INDEX

accomplishments

career-defining, 27

fulfillment from, 44, 46, 58

accountability, 34, 188, 192, 193

administrative assistants, 78

adversity, 209

ambiguity, discomfort with, 51–52, 62

anxiety, 196, 198

anxiety triggers, 50–52

aspirations, 73–74, 80, 212

authenticity, 31–32, 115

autonomy, 65, 69

Bacon, Kevin, 129–130

Baker, Wayne, 130

behaviors

adapting your, 111–112, 118

to avoid overload, 93–119

energy-building, 166–167

purpose-building, 173

as root of problem, 95–97

time allocation and, 112–113

trust-building, 175–176, 177

beliefs

challenging, 41–63

identifying, that drive overload, 57–63

benevolence-based trust, 30, 174, 175–176

biased learners, 124, 140

Bolino, Mark C., 19

bottlenecks, 124

brainstorming, 6

buffering mechanisms, 78

bureaucracy, 67–68

burnout, 4–5

Burt, Ron, 128–129

calendars, 83

blocking time for reflection in, 76, 89

periodic review of, 82, 90

strategic, 77–78

using strategically, 68–71

cardiovascular disease, 202

Carrey, Jim, 129–130

channel inefficiency, 96

civic connections, 207

CliftonStrengths, 72

closure, need for, 50–51, 61

coaching, 45

co-creation, 45, 80, 118, 147, 155, 157–159, 162

cognition, 102

collaboration

adding unique value to, 85–86, 91

allocating time for, 112–113, 119

benefits of, 3–4

best practices, 9

chain of, 3

drawing people to, 109–111, 118

dysfunctional, 24–26

essential, 7–10, 27–40

increase in, 3

need for, 194

nonessential, 68

unproductive, 6–7

virtual, 108–109, 117–118

collaboration overload

behaviors to avoid, 93–119

changing beliefs and, 41–63

infinite loop of, 38–39, 115, 123–125, 212–213

leaders and, 13–26

negative impact of, 27–28, 32–33, 123, 178

reducing, 41–43

root problem of, 95–97

satisfaction from, 24–26

structural approaches to relieving, 65–92

surge and slow burn of, 53–57

triggers for, 43–52, 57–63

ways to address, 38

collaborative stressors, 4–7

collaborative tools, 108–109, 117–118

common goods, misused, 20–21

community, 73, 88, 183, 207

competence-based trust, 30, 174–176, 177

Connected Commons, 5, 9, 10, 11, 129

connections

See also networks; relationships

cultivating, 138, 140–141

with efficient collaborators, 88–89

energizing, 161–178

focusing on, 34–37, 75–76

making, 110, 125

negative, 185–186, 195–196

physical health and positive, 183–190

social, 179–213

work-defined, 206–207

contribution, making unique, 85–86

control, fear of losing, 50, 60–61

corporations, unhappiness in, 4–7

creative thinking, 30

cross-functional teams, 14

crowdsourcing, 6

decision-making, 21, 67–70

de-energizers, 176–178, 195–196, 202–203

defense, playing, 87, 88

delegation

lack of, 50, 55, 60–61

of responsibility, 70

small steps toward, 80

digital devices, 67

dimensionality, to life, 34–37, 180, 181, 183, 199, 202–213

direct messaging, 105, 108, 117

disagreements, 167

disconnected leaders, 124–125

distractions, 18, 32

dysfunctional collaboration, 24–26

See also collaboration overload

emails

effective use of, 103–107

excess, 48

format and organization of, 106

as interruptions, 102

limiting time for, 78, 107

norms for, 95–96, 100–101, 104–105, 117

periodic review of, 82, 90

emotional reserves, depletion of, 195–196

employee engagement, 21–22

employees

autonomy for, 65, 69

opportunities for, 21

energizers, 8, 27, 31, 125, 161–178

characteristics of, 165

interactions with, 178, 202

playbook of, 165–168

pull of, 168–176

success of, 168–169

energy-building behaviors, 166–167

escalating citizenship, 19–20

essential collaboration, 7–10, 124

cultivation of, 38–40

need for, 27–40

relationships and, 34–37

well-being and, 32–37

expectations

productivity, 194

setting, 80

shaping, of others’, 82–85, 91

expertise

awareness of others’, 80

desire to be recognized for, 46–48, 59

focusing on your, 72–73

need for others’, 110

networking and, 155–157

exploratory interactions, 155–157, 159

faith, 205

family, 37, 73, 181–182, 183, 205–208

fear, 196

fear of missing out (FOMO), 52, 62–63

formalists, 124, 125

friends, 37, 183, 188, 207

Gallup-Sharecare Well-Being Index, 180

goals

aligning work with, 79, 81

North Star objectives, 68–69, 72–81, 79, 87

realistic, 166

stretch, 166

health, 183–190, 199

See also well-being

connections that support, 180, 182–190, 192–193

impact of stress on, 4, 23, 67

sense of purpose and, 202

heart disease, 202

help others, desire to, 44, 45, 58

high performance, 27

high performers, social ecology of, 131–133

Hill, Linda, 130

humor, 167, 168

Ibarra, Herminia, 130

identity

broadening our, 180–181

challenges to, 196–197

focusing on your, 73–74

identity triggers, 44–49

industrial efficiency movement, 65

inefficiencies, 95, 96

infinite loop, 38–39, 115, 123–125, 212–213

influence, 30

desire for, 46–48, 59

influencers, connecting with, 145–148

informational requests, 69–70, 82

information sharing, 14, 16–17, 108–109

innovation, 28, 31, 32, 150–154, 175

instant messages, 105, 108

insular networks, 130, 138

integrity-based trust, 174–176

intellectual capital, 28

intentionality, 208–209

interactions

efficient norms for, 109–112

energizing, 178, 202

exploratory, 155–157, 159

purpose-generating, 183, 199, 202–213

interdependencies, shaping role, 81–87

internal networks, 28–29

interpersonal collaborations, 172

interruptions, 18, 101–103

journaling, 203, 204

knowledge economy, 6

knowledge gaps, 144–145

knowledge structures, 102

leaders

collaboration overload and, 13–26

connections with, 206

demands on, 16–18, 22–23

disconnected, 124–125

opinion, 145–158

servant, 13–14, 17–18, 66–67

stressors on, 195–196

learners, biased, 124, 140

life

dimensionality of, 34–37, 180, 181, 183, 199, 202–213

sense of purpose in, 202, 206–213

life anchors, 203–206

life-defined connections, 207

life roles, 203–204

Lloyd, William Forster, 20–21

long-horizon networks, 150, 155–159

management thinking, evolution in, 17–18

managers, stressors on, 195–196

Mark, Gloria, 103

materialism, 181

meaning, 183

medium-horizon networks, 136–150, 159

meetings

efficient, 95–100, 116–117

engagement during, 166

excess, 48

follow-up after, 100

preparation for, 98

reducing, 71, 86

standing, 86

mentors, 206

micro-interactions, 4

micromanagement, 21

micro-moments, 150–154, 159, 209

micro-stressors, 182, 191, 194–202

mindfulness practices, 187, 190, 199

motivators, 43

naysayers, 146–147

need-for-control triggers, 50–52

negative connections, 185–186

negative interactions, 185–186, 195–196

network-anchoring investments, 73

networks, 7, 8, 27

building, 30–32, 88–89

diversity of, 128–130, 133, 136, 150

envisioning projects as sets of activities for, 141, 143–144

expertise and, 155–157

influencers and, 145–148

innovation and, 175

insular, 130, 138

internal, 28–29

long-horizon, 150, 155–159

medium-horizon, 136–150, 159

noninsular, 75–76, 89, 128–129

orienting to North Star objectives, 72–81

short-horizon, 150–154, 159

size of, 133

of successful people, 127–160

time for, 159–160

using to fill knowledge gaps, 144–145

wisdom of the trenches and, 133, 136, 143–144

nonbinary responses, 49

noninsular networks, 75–76, 89, 128–129

norms, for interactions, 109–112

North Star objectives, 68–69, 72–81, 87, 90

obesity, 184

objectives

See also goals

aligning work with, 79, 81, 90

clarifying, 83–85

North Star, 68–69, 72–81, 87, 90

O’Brien, Kate, 165

offense, playing, 38, 87, 88, 95, 96, 212

one-off requests, 86, 92

openness, 31–32

opinion leaders, 145–148

opportunities, 38, 136, 140–141, 144, 146

for employees, 21

missed, 26, 28–29, 52

organizational network analysis (ONA), 10, 171, 172

organizational structures, 17–18

peers, 206, 208

personal capacity, drains on, 194

personal connections. See connections; relationships

personal life, impact of work stress on, 22–23

personal performance, 27, 31

personal time, 32

perspective, 145–148

perspective-building activities, 199

Peterson, Lloyd, 102

Peterson, Peggy, 102

phone calls, 108

physical health, 67, 180, 182–190, 192, 199, 202

poor performer, concern for being labeled, 48, 59–60

priorities

clarifying, 85

defining, 77, 89

incorporating into calendar, 77

problem solving, 21

creative, 30

early stage, 27, 175

engaging others in, 80

in isolation, 138

process orientation, 204–205

productivity, 194

projects, fear of losing control of, 50

pull

creating, with purpose, 170–173

creating, with trust, 172, 174–176

of energizers, 168–176

purpose

creating pull with, 170–173

interactions that generate, 183, 199, 202–213

principles to drive, 208–209

sense of, 202, 206–213

shifting activities to optimize, 210–211

sources of, 210

transitions and, 209–212

purpose-building behaviors, 173

recognition, desire for, 46–48

reflection, time for, 71, 76, 89

relationships, 33–37

See also connections

building, 110

cultivating, 63

focusing on, 75–76

micro-stressors and, 191, 194–199, 200–201

well-being and, 180

remote work, 29

renewal activities, 8

reputational capital, 125

reputation triggers, 44–49

requests

beyond binary responses to, 49

one-off, 86, 92

turning down, 43, 48

research, 10–12

resisters, 146–147

resources, overtaxed, 20–21

responsibilities, delegation of, 70

rhythm of work, 76, 78–79, 89

rich media, 108–109, 117–118

right, need to be, 48, 60

role

examining your, 70

interdependencies, shaping, 81–87

life roles, 203–204

shaping others’ expectations of your, 82–85, 91

routines, rethinking, 83

serendipity, 140–141, 142

servant leadership, 13–14, 17–18, 66–67

setbacks, reactions to, 115

short-horizon networks, 150–154, 159

silos, 6, 138

Singer, Jean, 186

Six Degrees of Kevin Bacon, 129–130

Slack, 105

slow burn, 53–57

social capital, 9

social comparisons, 181–182

social connections, 3–4, 179–213

See also relationships

social contagion, 184

social ecology

of high performers, 131, 132–133

recognizing your own, 134–135

social isolation, 183

social media, 78

social well-being, 180

spirituality, 207

standing meetings, 86

status, quest for, 46–48

stickiness, 188, 193, 211

strategic calendaring, 77–78

strengths, focusing on your, 74–75

stress

coping with, 197, 198–199

micro-stressors, 182, 191, 194–202

sense of purpose and reduced, 202

in workplace, 4–7

structural practices

adopting, 88–92

orienting networks to North Star objectives, 72–81

to relieve collaboration overload, 65–92

shaping role interdependencies, 81–87

using calendar strategically, 68–71

surge, 53

Taylor, Frederick Winslow, 65

teams

collaboration in, 194

connections with, 206

cross-functional, 14

time allocation, 112–113, 119

tragedy of the commons, 20–21

transitions, 209–212

transparency, 17, 31

triggers, 43–52

anxiety and need-for-control, 50–52

identifying, that drive overload, 57–63

identity and reputation, 44–49

trust

benevolence-based, 30, 174, 175, 176

building, 30

competence-based, 30, 174–176, 177

creating pull with, 172, 174–176

developing, 113–115, 119

integrity-based, 174–176

trust-building behaviors, 175–176, 177

Turnley, William H., 19

uncertainty, discomfort with, 51–52, 62

unproductive collaboration, 6–7

value anchors, 205–206

value creation, 85–86, 91

values

challenges to, 196–197

focusing on your, 73

personal, 69, 71

videoconferencing, 108, 117–118

virtual collaborations, 108–109, 117–118

volunteering, 180, 205, 207–208

well-being, 180, 182, 183, 186, 191, 202

See also health

defined, 32–33

essential collaboration and, 32–37

impact of stress on, 4

improving your, 7

relationships and, 34–37

work

aligning with your objectives, 79, 81

demands of, 181

rhythm of, 76, 78–79, 89

work-defined connections, 206–207

work environment, stressors in, 4–7

workflows, streamlining, 95–96

work-life balance, 179–181

See also dimensionality

workplace norms, 184

Work Values Inventory, 72