INDEX
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Accountability
beginning to address, 19–21
defined, xvii
establishing, as planning benefit, 268
high performance characteristics, 32–34
lack of, in culture funnel, 17–18
lessons from winners, 13–34
as obstacle to overcome, 14–18
Personal Accountability Worksheet, 10, 275
Pledge of Accountability, 104–105, 266
purpose, 1–11
as relationship-based, xiv
SWAT team visit, 116–117, 270–271
as transcendent over borders and industries, xix–xx
we are own worst enemy, xviii–xx, 68
(See also Culture of accountability; Seven Pillars of Accountability)
Achievement, celebrating, 183–184
Action items, implementation, 269
Adam and Eve, Book of Genesis, 2
Adams, John (President), 165–166
Adaptation, arch bridge metaphor, 37
Alexander, David (Ernst & Young)
Character, 54–55
Evolving, 255
Reputation, 215
Unity, 99
American Airlines-US Airways merger, 96
American Management Association, xii
Aon Hewitt study, 182
Arch bridge as metaphor, 18–21, 36–37
Aristotle, 232
Armstrong, Lance, 62
Assessment
of Seven Pillars, 37–46
of underperforming employee, 220
Autonomous accountability
Character, 55–56
lessons from winners, 22–23
Reputation, 221–222
Urgency, 189, 191–192, 195–196
Bacon, Francis, 170
Baker, Charles, 134–135
Battle of Crecy and the longbow, 226
Behavior
and culture defined, 27
culture funnel, 16–18
pain driving, 4–5
(See also Change; Culture of accountability; specific topics)
Best customer, Identity Pyramid, 66–67
Best places to work (See specific companies)
“Bestmarking,” 251–252
Bias, Character, 70–71
Bierce, Ambrose, 35
Blind spot exposure, planning, 267
Boston Massacre, 165–166
Bowling, Jeff (The Delta Companies)
Character, 62–64
lessons from winners, 26
Unity, 94
BP Deepwater Horizon oil spill, 200
Bridge as metaphor, 18–21, 36–37
Bryant, Elizabeth (Southwest Airlines)
Character, 56
lessons from winners, 24, 28–30
Tracking, 154
Buffett, Warren, 200
Burgert, Ron, 176
Business Ethics magazine, 6
Bustin, Jordan, 18–19
Career development, 122–137, 184–185
Carlin, George, 241
Carlson, Ole, 61
CEOs and leadership teams
assessment results, 44–46
author’s work with, xi–xiv, xx, 115–117
beginning to address accountability with, 19–21
command-and-control approach, 56, 206–207, 209
consistency of efforts, 52–54
delay in underperformance confrontation, 202
delegation, 164–165, 191–192, 195–196
Edelman’s three simple questions, 253–254
effectiveness, xi–xii
four questions to learn from employees, 113–115
general approach to underperformance, 222
Heaven & Hell exercise, 7, 59, 259–260, 263–264
high-performance similarities, 32
leadership development, 132–137
letting go, 191–192
Personal Accountability Worksheet, 10, 275
planning and building trust, 21–22
SWAT team visit, 116–117, 270–271
Tracking, 155–159
trust/alignment improvement as planning benefit, 268–269
(See also Coaching; specific leaders and companies)
Change
behavior to change culture, 222
changing practices (See Evolving)
communicating, 93–94
decision-making, lessons from winners, 23–25
as difficult, 228–229, 237–238
economic hardship (See Recession)
embracing, 238–240
Tracking, 182–184
Character Pillar, 47–72
accountability insight, 71–72
assessment of, 38–39
The Container Store, 57–58
Delta Companies, 62–64
Ernst & Young, 54–55
Heaven & Hell exercise, 7, 59, 259–260, 263–264
Identity Pyramid, 59–61, 65–67
Learning, 118
Nucor, 52
profits and people, 63–64
promises made, and trust, 67–69
Southwest Airlines, 48–52, 56–57
underperformance root causes, 69–71
Urgency, 190–191
values as key, 61
words reflect character, 54–56, 61–63
Clarity
delegation and Tracking, 164
Identity Pyramid questions, 65–66
and planning, 78–79, 89–91, 268
purpose of accountability, 7–9
Clark Builders, 181–185, 216–217
Class Clown (record, Carlin), 241
Coaching
Lean processes applied to, 249–250
Learning, 115–117
no quit and stay, 250–251
punishment vs., 157–159, 192–194
for safety, 192–196
Tracking, 157–158
(See also Training)
Collaboration, as value, 61
Command-and-control approach, 56, 206–207, 209
Commitment
acting on, Tracking, 163–165
from conflict, 79–80
to culture, 205–209
from inner circle, earning, 77–78
to Learning, 110–111
Reputation, 205–209
Unity, 77–80
(See also Heroic Event)
Commonsense approach to leading, 30–32, 175
Communicating
assessment of underperforming employee, 220
as crucial, 234–235
Edelman’s three simple questions, 253–254
iceberg conversation on underperformance, 219–220
overcommunication, 92–94
questions for underperforming employee, 220
Reputation, 219–220
root cause of underperformance, 70
seven questions on underperformance, 217–218
vision translated into inspiration and winning, 76–78, 81–83
Competitive advantage, 66, 178–179
Competitiveness, as core, 233
Confidence and clarity, 89–90
Conflict
commitment forged by, 79–80
and trust, 22
Confrontation of underperformance
cost of failure to confront, xvii–xix
defined, 215
delay in, xix, 201–202, 216–217
planning and building trust, 21–22
professional vs. personal, xix
Reputation, 215–217
Consequences as a myth, 103–105
Consistency of efforts, 52–54, 201–203
Constant process, Evolving as, 254–257
The Container Store
Character, 57–58
employee-first culture, 28, 57–58, 85–86
Evolving, 255–257
Learning, 125–127
lessons from winners, 27–30
Reputation, 86
Urgency, 178
Contracts
Pledge of Accountability, 104–105, 266
Up-Front, 90–91, 157–158, 202–203, 265
Conviction and clarity, 78–79
Core competencies, Identity Pyramid, 65–66
Cortese, Tony (Herman Miller)
Urgency, 177–178
Courtyard by Marriott, 240
The Cover-Up Artist culture crasher, 204, 208–209
Culture
defined, 27
family culture, 191
Identity Pyramid, 66
reshaping, 190–191
of teamwork, 209
C.U.L.T.U.R.E., 33 (See also Seven Pillars of Accountability)
Culture crashers, 203–204
Culture of accountability
best job culture, 211–212
commonsense approach to, 30–32, 175
employee-first culture, 28, 57–58, 85–86
of excellence and support, 119–127
high-performance similarities, 32
Learning, 119–127
lessons from winners, 13–14, 27–30
and plan implementation, 27–30
Reputation, 203–209, 211–212, 222
reshaping, 190–196
“say, stay, and strive,” 182–183
teamwork, 209
Urgency, 190–196
(See also specific companies)
Cynic’s six project phases, 214
Dalton, Steve (Sony UK), 8–9, 227–238
DDB Worldwide, 127–128
De Pree, Max, 177
Deadlines, 90 (See also Heroic Event)
Decision-making
in culture funnel, 16
decide to perform or exit, 221–222
delegation, 164–165, 191–192, 195–196
Evolving, 239
lessons from winners, 23–25
(See also Autonomous accountability; Culture of accountability)
Delegation, 164–165, 191–192, 195–196
The Delta Companies
Character, 62–64
lessons from winners, 26
Unity, 94
The Dictator culture crasher, 204, 207–208
Differentiation, as core, 233
Discipline, high-performance similarities, 32
Disengagement
cost of, 95–98
10 warning signs, 97–98
Disney, Walt, 110–111
Drivers, list of, 101
The Driving Force (Schutz), 75
Dulles, John Foster, xi
Dumas, Alexandre, 73
Eanes, Ray, 132
Ebby Halliday REALTORS, 170–177
Ebby Halliday: The First Lady of Real Estate (Halliday and Poss), 172
Economic hardship (See Recession)
Edelman, Dan (Edelman Worldwide), 253–254
Edelman Worldwide, 253–254
Edelman’s three simple questions, 253–254
Edward III, King of England, 226
Effectiveness of CEOs and leadership teams, xi–xii
Efficiencies as planning benefit, 268
Einstein, Albert, 126
Emotion
facts vs., 165–166
Up-Front Contract, 90–91, 157–158, 202–203, 265
Employees
beginning to address accountability with, 19–21
career development, 122–137, 184–185
and disappointed customers (See Character Pillar)
disengagement warning signs, 97–98
engagement, 25–27, 95–98, 182–183
as extended family, 191
four questions to learn from, 113–115
four steps to improve performance, 151–152
growth and learning, 129–130
long-term employees held to high standards, 187–188
Reputation of organization with, 201–203
retention and career development, 122–137, 184–185
sense of ownership (See Autonomous accountability)
SWAT team questions, 273
(See also Talent; specific leaders and companies)
Endurance, arch bridge metaphor, 36
Engagement, 25–27, 95–98, 182–183
Enrico, Roger, 139
Erasmus, Desiderius, 52
Ernst & Young (EY)
Character, 54–55
Evolving, 255
Tracking, 154–155
Unity, 99–101
Evolving Pillar, 225–258
accountability insight, 257–258
adults, treat people as, 234, 246–247
assessment of, 43
Battle of Crecy, 226
“bestmarking,” 251–252
change, embracing, 238–240
change as difficult, 228–229, 237–238
communication as crucial, 234–235
as constant, 254–257
The Container Store, 255–257
Edelman Worldwide, 253–254
Ernst & Young, 255
improvement, 244–249
lean coaching, 249–250
Marriott, 238–241
no quit and stay, 250–251
number of chances, 245–246
The Parthenon as planning vision, 232–234, 237
Sony UK, 227–238
Southwest, 254
stages of grief curve, 228–229
three simple questions, 253–254
turnaround objectives, 235–237
Urgency, 240–241
US Signs/US LED, 242–246
Western Graphics, 246–251
words to avoid, 241–242
Exit the organization (See Firing)
Expectations
goal achievability, 194–196
no quit and stay, 250–251
setting high, 209–211
(See also Goal setting and objectives)
Facts
emotion vs., 165–166
truth vs., 188–190
(See also Tracking Pillar)
Faith, 7 Fs for goal setting, 261, 275
Family
as culture, 191
as 7 Fs for goal setting, 261, 275
Farmer, Ron (US Signs/US LED), 22–23, 242–246
Fear as cause of underperformance, 70
Feedback, 239
Fellowship Technologies, 86–88, 101
Financial, 7 Fs for goal setting, 261, 275
Firing
author’s experience firing a partner, xvii–xx
choose to perform or exit, 221–222
long-term employees, 188
quit and stay, 250–251
in recession, 189
Reputation, 207–209, 217, 221–222
seven questions on underperformance, 217–218
(See also Hiring)
Fitness, 7 Fs for goal setting, 261, 275
Focus as planning benefit, 268
Fortune magazine, 6, 27, 84, 95, 179
Four steps to improve, 151–152
Frankl, Viktor, 7–8
Friends, 7 Fs for goal setting, 261, 275
Fulfillment
finding your sweet spot, 10–11
tracking progress, 160
Fun
The Container Store, 28, 85, 148
The Delta Companies, 63–64
Fellowship Technologies, 87
Nucor, 148
possibility thinking as, 267
7 Fs for goal setting, 261, 275
Sony UK, 236
Soul Man soft indicator, 274
Southwest Airlines, 24, 48–51, 56–57
Western Graphics, 248–249
as value, 59
Function, 7 Fs for goal setting, 261, 275
Gagarin, Yuri, 74
Getty, J. Paul, 169–170
Goal setting and objectives
achievable, 194–196
determines specific as planning benefit, 269
high performance expectations, 209–211
turnaround, 235–237
(See also Expectations; Planning)
Graham, Don, 110
Grand-Lienard, Rob & Ed (SPM), 205–209
Gray, Albert E. N., 197–198
Green, Leonard, 257
Grief, stages of, 228–229
Grothe, Mardy, 54
Harvard Business Review, 60
Heaven & Hell exercise, 7, 59, 259–260, 263–264
Hendrickson, Bob (RNDC), 120–125, 185–188
Henley, William Ernest, 6
Herman Miller
lessons from winners, 24–25, 30
Urgency, 177
Heroes, as core, 233
Heroic Event
cynic’s six project phases, 214
defined, 68
delivering on promises, 68–69
Reputation, 214–215
root cause of underperformance, 69–71
Tracking, 163–164
High-performance culture, 13–14, 32
(See also Accountability; Culture; specific topics)
Hiring
invest in talent, 85–86, 118–119, 121–128, 132–134
Unity, 87–88
(See also Firing)
Honesty as value, 53
Hook, Jeff (Fellowship Technologies), 86–88, 101
How to Be Rich (Getty), 170
Humanity as core value, 64
Humor, 82–83 (See also Fun)
Huxley, Aldous, 141
Iceberg conversation on underperformance, 219–220
Identity Pyramid, 59–61, 65–69
Improvement process, Evolving, 244–245, 248–249
Indicators (See Tracking)
Influence, EY principle of, 135
Information production, rates of, 112
Information sharing, 91–92
Integrity as value, 53–54
Interdependence, arch bridge metaphor, 36
Intuition, 126
“Invictus” (Henley), 6
Iverson, Ken, 55
J curve, 228–229
Jameson, Dennis (Trinity Valley Foods), 149–152
Jones, Jerry, 8
Kelly, Gary, 254
Keran, Tim (Western Graphics), 246–251
Key performance indicators (KPI), 149–152, 154, 274
Kimbrell, Rick (StartKleen), 211–212
King, Rollin, 28
Knowledge (See Evolving Pillar; Learning Pillar; Lessons from winners; Urgency Pillar)
Kroc, Ray, 111–112
Lacey, Brian (Clark Builders), 181–185, 195, 216–217
Lead the Way (G. Bustin), 91
Leadership teams (See CEOs and leadership teams)
Lean processes applied to coaching, 249–250
Learning Pillar, 109–139
accountability insight, 137–139
assessment of, 40
coaching and peer support, 115–117
commitment to, 110–111
The Container Store, 125–127
culture of excellence and support, 119–127
eking, 131–132
employee ownership of career, 128–130
forms of learning, 127–128
hire for character, 117–127
invest in talent, 121–128, 132–134
leadership development, 132–137
lessons from employees, 113–115
McDonald’s, 111–112
mentor seeking, 131–132
Omnicom University, 127–128
responsibility se
RNDC, 120–125
Soul Man soft indicators, 149, 274
Southwest Airlines, 119, 129–130
SWAT team visit, 116–117, 270–271
Tracking, 162
train for skill, 117–127, 132–136
Urgency, 174
Walt Disney and his animators, 110–111
Lessons from winners, 13–34
arch bridge as metaphor, 18–21
autonomous accountability, 22–23
beginning to address accountability, 19–21
commonsense approach, 30–32, 175
The Container Store, 27–30
culture and plan implementation, 27–30
culture of accountability, 13–14
decision-making and change, 23–25
The Delta Companies, 26
employee engagement, 25–27
excuses, 17–18
high-performance similarities, 32
Nucor, 30–32
organizational funnel, 15–18
planning and change, 23–25
planning to build trust, 21–22
recession impact, 32
US Signs/US LED, 22–23
Lewis, Michael, 153
Listening, assessment of underperformance, 220
Lombardi, Vince, 55
Longbow and the Battle of Crecy, 226
Love of work (See Fulfillment)
Luke, Lorraine (RNDC), 121–122, 124–125
MacDonald, Dick and Mac 111
Machiavelli, Niccolo, 228
MAKE award, 133
Mallory, George, 83
Managing for Results (Drucker), 229
Man’s Search for Meaning (Frankl), 7
Marey, Étienne-Jules, 142
Marriott
Evolving, 238–241
Reputation, 209–211
Unity, 94–95
Urgency, 179
Marriott, J.W. Jr. “Bill,” 179, 240–241
Marriott, J.W. Sr., 95, 209, 238
Maslow’s hierarchy of needs, 101
McCann, Fran (Polk Mechanical Company), 188–196
McKinsey & Company, xii
Meaning (See Fulfillment)
Mediocrity, 184–185
Merit Contractors Association of Alberta, 184–185
Metrics (See Tracking Pillar)
Micromanagement vs. Tracking, 156–157
Milham, Janis, 240–241
Minard, Charles Joseph, 142
Minnock, William F., III “Bill” (Marriott), 95, 209–211, 238–241
Mistakes, and accountability, 55
Money and profit
Character, 63–64
as driver, 101
as excuse, 17
invest in training, 85–86, 118–119, 121–128, 132–134
pay-for-performance model, 102–103
as resource in culture funnel, 15–16, 18
revenues as planning benefit, 268
team scoreboard and bonus, 160–163
Moneyball (Lewis), 153
Murchison, Clint Sr., 170, 172–173
Murchison, Virginia, 170
Napoleon’s flow map, 142–144
Napolitan, Ray (Nucor)
Learning, 129
lessons from winners, 30–32
purpose, 6–7
Neiman-Marcus, 126
Non-key indicators (NKI), 154
Nucor
Character, 52
Learning, 129
lessons from winners, 30–32
purpose, 6–7
Tracking, 147–148, 154, 160–163
Omnicom University, 127–128
Operating/strategic plan questions, 89–90
Order as planning benefit, 268
Organizational funnel, 15–18
Others, EY principle of, 135
Overcommunication, 91–94
The Oxford Book of English Verse, 6
Pain drives change, 4–5
The Parthenon as planning vision, 232–234, 237
Passion (See Fulfillment)
Paterno, Joe, 62
Pay-for-performance model, 102–103
Payton, Walter, 8
Peer support, 115–117
“Pen Pal” Southwest Airlines, 48–49, 51–52
People (See CEOs and leadership team; Employees; Talent)
PepsiCo, 139
Performance as core, 64, 209–211
(See also Accountability; Underperformance; specific topics)
Persistence, 186–188
Personal Accountability Worksheet, 10, 275
Personal meaning (See Fulfillment)
Philip VI, King of France, 226
Planning
to build trust, 21–22
and change, 23–25
culture and plan implementation, 27–30
defined, 23
to get back on track, xix, 217–218, 220, 222
lessons from winners, 21–25, 27–30
operating/strategic plan questions, 89–90
The Parthenon as planning vision, 232–234, 237
7 Fs for goal setting, 9–10, 261–262
Up-Front Contract, 90–91, 157–158, 202–203, 265
Pledge of Accountability, 104–105, 266
Polk, Ken, 188
Polk Mechanical Company, 188–196
Porsche, 75–77
Positivity, E&Y principle of, 136
Poss, Michael, 172
Possibility thinking, 267
Practices, changing (See Evolving Pillar)
Principles
of learning, at E&Y, 135–136
sustaining (See Evolving Pillar)
Priorities, Tracking, 155–156, 158–159
Process internal to organization
consistency of efforts, 52–54
in culture funnel, 16–18
delivering on promises, 67–68
Reputation, 201–203
root cause of underperformance, 69–70
Progress (See Tracking Pillar)
Project phases, cynic’s six, 214
Promises made, and trust, 67–69
Provence, France, arch bridge, 18–19
Punishment
as accountability, 2
coaching vs., 157–159, 192–194
Purpose, 1–11
Adam and Eve, 1
clarity, 7–9
finding your sweet spot, 10–11
fulfillment, 3–7, 10–11, 86–88
Heaven & Hell exercise, 7, 59, 259–260, 263–264
Nucor, 6–7
pain drives change, 4–5
personal responsibility, 2–3
7 Fs for goal setting, 9–10, 261–262
Sony UK, 8–9
Soul Man soft indicators, 149, 274
(See also Fulfillment)
Quiller-Couch, Arthur, 6
Reagan, Ronald, 167
Realtor Magazine, 171
Recession
Character, 212–214
Learning, 111
lessons from winners, 32
Reputation, 212–214
Urgency, 175–176, 178–182, 185, 189–192
Relationships, delay in confrontation, xix, 201–202, 216–217
Reputation Pillar, 199–223
accountability insight, 222–223
assessment of, 42
best job culture, 211–212
BP, 200
change behavior to change culture, 222
Clark Builders, 216–217
commitment to culture, 205–209
confronting underperformance, 215–217
Cover-Up Artist, 208–209
culture crashers, 203–204
culture of organization, 203–209, 211–212, 222
decide to perform or exit, 221–222
the Dictator, 207–208
Heroic Event, 214–215
iceberg conversation on underperformance, 219–220
inside the organization, 201–203
Marriott, 209–211
setting high performance expectations, 209–211
seven questions on underperformance, 217–218
skill or will, 218–219
Southwest Airlines, 218–219
SPM, 205–209
StartKleen, 211–212
Responsibility
arch bridge metaphor, 37
delegation and Tracking, 164
employee ownership of career, 128–130
Personal Accountability Worksheet, 10, 275
Pledge of Accountability, 104–105, 266
purpose of accountability, 2–3
seeking more, 131–132
(See also Accountability; specific topics)
Reward, 2
Rice, Jerry, 8
RNDC (Republic National Distributing Company), 120–125, 185–188
Roman bridge engineering, 36–37
Ruth, Babe, 225
Safe harbor for creativity, planning, 267
Safety priority, 192–196, 211–212, 252
“Say, stay, and strive,” 182–183
Schutz, Peter, 75–77
Scoreboard, team, 154, 160–163
Separation from company (See Firing)
Setting goals (See Goal setting)
7 Fs for goal setting, 9–10, 261–262
Seven Pillars of Accountability, 35–46
assessment, 37–46
bridge metaphor, 36–37
described, 32–34
high-performance similarities, 32
(See also Each Pillar for detailed information)
seven questions on underperformance, 217–218
seven words you can not say, 241–242
Shilling, Casey (The Container Store)
Learning, 126–127
lessons from winners, 27–30
Reputation, 213–214
Tracking, 148
Urgency, 178
Silos, breaking down, 267–268
Skills
cause of underperformance, 70
Reputation, 218–219
(See also Training)
SMART goals, 58
Smith, Emmitt, 8
Snow White and the Seven Dwarfs (film, 1935), 110–111
Soft indicators, 147–149
Soul Man soft indicators, 148–149, 274
Southwest Airlines
culture and servant’s heart, 28–29, 57
Evolving, 254
humor, 49–51
lessons from winners, 24, 28–29
Tracking, 154
Urgency, 179
Speed and Urgency, 185–186
SPM (Special Products & Manufacturing), 205–209
Sports
athletic purpose, 8
baseball, 153–154
Character, 62
StartKleen, 211–212
Strategic planning (See Planning)
SWAT team visit, 116–117, 270–273
Sweet spot, finding, 10–11
SWOT analysis, 270
Szwejczewski, Marek, 236
Talent
as crucial, 84
in culture funnel, 15–17
as excuse, 17
great results from great people, 99–101
invest in, 85–86, 118–119, 121–128, 132–134
root cause of underperformance, 70
(See also Employees; Hiring)
Teamwork as culture, 209
Temporary underperformance, 202
10 warning signs of disengagement, 97–98
Texas Monthly magazine, 157
Thoughts as a train, 196
Time, in culture funnel, 15–17
Tindell, Kip (The Container Store)
Character, 57–58
Evolving, 255–257
purpose, 27
Tracking, 144
Toffler, Alvin, 109
Top performer with lack of accountability, 202
Tracking Pillar, 141–167
accountability insight, 166–167
act on commitments, 163–165
assessment of, 40–41
baseball statistics, 153–154
change based on, 182–184
coaching vs. punishment, 157–159
communicating, 144–145, 159–160
The Container Store, 148
The Delta Companies, 153–154, 156–159
four steps for improvement, 151–152
Heroic Event, 163
importance of, 145–147
John Adams and Boston Massacre, 165–166
key performance indicators, 149–152, 154, 274
micromanagement vs., 156–157
Napoleon’s flow map, 142–144
performance and humanity, as core values, 64
Reputation, 203
soft indicators, 147–149
Soul Man soft indicators, 148–149, 274
Southwest Airlines, 154
team scoreboard and bonus, 160–163
Trinity Valley Foods, 149–152
Urgency, 182–184
(See also Facts)
Training
career development, 122–137, 184–185
initiated, 151
invest in, 85–86, 118–119, 121–128, 132–134
Tracking, 162–163
Urgency, 184–185
(See also Coaching)
Training magazine, 132
Treasure (See Money and profit)
Trinity Valley Foods, 149–152
Trust
and accountability, 2–3
commitment forged by conflict, 79–80
high-performance similarities, 32
improvement as planning benefit, 268–269
planning and building, 21–22
promises made and, 67–69
Truth
and confrontation, 215–216
facts vs., 188–190
learning from employees, 113–115
Turnaround objectives, 235–237
Underperformance
assessment of underperforming employee, 220
Character, 69–71
choose performance or exit, 221–222
coaching vs. punishment, 192–194
delay in confrontation, xxi, 201–202, 216–217
general approach to, 222
number of chances, 245–246
plan to get back on track, xix, 217–218, 220, 222
questions for underperforming employee, 220
root causes, 69–71
seven questions on, 217–218
skill or will, 218–219
(See also Accountability; Firing; specific topics)
“Unique-itus,” 117–118
Unity Pillar, 73–107
accountability insight, 105–107
assessment of, 39
change, communicating, 93–94
clarity and planning, 78–79, 89–91
commitment from conflict, 79–80
consequences as a myth, 103–105
The Container Store, 83–86, 91–92, 101
convince the skeptics, 81–83
cost of disengagement, 95–98
creating a bold vision, 74–77
Delta Companies, 94
earn commitment from inner circle, 77–78
Ernst & Young, 99–101
expectations, setting clear, 89–91, 98–101
Fellowship Technologies, 86–88, 101
information sharing, 91–92
inspiration, 83–84
invest in talent, 85–86
J. F. Kennedy and Space Race, 74–83, 107
Marriott, 94–95
motivation, 101
operating/strategic plan questions, 89–90
overcommunication, 91–94
pay-for-performance model, 102–103
Pledge of Accountability, 104–105, 266
Porsche, 75–77
purpose and fulfillment, 3–7, 10–11, 86–88
Southwest Airlines, 93, 100–101
talent as crucial, 84
Up-Front Contract, 90–91, 157–158, 202–203, 265
Up-Front Contract, 90–91, 157–158, 202–203, 265
Urgency Pillar, 169–198
accountability insight, 196–198
assessment of, 41–42
Clark Builders, 181–185
coaching vs. punishment, 192–194
communicating, 177–178, 180–182
as competitive advantage, 178–179
The Container Store, 178
creating a sense of, 152
delegation, 191–192
Ebby Halliday REALTORS, 170–177
Evolving, 240–241
facts vs. truth, 188–190
in hard times, 175–176, 178–180, 189–192
Herman Miller, 177
learning into high performance, 174
Marriott, 179
mediocrity, 184–185
Merit Contractors Association of Alberta, 184–185
persistence, 186–188
Polk Mechanical Company, 188–196
reshaping culture, 190–196
RNDC, 185–188
setting achievable goals, 194–196
Southwest Airlines, 179
speed, 185–186
thoughts as a train, 196
Tracking, 182–184
US Signs/US LED, 22–23
Values
Soul Man soft indicators, 149, 274
(See also Character Pillar; Reputation Pillar)
Vision
articulating, 60–61
creating a bold vision, 74–77
The Delta Companies, 62–64
E&Y principle of, 135–136
Soul Man soft indicators, 149, 274
Southwest Airlines, 29
translated into winning, 76–78, 81–83
(See also specific companies)
Vistage International, xii
(See also CEOs and leadership teams)
Vulcraft/Verco (See Nucor)
Walmart, 62
Walton, Sam, 62
Western Graphics, 246–251
Wilde, Oscar, 61
Will and underperformance, 70, 218–219
Winners, lessons from (See Lessons from winners)
Words
to avoid, 241–242
reflect character, 54–56, 61–63
Work flow internal to organization, 69–70
Working on the right things, planning, 268
Younker, John, 259