with perseverance and agility, 123–125

building habit of planning, 115–117

encouraging team to plan, 119–122

monitoring progress, 122–123

sharing plans, 118–119

“Your Turn” ideas, 125

positive and negative consequences, distinguished, 92

prodIRs, 105–106

productive conflict, within teams, 98

productive irreverence, cultivating of, 104

idea generator for, 107

strategies for, 104–107

pull motivation See Use Pull Versus Push Motivation (step 5)

push motivation See Reinforce and Reward the Nonnegotiables (step 6)

Q

quantitative measures, of behavioral expectations, 91

R

Reinforce and Reward the Nonnegotiables (step 6), 7–8, 81–95

ACCEL skills and, 94–95

accountability and, 81–82

demonstrating courage to reinforce expectations, 91–94

determining “gottas,” 85–89

ensuring that team members know where they stand, 89–91

recognizing accountability’s pitfalls, 82–84

“Your Turn” ideas, 95

relaxation, importance to job, 147

resources (speed of outputs), team agility and, 136, 137

S

sandbox theory, of managerial success or failure, 40

Scenario Planning in Organizations: How to Create, Use, and Assess Scenarios (Chermack), 44

self-assessment, of managerial performance, 20–22

short- and long-term goals, 115–116

SMART (specific, measurable, attainable, relevant, time-bound) goal terms, avoiding of, 48

T

teams and teaming

collaboration and, 107–110

creating connections within, 99–101

encouraging of planning by, 119–122

enlivening with conversations about business, 102–104

ensuring that members know where they stand, 89–91

huddles and, 43, 75, 76, 91, 100, 115, 118, 120–122

productive irreverence and, 104–107

purpose of, 102

qualities of “great,” 97–98

setting expectations for teaming, 47–48

team fit criteria, 54–56

teaming as core job task, 88–89

to-do lists, 114

transition. See Manage Change and Transition (step 9)

U

Use Pull Versus Push Motivation (step 5), 7, 69–79

ACCEL skills and, 78

characteristics of workplace with high employee engagement, 74

creating more pull in workplace, 74–77

distinguishing between intrinsic and extrinsic motivation, 70–71

modeling engagement, 78

using right motivational tools, 72–74

“Your Turn” ideas, 79

W

weekly planning habits, 115, 117, 124

“Why People Stay: Using Job Embeddedness to Predict Voluntary Turnover” article, 65

Work Well With Others (step 2), 7, 25–42

ACCEL skills and, 41

being great partner, 34–38

building strong relationships, 33–35

dysfunction’s reverberation, 38–41

as fundamental requirement for success, 25–27

management as social act and, 27–29

showing that you care, 29–33

“Your Turn” ideas, 41

workplace relationships, building of strong, 33–35