Index

  • Act
    • — for bad boss 159–169
    • — for employee 37–54
    • — explained xxxiii
    • — for manager 95–103
  • Agassi, Andre 177–178
  • Ali Baba 138
  • ambition 174
  • Ardern, Jacinda 135
  • Assess
    • — for boss 119–141
    • — for employee 3–18
    • — explained xxxii
    • — for manager 67–83
  • assumptions 38, 83
  • authenticity 60–61, 123, 126–128, 154
    • — feedback, getting 147, 149
    • — improving skills in 145–149
    • — leadership and 123, 126–128
    • — manifesto, living your 146, 148, 149
    • — moral licensing 126, 127
    • — reflecting on current status 147–148
    • — self-assessment, leader's 128
    • — shaping your future 147, 148
    • — values 126–127
  • authority, leader's 123, 133–135
    • — improving skills in 152–153
    • — self-assessment 134–135
  • awareness, leader's self- 123, 124–125
    • — improving skills in 145–146
    • — internal vs external 124
    • — self-assessment 125
  • behaviour(s) see also ethics
    • — bad boss 2, 3–5, 59
    • — checking your 79–80
    • — good and bad, balance of 127
    • — managing own 88–89
    • — managing subordinates' 89–92
    • — misunderstandings 24–25
    • — modelling 78
    • — nudging boss's 40–41
    • — toxic 3–4, 68, 136–137
  • blind eye, turning a 67–68
  • boss see also boss, bad; boss, four types of; leaders and leadership
    • — awareness of impact 13, 14–15
    • — employee views of 10–11
    • — four types of 12–17
    • — relationship with, improving 25–27
    • — selfish vs selfless 15
    • — style of, assessing 12–17
    • — understanding 4–5, 16–17, 44–45
  • boss, bad see also boss; boss, bad, changing own behaviour; boss, development of, if you are a bad; culture, workplace; employees dealing with a bad boss; workplace
    • — behaviours of 2, 3–5, 59
    • — toxic 3–4, 68
  • boss, bad, changing own behaviour 115–179
    • — Act with integrity 159–169
    • — Assess where you're at 119–141
    • — Reflect on growth 171–179
    • — Strategise your development 143–158
  • boss, development of, if you are a bad 115–179; see also boss, changing own behaviour; leadership indicators
    • — authenticity 123, 126–128
    • — authority 123, 133–135
    • — awareness 123, 124–125
    • — behaviour and environment 136–137
    • — best self 159, 171
    • — case studies 141, 158, 169, 179
    • — characteristics of 116
    • — closing the gap 172–179
    • — coachability 177–178
    • — connecting with team 117
    • — continuous improvement 178–179
    • — culture, leader's effect on 136–137, 176–177
    • — culture, effect on leader 175–177
    • — expectations of 121–123, 163–164
    • — failure to act, results of 176
    • — feedback, getting 147, 149
    • — future, shaping your 147, 148
    • — habits, creating good 159, 160–161
    • — habits to avoid 174–175
    • — improving skills 145–148
    • — indicators, leading/lagging 172–173
    • — integrity 159–171
    • — leadership indicators 123–140
    • — manifesto, living your 146, 149
    • — mission 123, 128–130
    • — mindset 123, 131–133
    • — pressure 121–122
    • — promise vs practice 127, 145, 147–148
    • — reflecting on current status 147–148
    • — relationships, building healthy 154–155
    • — relationship style 123, 135–137
    • — reputation 144
    • — self, authentic 154–155
    • — self-assessment 123–140
    • — self-image 127, 145, 147–148
    • — self-care 168, 175
    • — stereotypes, avoiding 162–163
    • — support, building 178
    • — support, providing 122
    • — team norms 123, 138–140
    • — time needed 173–174
    • — traps for 174–175
    • — view of self 116–117
  • boss, four types of 12–17
    • — Believer, 12, 13
    • — Illusionist 12, 13–14
    • — Liberator 12, 14
    • — Mercenary 12, 13
  • Branson, Richard 119
  • bullying xix, 3, 5, 18, 39, 41, 86
  • burnout xvii, 60, 130, 138, 175
  • cards, sports, applied to leadership 123–124
  • cheating 143–144, 154
  • Chernobyl 3–4
  • chickens/super-chickens experiment 159
  • Christchurch terrorist attack 135
  • Christmas Carol, A 95
  • clarity 16, 33, 48, 57, 59, 68, 72, 79, 92, 100, 101, 102, 124, 129, 136, 138, 149, 155, 156, 157–158
  • coachability 177–178
  • cognitive bias 87
  • commitment 48, 141, 145, 157
  • compassion 16, 17, 22, 23, 32–33, 49, 62, 99, 103, 112, 129, 135, 151, 168
  • competence 81–83
  • connection see also relationship style, leader's; relationship with boss
    • — culture, with 61
    • — importance of 101
    • — leader with team 117
    • — work, making at 34, 52
  • conversations 14, 71, 102, 105–106, 131, 153, 165, 167, 176
    • — arena moments 37–38
    • — boss, with 6, 27, 30–31, 40, 42–47, 56, 57
    • — courageous 6, 21, 24, 37, 46, 137, 155, 178
    • — difficult xxiv, 9, 27, 30–31, 40, 42–47, 57, 97, 106, 111, 136–137
    • — etiquette of 72–74
    • — feedback 25, 72–74
    • — present, being 99, 161
    • — reactions, dealing with 99–100
    • — real 97–100
    • — reports, with direct 71, 72–74, 78, 89–92, 96–100, 101
    • — team issues, addressing 98–100, 101
    • — three step process for 98–100
  • Cookie Monster Study 133–134
  • courage 96–97
  • culture, workplace see also workplace
    • — caring 151–152
    • — connecting with 61
    • — effect on leader 175–177
    • — fit 80–81
    • — improving 69, 92–94
    • — leader and 66, 68–69, 92–94, 136–137, 176–177
    • — long work hours 138
    • — Richmond Football Club, change example 105–106
    • — toxic 3–4, 12, 60, 61, 112, 168
    • — value of good 68
  • deadlines, meeting 6
  • decision making, heart vs head 111–112
  • discern and learn 73–74
  • discrimination 162–163
  • diversity xxiii, 34, 75, 93, 153, 166
  • don't ask, don't get 44
  • employees dealing with a bad boss 1–63; see also employees dealing with a bad boss, using the release valve
    • — assessing boss's style 12–17
    • — assumptions 38–39
    • — behaviour, nudging boss's 40–41
    • — boss's needs, understanding 44–45
    • — boss's style, assessing 12–17
    • — case studies 18, 35, 54, 63, 105–106
    • — change, achieving 20–21
    • — conversations with 30–31, 46
    • — energy, focusing your 49–50
    • — fail fast 56–57
    • — gossip 52–53
    • — hard/easy to work with assessment 9
    • — interpreting actions of 4–5
    • — leave, knowing when to 59–60
    • — mindfulness, acting with 50–51
    • — mindset, understanding your 49
    • — mitigating factors, considering 16–17
    • — needs, your 27–30
    • — others' opinions 15–16, 62
    • — own behaviours 5–8
    • — politics, playing 53–54
    • — position, checking your 24–25
    • — position, negotiating your 42–47
    • — power imbalance 41
    • — principles, your 23–24
    • — progress, assessing 57–58
    • — reality check 62
    • — relationship with boss, improving 25–27
    • — reshaping your role 33–34
    • — rewards and feedback, creating own 33–34
    • — self-assessment of attitudes 21–24
    • — self-check of own behaviours 10–11
    • — stress, dealing with 47–51
    • — value from your job, increasing 30
    • — vision, your 22–23
  • employees dealing with a bad boss, using the release valve 1–63
    • — Act with intent 37–54
    • — Assess your position 3–18
    • — Reflect on progress 55–63
    • — Strategise your options 19–35
  • energy thief 7
  • ethics xviii, 5, 56, 61, 93, 112, 143, 150, 154
  • environment see also culture, workplace; workplace
    • — leader behaviour and 136–137
    • — safe 138
    • — toxic 136–137
  • exit interviews 77–78
  • expectations of leader 121–123, 158, 163–164, 174
  • expectations of students experiment 163–164
  • Ginsberg, Ruth Bader 162–163
  • Glass, Stephen 85–86
  • Google 138
  • gossip 52–53
  • indicators, leading/lagging 172–173
  • integrity 60, 159–171
  • Johari Window 76–88
  • judgement, avoiding 98
  • leadership, good 150; see also leaders and leadership
    • — characteristics of 60–61
    • — importance of xx–xxii, 66, 129–130
  • leadership, myths of xxvi
    • — bad, due to bad people xxiv–xxv
    • — different for different ages xxv
    • — emotions, no xxiv
    • — as an innate ability xxiii
    • — leadership as a title xxi
    • — loving the job xxv–xxvi
    • — not needed in a flat structure xxii–xxiii
    • — one-size-fits all xxii
  • leadership, poor
  • leadership deficit xviii–xx
  • leadership indicators 123–149; see also leaders and leadership
  • leaders and leadership see also boss, bad; boss, bad, changing own behaviour; boss, development of, if you are bad; employees of a bad boss; leadership, good; leadership deficit; leadership, myths of; leadership, poor; leadership indicators; manager of a bad boss; manager of a bad boss, using the release valve; team
    • — change, acceptance of 108–110
    • — competence of 81–83
    • — consistency 79–80, 102, 177
    • — culture, effect on 66, 68–70, 92–94, 136–137
    • — developing 89–92, 173–174
    • — effect of 68–69, 81, 87–88
    • — effort to change 109–110
    • — expectations of 121–123, 158, 163–164, 174
    • — facilitation, as 166–168
    • — feedback from 97–100
    • — feedback to 70–76
    • — habits, creating good 159, 160–161
    • — insecure 131
    • — integrity 159–171
    • — key indicators 123–124
    • — legacy 113
    • — modelling behaviours 78
    • — popularity and 136
    • — pressure chamber and xxvii–xxxiv
    • — removing, effect on team of 103, 113
    • — respect, importance of 119–120
    • — safe environment, creating a 101–103
    • — servant 128–130, 150
    • — stereotypes, avoiding 162–164
    • — trapped 174–175
    • — vision 92
    • — we vs me 130
  • listening skills 146
  • leave, knowing time to 59–60
  • loving their job leadership myth xxv–xxvi
  • Ma, Jack 138
  • manager of a bad boss 55–113; see also bad boss; leaders and leadership; manager of a bad boss, using the release valve; team
    • — behaviour, checking your 79–80
    • — behaviour, managing own 88–89
    • — behaviour, managing subordinates' 89–92
    • — case studies 83, 94, 103, 112
    • — competence of 81–83
    • — connection, importance of 101
    • — consistency, your 79–80, 102
    • — conversation etiquette 72–74
    • — courage 96–97
    • — culture 67, 68–69
    • — culture fit 80–81
    • — data checking 107–108
    • — employees out of their depth 81–82
    • — environment, problems in 92–94
    • — excusing poor behaviour 86–87
    • — exit interviews 77–78
    • — feedback, formal 70, 75–76
    • — feedback, informal 70–75
    • — ‘5 Why's' 83
    • — ignorance, risk of 85–86
    • — issues, addressing 97–100
    • — learnings 112–113
    • — letting go, effects on team 112–113
    • — making changes 95–103
    • — moving a leader 103
    • — poor performance, effect of 107
    • — ‘reasonable period of time' 106–107
    • — sanity check 79–80
    • — stay or go decision 106–107, 108–110, 111–113
    • — support, continuing 101–103
    • — teams, understanding your 69–80
    • — uncovering causes 78–79
    • — warning signs in team 74–75
  • manager of a bad boss, using the release valve 55–113
    • — Act with purpose 95–103
    • — Assess the situation 67–83
    • — Reflect on outcomes 105–113
    • — Strategise the path forward 85–94
  • managing up 69–70
  • Maslow's hierarchy of needs 27–29
  • meditation 51
  • meetings 6
  • micromanagement 5, 25, 78, 169, 181
  • mindfulness 50–51
  • mindset see also mindset, leader's
    • — changing 90
    • — understanding your 49
  • mindset, leader's 123, 131–133
    • — developing feast 151–152
    • — improving skills in 151–512
    • — scarcity/famine vs abundance/feast 131–132
    • — self-assessment 132–133
  • mission, leader's 123, 128–130
    • — improving skills in , 149–151
    • — self-assessment 130–131
  • moral licensing 126, 127
  • myths of the modern workplace xxi–xxvi
  • NASA 155
  • needs meeting your own 27–30
  • negotiation 40, 42–47; see also conversations
    • — attitudes, your 43
    • — boss's needs, understanding 44–45
    • — options, clear 44
    • — pre-mortem, conducting 45–46
    • — resolving conflict 42–43
    • — your position 42–47
  • Nelson, Admiral Horatio 67–68
  • no, saying 7, 32–33, 37, 136
  • On the Basis of Sex 162–163
  • perfectionism 177–178
  • pester power 31–33
  • Peter Principle 81–82
  • Philoctetes 154
  • politics, playing office 53–54
  • power
    • — abuse of 71–72
    • — addiction 152–153
    • — currencies of 41
    • — effects of 133–134
    • — nature of 41
    • — sense of 47
  • premeditation of evils 30–31
  • pre-mortem, conducting 45–46
  • pressure, work 60, 121–123
  • pressure chamber of leadership xxvii–xxxiv
    • — easing the pressure xxxi–x
    • — external vs internal demands xxviii–xxi
    • — release valve xxix, xxx, xxxii–xxxiv
  • Project Aristotle 138
  • punctuality 6
  • Reflect xxxii
    • — for boss 171–179
    • — for employee 55–63
    • — for manager 105–113
  • relationship style, leader's 123, 135–137
    • — improving skills in 154–155
    • — self-assessment 137
  • relationship with boss see also employees; negotiation
    • — assumptions 38–39
    • — boundaries, setting 31–33
    • — building healthy 154–155
    • — conversations with 30–31, 40, 56
    • — ground rules for 31–33
    • — improving 25–27, 37, 40–41, 58
    • — saying no 32–33
  • reputation 5, 6, 20, 21, 25, 53, 54, 61, 70, 144, 154
  • resolve, need for 46–47
  • release valve see also Act; Assess; Reflect; Strategise
  • resentment 31–32
  • respect 26, 35, 43, 59, 69, 99, 132, 133, 135, 138, 157
    • — importance of 119–120
  • revenge schemes 19–20
  • Richmond Football Club, culture change at 105–106
  • satisfaction, worker 164–165
  • self, authentic 154–155
  • self, best 159, 171
  • self, ideal vs shadow 120–121
  • self-assessment 123–140
  • self-awareness, leader's 123, 124–125
    • — improving skills in 145–146
    • — internal vs external 124
    • — self-assessment 125
  • self-care 47, 48, 168, 175; see also stress
  • self-image 116–117, 127, 145, 147–148
  • servant leadership 128–130, 150
    • — benefits of 129–130
    • — defined 150
  • Shattered Glass 85–86
  • sidelining 131, 146
  • skills, improving 145–148
  • sleep 6
  • stereotypes, avoiding 162–163
  • Story of Ferdinand, The 55–56
  • Strategise
    • — for bad boss 143–158
    • — for employee 19–35
    • — explained xxxii
    • — for manager 85–94
  • StrengthsFinder Tool 163
  • stress 6, 13, 39, 56, 70, 72, 75, 77, 78, 86, 90, 112, 124, 138, 160, 168, 172, 174
    • — commitment 48
    • — control 48
    • — challenge 48–49
    • — dealing with 47–51
    • — energy, focusing your 49–50
    • — mindfulness, acting with 50–51
    • — mindset, understanding your 49
    • — 3Cs 47–51
    • — tools for managing 49–51
  • Snow White and the Seven Dwarfs 171
  • staff turnover, Trump administration 144
  • support,
  • team
    • — agreements 157–158
    • — behaviour as manager, checking your 80–81
    • — bullying 86–87
    • — causes, uncovering 78–79
    • — consistency, manager's 79–80
    • — conversation etiquette 72–74
    • — culture fit 80–81
    • — developing members 164–165
    • — discontent, signs of 70
    • — diversity xxiii, 34, 75, 93, 153, 166
    • — employees out of their depth 81–82
    • — engaging with 150
    • — excusing poor behaviour 86–87
    • — executive assistants 71–72
    • — exit interviews 77–78
    • — expectations experiment and 163–164
    • — facilitation 166–168
    • — feedback, formal 70, 75–76
    • — feedback, informal 70–75
    • — leaders, developing 178–179
    • — norms, leader and 123, 138–140, 155–158
    • — norms and purpose 155–158
    • — participation 167–168
    • — power sharing 152–153
    • — sports team comparison 105–106
    • — strengths 165
    • — support 166–168
    • — understanding your 69–80, 163–164, 165
    • — vision 156–157
    • — warning signs 74–75
  • team norms, leader and 123, 138–140
    • — improving skills in 155–158
    • — self-assessment 139–140
  • 360-degree feedback tool 76–77, 107, 127, 172
  • Toyota's ‘5 Why's' 83
  • Trump, Donald, behaviour of 143–144
  • workplace see also culture, workplace
    • — diversity 93, 153
    • — fair processes 102
    • — inclusiveness 93
    • — leader behaviour and 136–137
    • — participation, inviting 102
    • — safe, creating 28, 101–103, 138
    • — satisfaction 28, 57–58
    • — toxic xxx–xxxi, 3–4, 12, 28, 60, 62, 116, 136–137
  • workshop planning 167–168
  • work value gap 29
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