Index
Please note that index links point to page beginnings from the print edition. Locations are approximate in e-readers, and you may need to page down one or more times after clicking a link to get to the indexed material.
Above the Line (Meyer), 219
Accelerated Performance stage, 175
coaching in, 184–185
described, 177
feelings associated with, 178
Accountability, 145–170
Acts of Accountability Model, 148–150, 167
culture of, 167–169
defined, 147
Direct Dialogues for, 150–153
as discipline competency, 37
giving praise, 163–166
as leaders’ obligation, 146–148
sharing acknowledgment, 162
sharing disapproval, 154–161
and standards for behavior, 142–143
Accountability Circle, 167–169
Achievement:
“carrot,” for, 112
consistency and, 205
setting priorities for, 106–109
Action(s):
adapting, 220
in AOL pattern, 42
discussing, in Disapproval Dialogue, 158–159
in GPI System, 109–110
priorities as basis for, 106–109
Action, outcome, learning (AOL) pattern, 41–42
Acts of Accountability Model:
daily use of, 167
standards continuum in, 148–150
teaching others, 169
(See also Direct Dialogues)
Adams, John Quincy, 17–18, 156–157
Adams Golf, 64
Adidas, 67
Alignment of coaching:
with dreams/personal goals, 190–196
with stage of development, 181–190
“All Serve Customers” mantra, 81
Allstate, 139–140
Al-Qaeda, 50
American Institute of Stress, 5
Anchoring, 73
AOL (action, outcome, learning) pattern, 41–42
Areas for improvement, 156
Aspirations, employees’, 192–195
Attitude, 70, 221–222 (See also Mindset)
Audience:
as judge of communication, 207
keeping attention of, 209, 210
Aurelius, Marcus, 220
Auschwitz concentration camp, 219
Authority, 31
Awareness stage, 175
coaching in, 182–183
described, 175–176
feelings associated with, 178
Babylonia, 146–147
“Ball talk” meetings, 134–135
Baristas, Direct Dialogue evidence for, 152
Bass, Marvin, 192
Behavior(s):
defined, 129
as Direct Dialogue evidence, 155
discussing impact of, 157, 164, 165
and habits, 129–130
as indicator of culture, 64–67
modeling, 37, 124–125, 183–184
modeling of, 37
Behavioral code:
discipline for not adhering to, 23–24
of good leaders, 14–15
(See also Standards for behavior)
Beliefs, 67–68
Belonging, sense of, 68, 73–75
Biases, 52–53
Bin Laden, Osama, 98
Blake, Robert, 25
Bock, Lazlo, 59
Body language, 211–212
Booth, John Wilkes, 4
Boston Celtics, 173
Bowden, Tommy, 22
Bragging, 166
Brandon Hall Group, xvii
Brewer, Chip, 64–67
Browning, Peter, 17
Bryant, Kobe, 179
BTB (see entries beginning Building the Best)
Build an A-Team (Johnson), 185
Building a StoryBrand (Miller), 210
Building Critical Mass stage, 175
coaching in, 183–184
described, 176
feelings associated with, 178
Building the Best (BTB) Leader Assessment, xvi, 35, 38, 127
Building the Best (BTB) Leader Report, 35, 38
Building the Best (BTB) workshops, 18, 98, 113, 115, 133, 193
Buildingthebestbook.com, 33, 160, 164, 193
Butler University, basketball program, 172–173
Buy-in:
in GPI system, 120
on new standards, 139–141
Cadillac (former football player), 187–188
Callaway, Ely, 65
Callaway Golf, 64–67
Cameron, Kim, 77
Carpenter, Matt, 134
“Carrot,” for achieving goal, 112
Catholic Church, 202–203
CEB (Corporate Executive Board), xvii
Chapman, Bob, 14
Character:
demonstrating, 53–55
in Trust Compound Theory, 55, 59–60
Character limit, communication, 209–210
Charlotte, North Carolina, 11
Chicago Cubs, 161
Chick-fil-A, 87–88, 98, 124–128, 132
Circle of Trust, 188
Clear communication, 156, 208–209
Clemson University, football program, 22–24
Clients, communicating values to, 94–95
CNBC Money, xv
Coachability standard, 149, 156–158
Coaching, 171–197
in Accelerated Performance stage, 184–185
in Awareness stage, 182–183
in Building Critical Mass stage, 183–184
and deliberate practice, 180–181
for development beyond role, 187–190
in Disapproval Dialogue, 158
as discipline competency, 37
and dreams/goals of employees, 190–196
to elevate performance, 172–173
encouragement in, 195–196
and Four Stages of Role Development, 181–190
fundamental skills as focus of, 178–180
refining goals for, 194–195
for role development, 174–178
in Sustained Excellence stage, 185–187
uncovering goals, dreams, and aspirations for, 192–194
The Coaching Habit (Stanier), 184
Collaborative environment, 72–73
College of William and Mary, 64
Columbia University, 160
Commitment, 205
Commonalities, building trust based on, 52–53
Communication, 207–212
about core values, 91–92
about failure to meet standards, 143
about GPI System, 120
body language in, 211–212
clear, 208–209
concise, 209–210
conclusive, 210–211
and leadership effectiveness, 207–208
at St. Joseph College Seminary, 204–205
verbal, 208–212
(See also Direct Dialogues)
Communication skills, 207
Company culture (see Culture)
Competence:
building trust based on, 51
in Trust Compound Theory, 55–57
Concise communication, 209–210
Conclusive communication, 210–211
Confidence, 176–178
Conflict, disapproval dialogues and, 159
Connection, disapproval dialogues and, 161 (See also Relationship building)
Conscious thought, 129–130
Consequences:
and accountability as obligation, 147–148, 169
discussing, in Disapproval Dialogue, 158–159
in Hammurabi’s Code, 146–147
Consideration for others, 73
Consistency, 202–206
building trust with, 52
defined, 206
as discipline competency, 37
and emotion-based decision making, 203–205
and leadership effectiveness, 206
and patrimony, 202–203
Control:
over effort and attitude, 221–222
over responses to events, 219–221
in rule leadership style, 31
Core values:
for frontline managers, 99
modeling, 15–16
Corporate Executive Board (CEB), xvii
Cost(s):
of bad leadership, 5
disengaging from goals due to, 113–114
of failing to meet standards, 157
Cotton Bowl, 80
Crawford, Casey, 10–13, 17–19, 99–100
Credibility, 212
Culture, 63–82
of accountability, 167–169
behavior as indicator of, 64–67
elements of, 68–69
energy in, 79–82
positivity in, 75–78
quality of, 69–70
recognition/praise to continue, 82
safety in, 71–73
unity in, 73–75
Customer experience, 124–127
Daily schedule, 204–205
Decision making:
about shifting priorities, 115–116
demonstrating character in, 59–60
emotions as basis for, 203–205
mission as basis for, 98–99
Deficient team culture, 69, 70
Deliberate practice:
to build fundamental skills, 179–180
and coaching, 180–181
DePauw University, 172
Development mindset, 184
Development of team members:
accountability for, 155
beyond role, 187–190
coaching for, 187
as love competency, 36
role development, 174–178
tradition of developing future leaders, 202–203
Direct Dialogues, 150–166
acknowledgment in, 162
and Acts of Accountability Model, 151–152
examples, 151–152
gathering evidence for, 150–153
praise in, 163–166
Disapproval:
in Acts of Accountability model, 148, 149
deepening connection when expressing, 161
dialogues to share, 149, 154–161
of failure to meet standards, 143
reiterating standards when expressing, 160–161
Discipline, 21–45
defined, 25
as dimension of leadership style, 30–33
elevating others with, 22–29
leader competencies related to, 35, 37
and leadership effectiveness, 33–35
measures of, 26
and mindset for developing leadership skills, 38–42
and wisdom, 42–44
Disengagement, from goals, 113–114
Disinterest, 178
Disrupt HR, 210
Documentation, of Disapproval Dialogue, 159
Dopamine, 163
Dream Achievers™, 191
Dream Manager (Kelly), 190
Dreams of employees:
aligning coaching with, 190–196
refining, 194–195
uncovering, 192–194
Dubey, Abeer, 71–72
Dweck, Carol S., 39
E + R = O (Event + Response = Outcome) formula, 219–221
Eisenhower, Dwight D., xvii, 17, 50, 123
Elevate leadership style:
competencies required for, 35–37
described, 32–33
team performance associated with, 33–35
Elevating others:
by coaching, 173
initiative and responsibility for, 216
with love and discipline, 22–29
and PTS Method, 217–218
Elite team culture, 69, 70, 80
Elkind, Peter, 6
Emotional (psychological) safety, 68, 71–72
Emotions:
decision-making based on, 203–205
at Four Stages of Role Development, 176–178
Empathy, 36
Empowerment:
culture of, 65–66
by frontline managers, 99
Encouragement:
body language to express, 212
in coaching, 195–196
in Disapproval Dialogues, 157
of positivity, 78
in Sustained Excellence stage, 186
Energy:
as element of culture, 69, 79–82
in elite vs. deficient cultures, 69, 70
mantras to generate, 79–82
Engagement:
communication to improve, 211
and culture, 70
in meetings, 135–136
Enron Corporation, 6–7
Environment(s):
collaborative, 72–73
for disapproval dialogues, 161
safe, 71–73
Ericsson, Anders, 180–181
Erwin, Mike, 75–76
ESPN, 134
Estill, Jim, 56
Event + Response = Outcome (E + R = O) formula, 219–221
Evidence, Direct Dialogue:
gathering, 150–153
sharing, 155–156
Exceeding standards:
in Acts of Accountability model, 148, 149
giving praise for, 163–166
Excuses, 159
F3 Nation (podcast), 189
F3 (Fitness, Fellowship, and Faith) program, 187–190, 196
Failing to meet standards:
in Acts of Accountability model, 148, 149
sharing disapproval over, 154–161
Failure:
in Building Critical Mass stage, 183
in growth mindset, 40
for new managers, xvii
as part of leadership, 222–223
Fastow, Allen, 6
Favorites, playing, 52–53
Federal Deposit Insurance Corporation (FDIC), 10
Feedback:
refraining from giving, 150
reiterating standards in, 160–161
responses to receiving, 156–157
(See also Direct Dialogues)
Feelings (see Emotions)
Females in Action (FiA) program, 190
Financial costs, of bad leadership, 5
Financial crisis (2008), 10
Financial motivators (see Compensation)
Fitness, Fellowship, and Faith (F3) program, 187–190, 196
Fixed mindset, 39–42
Fleck, P.J., 79–80
Focus:
in Awareness stage, 182–183
maintaining, 115–117
in Sustained Excellence stage, 178
Follow My Lead (podcast), xiv–xv, 129
Follow up, for Disapproval Dialogue, 158–159
Four Stages of Role Development, 175–190
Accelerated Performance stage, 177, 184–185
aligning coaching with, 181–190
Awareness stage, 175–176, 182–183
Building Critical Mass stage, 176, 183–184
described, 174–175
feelings associated with, 176–178
Sustained Excellence stage, 177–178, 185–187
Four-step framework for conservations about standards, 140–142
Frankl, Viktor, 219
Frontline managers, 99–101
Frost, Scott, 167
Fundamental skills:
in Awareness stage, 175–176
in Building Critical Mass stage, 176
coaching to build, 178–180
coaching to discover, 182
and Four Stages of Role Development, 175
“Gain,” framing standard in terms of, 139–141
Gallup, 7
Gates, Bill, 18
Gig economy, xvii–xviii
Gladwell, Malcolm, 180
Goal(s):
and Disapproval Dialogues, 155
discipline competencies related to, 37
employees’ personal, 190–196
in GPI system, 110–114
refining, 194–195
setting priorities to achieve, 106–109
in tactical team meetings, 136
uncovering, 192–194
writing down/verbalizing, 193, 195
Golf equipment industry, 65, 67
Golf magazine, 64
Good leadership:
behavioral code for, 14–15
during difficult times, 11–14
elevating others in, 15–16
as inspiring others, 16–19
at Lippert Components, 13–17
at Movement Mortgage, 10–13
Gordon, Jon, 23
GPI System, 109–120
communication about, 120
described, 109–110
goals in, 110–114
initiatives in, 118–119
priorities in, 114–118
Grand silence, 205
Greylock, 52
Growth:
in difficult times, 11–12
priority setting to accelerate, 114–118
Growth mindset, 38–42
Habits:
defined, 129–130
evidence based on, 155
Hammurabi, 146–147
Hammurabi’s Code, 146–147
Harris, Toby, 10
Head coaches, PAG for, 117
Health:
bad leadership and, 5
social relationships and, 73–74
Heliotropic effect, 77
Help:
asking for, 58–59
identifying where employees need, 135, 136
in meeting standards, 125–126
High school students, positivity for, 76
Hiring, 94
Hoffman, Reid, 52
Holt-Lunstad, Julianne, 73
Holtz, Lou, 192–193
Honesty, 54
Honor Code, 50
Housing industry, 10
How I Built This (podcast), 58
Humes, James, 201
Humphries, Arch, 53–54
Humu, 59
Impact of behavior:
in Disapproval Dialogue, 157
Implementing employees’ ideas, 73
Improvement, areas for, 156
Inclusivity, 68
Individual relationships, building trust in, 54–55
Industry experts, 177
Influence, 17
Initiative, taking, 216
Initiatives, GPI system, 110, 118–119
Intensity, 206
Interest, in employees, 59
Internal technology and development, 111
Iron Council meetings, 37–38
ISIS, 50
Johnson, Whitney, 185
Judgment, 72
Jugis, Peter, 202
Kelly, Matthew, 190
Kentucky Fried Chicken (KFC), 88
King, Martin Luther, Jr., xvii
Knowledge:
and competence, 56–57
Lackey, Mac, 118–119
Large organizations, purpose for, 100
Lay, Ken, 6
Layoffs, 12
Layton, J. Bradley, 73
LCI (Lippert Components), 13–17, 190–191
Leaders:
accountability as obligation of, 146–148
in Accountability Circle, 168
gathering evidence as responsibility of, 153
job of, xvi
purpose-driven, 86–87, 100–101
Leadership:
attitude and effort in, 221–222
control over responses in, 219–221
defined, 17–19
failure as part of, 222–223
initiative and responsibility for, 216
in military, 51
present moment as focus in, 218–219
with PTS Method, 217–218
strong relationships in, 50–52
Leadership Development department, 16
Leadership effectiveness:
and communication, 207–208
and consistency, 206
love, discipline, and, 25–29, 33–35
managerial grid model of, 25
measures of, 26
Leadership Quarterly, xvii, 38
Leadership skills:
AOL pattern of developing, 41–42
implementing improvements in, 42–44
sharing, 56–57
training to develop, xvii, 38–42
Leadership style(s):
elevate, competencies of leaders with, 35–37
power of knowing your, 36–38
and team performance, 33–35
types of, 29–33
Learning:
AOL pattern, 41–42
in Building Critical Mass stage, 176, 183–184
with growth mindset, 40–41
LearnLoft, xiv, xv, 5, 23, 127
mission statement, 98
priority setting at, 115
standards at, 149
tactical team meetings at, 135–137
Lee, Robert E., 50
Lewis, C.S., 153
Lickliter, Todd, 172–173
Lincoln, Abraham, xvii, 3, 4, 8
Linville, Jud, 145
Lippert, Jason, 13–16, 18–19, 190–191
Lippert Components (LCI), 13–17, 190–191
Lombardi, Vince, 9
Los Angeles Rams, 57
Love, 21–45
defined, 25
as dimension of leadership style, 30–33
elevating others with, 22–29
empowerment as, 66
leader competencies related to, 35, 36
and leadership effectiveness, 33–35
measures of, 26
and mindset for developing leadership skills, 38–42
time as show of, 58
and wisdom, 42–44
MacDonald, George, 49
Maddon, Joe, 161
The Magic of Thinking Big (Schwartz), 192–193
Manage leadership style, 30
Managerial grid model, 25
Man’s Search for Meaning (Frankl), 219
Mantras, 79–82
Manufacturing industry, 14–15
Marine Corps, U.S., 37–38
Mastery, 180
Matthews, Gail, 112
Maximizing Mantras, 81–82
Maxwell, John, 17
Mayhem (character), 139
McDermott, Bill, 106–109, 111–112
McDonald’s, 88
McGwire, Mark, 155
McKinsey & Co., 6
McLean, Bethany, 6
McVay, Sean, 57–58
Meeting standards:
in Acts of Accountability model, 148, 149
sharing acknowledgment of, 162
Meetings:
building trust in, 54
following up on Disapproval Dialogue in, 159
setting standards for, 133–137
time limit for, 210
Mehrabian, Albert, 211–212
Mental health, relationships and, 73–74
Meyer, Urban, 219
Military:
leadership in, 51
mission in, 98
Miller, Donald, 210
Milton Bradley, 142
Mindset:
development, 184
fixed vs. growth, 39–42
Nunc coepi (Now I begin), 218–219
Prepare to serve, 217–218
Mindset (Dweck), 39
Mission:
defining, 98–101
for frontline managers, 99–101
for military operations, 98
in purpose trifecta, 89
Modeling behavior:
in coaching, 183–184
as discipline competency, 37
to establish standards, 124–125
Money, as motivator (see Compensation)
Morale, 70
Morbidity and mortality, social relationships and, 73–74
Mortgage industry, 10–12
Motivators:
“carrots,” 112
fear, 7
and goal achievement, 108, 109
mantras, 79–82
personal dreams, 190–191
purpose, 84–88
in tactical team meetings, 136
Mouton, Jane, 25
Movement Mortgage, 10–13, 98–100
Munroe, Myles, 95
Musicality, of voice, 212
Musk, Elon, 96
“My pleasure” standard, 124–125, 128, 132
NASA (National Aeronautics and Space Administration), 95–96
National Football League (NFL), 57
National Gypsum, 17
Nebraska University, football program, 167
Needs, basic human, 73–74, 163
Negativity, 78
New American Mortgage Company, 11
New hires, unity for, 75
NFL (National Football League), 57
Nonverbal communication, 211–212
Notes, sending, 75
Nunc coepi (Now I begin) mindset, 217–219
Oats, “Smokey,” 84–86
Obama, Barack, 10
Obligation, accountability as, 147–148
Ohio State University, football program, 219
Olympic Games (2008), 174
Onboarding, 84
One-on-one conversations:
uncovering goals, dreams, and aspirations in, 193–194
Open-ended questions, 158, 184–185
Outcome(s):
AOL (action, outcome, learning) pattern, 41–42
future, improving, 158
as result of response, 219–221
Outliers (Gladwell), 180
PAG (priorities accelerating growth), 116–118
“Pain,” framing standard in terms of, 139–141
Paramus, New Jersey, 125–126
Pareto principle, 118
Patrimony, 202–203
Peak (Ericsson), 180
Penn State University, football program, 90–92, 95
“People Team,” 95
Performance:
accountability and, 147
coaching to elevate, 172–173
deliberate practice and, 180–181
energy and, 68
and leadership style, 33–35
and tactical team meetings, 135
Personability, 36
Personal development coaches, 190
Personality, 33
Phillips, Terry Don, 22
Pine Valley Golf Club, 64
Please leadership style, 31–32
Poe, Edgar Allan, 50
Policy standards, 131–133
Popper, Karl, 43
Positive psychology, 75–76
Positivity:
body language to convey, 212
as element of culture, 68–69
in elite vs. deficient cultures, 69, 70
instilling, 75–78
as love competency, 36
Positivity Project, 76
Potential, coaching to reach, 172–174
Powell, Colin, 21
Praise:
for contributions to culture, 82
for exceeding standards, 148, 149
giving, 163–166
refraining from giving, 150
Prepare to serve (PTS) Method, 217–218
Present moment, focusing on, 218–219
Priorities:
in tactical team meetings, 136
Priorities accelerating growth (PAG), 116–118
Priority setting, 105–121
accelerating growth with, 114–118
for goal achievement, 106–109
and goal setting, 110–114
initiatives based on, 118–119
Problem, in standard setting, 136, 137
Problem solving, 184
Procedure standards, 132, 133, 136–137
Productivity, culture and, 70
Project Aristotle, 71–72
Promotions:
for employee retention, xv–xvi
Psychological (emotional) safety, 68, 71–72
PTS (Prepare to serve) Method, 217–218
Purpose, 83–101
adapting action to, 220
clarifying, 89–99
decision making based on, 203–205
and defining core values, 90–95
for frontline managers, 99–101
and mission statement, 97–99
as motivator, 84–88
and vision, 95–97
Purpose trifecta, 89–101
described, 89
for frontline managers, 99–101
and GPI system, 110
values in, 89–95
Questions, asking, 158, 194, 209
Quicken Loans Mortgage Services, 110–112
Quitting (see Voluntary turnover)
Ragan, xv
Raise Your Game (Stein), 178
“Rank and yank” performance reviews, 7
Rebuttals, 156–157
Recognition:
for cultural contributions, 82
for demonstrating core values, 91–92
for exceeding standards, 163–166
for following standards, 142
as love competency, 36
for meeting standards, 162
Redding, Dave “Dredd,” 188–190
Relationship building, 49–61
by building trust, 55–60
by demonstrating character, 53–55
overcoming biases in, 52–53
strong relationships in leadership, 50–52
Relationships:
effect of positivity on, 76
health and quality/quantity of, 73–74
strong, 50–52
Response(s):
to bad events, 77–78
control over, 219–221
in Disapproval Dialogue, 156–157
Responsibility, 216
Results:
of coaching beyond roles, 196
evidence based on, 155
in Route to Results, 128–129
Retention, promotion for, xv–xvi
Retreats, 87
Revenue goals, 113
Revolving door, 216
Rewards:
“carrot” for achieving goal, 112
for demonstrating core values, 91–92
for following standards, 142
Rivers, Philip, 218
Robbins, Tony, 83
Role development, 174–178 (See also Four Stages of Role Development)
Ross School of Business, 77
Route to Results, 127–129
“Row the Boat” mantra, 79
Royal Marines, 98
Rozovsky, Julia, 71–72
Rule leadership style, 31
“Run this town” mantra, 80, 81
Safe Driving Bonus Check, 139
Safety:
as element of culture, 68
in elite vs. deficient cultures, 69, 70
emotional (psychological), 68, 71–72
encouraging a safe environment, 71–73
St. Joseph College Seminary, 202–205
St. Louis Cardinals, 133–135
St. Paul’s Cathedral (London, England), 96
Salespeople:
building fundamental skills for, 179–180
Direct Dialogue evidence for, 151–152
nonverbal communication by, 212
Sandusky, Jerry, 90
SAP, 109
Schedule, 204–205
Schmitz, Mike, 63
Schroeder, David, 110–111
Schultz, Howard, 58–59
Schwartz, David, 192–193
Seal Team Six, 98
Security, 177
Self-awareness, 36–38
Self-doubt, 71
Self-reflection, 184
Selking, Amber, 129
Servant leadership, 18–19, 217–218, 223
7 percent rule, 211–212
Shildt, Mike, 133–135
“Shiny penny” mode, 115–116
Silence, 205
Silent Messages (Mehrabian), 211–212
Sin-Muballit, 146
6-Step Disapproval Dialogue, 154–160
allowing response/rebuttal, 156–157
coaching for growth, 158
discussing action steps/consequences, 158–159
setting the stage, 154–155
sharing evidence, 155–156
talking about impact, 157
Skill issues:
coaching to overcome, 178–180
evidence of, 155–156
Skilling, Jeff, 6–7
Skookum Digital Design, 93–96
The Smartest Guys in the Room (McLean and Elkind), 6
Smiling, as behavioral standard, 125–126, 141–142
Smith, Timothy B., 73
Space X, 96
Standards for behavior, 123–144
communicating, 137–140
consistency in adherence to, 206
creating, 133–137
defining, 129–130
in Direct Dialogues, 150–151
discipline competency related to, 37
and elite culture, 80
four-step framework for conservations about, 140–142
and performance, 124–127
policy, 131–133
reiterating, when expressing disapproval, 160–161
in Route to Results, 127–129
setting, 130–132
(See also Accountability)
Stanford University, 160
Stanier, Michael Bungay, 184
Stanley, Andy, 72
Steadfastness, 206
Stein, Alan, Jr., 178–179
Stress, 5
Structure, creating, 202, 204–205
Subway, 88
Summitt, Pat, 137–138
Super Bowl LIII, 57
Support leadership style, 32
Sustained Excellence stage, 175
coaching in, 185–187
described, 177–178
feelings associated with, 178
Swinney, Dabo, 22–24
SYNNEX, 56
Taboo (board game), 142–143
Tactical team meetings, 135–137
Tate, Joanne, 84–86
Taylor, John, 7
TaylorMade, 67
Team goals, 110–115
Teaming, defined, 112
TED Talks, 210
Teresa, Mother, xvii
Termination (see firing)
3Cs of Successful Communication, 207–211
clarity in, 208–209
conciseness in, 209–210
conclusiveness in, 210–211
3x3 Praise Model, 164–166
Thrive Global, xv
Time, spending, to demonstrate care, 58
Time commitment:
disengaging from goals due to, 113–114
for forming a habit, 130
for relationship building, 60
for trust building, 52
Time limit, communication, 210
Timing, of Four Stages of Role Development, 177, 178, 186
Tone of voice, 212
Total Quality Management, 106
Toxic environments, 7–8, 14–15
Training:
in Accelerated Performance stage, 177
after Disapproval Dialogue, 159
to develop leadership skills, xvii, 38–42
in Sustained Excellence stage, 185
Training Industry Magazine, xv
Transparency, 54
Trinity Episcopal School, 84–87, 98
“Trinity Way,” 84–86
“Truly Human Leadership” (Chapman), 14
Trust building, 51–61
demonstrating character for, 53–55
and goal achievement, 108
as love competency, 36
overcoming biases for, 52–53
in relationships, 52
with Trust Compound Theory, 55–60
at United States Military Academy, 51
Trust Compound Theory, 55–60
care in, 57–59
character in, 59–60
competence in, 56–57
Truths, sharing, 58–59
Turnover (see Voluntary turnover)
Twitter, 209–210
Ultimate Leadership Academy, xv
Understanding, wisdom and, 43–44
United States Military Academy (West Point), 50–51, 59, 75
Unity:
as element of culture, 68, 73–75
in elite vs. deficient cultures, 69, 70
as love competency, 36
and sense of belonging, 73–75
University of Alabama, 23
University of Central Florida, football program, 167
University of Michigan, 75, 77
University of Minnesota, football program, 80
University of South Carolina, football program, 192
University of Tennessee, women’s basketball program, 137–138
University of Waterloo, 56
Values:
as basis for culture, 67–68
core, 90–95
and merit standards, 132
in purpose trifecta, 89
Valuing employees, 12–13
Van Kannel, Theophilus, 216
Vanderbilt University, football program, 90
Verbal communication:
body language and voice in, 211–212
clear, 208–209
concise, 210
Vice president of accounting, PAG for, 116–117
Vice president of sales, PAG for, 116
Villanova University, basketball program, 221
Violations of standards, 146–150 (See also Failing to meet standards)
Vision:
demonstrating, 95–97
as discipline competency, 37
goal achievement and, 108
in purpose trifecta, 89
Voluntary turnover:
and culture, 70
due to toxic environment, 7–8, 15
reducing, 190
Vulnerability:
in conversations about standards, 140, 141
demonstrating caring with, 58–59
as love competency, 36
in tactical team meetings, 136
Weiden, Todd, 80
Weist, Maria, 53–54
West Point (United States Military Academy), 50–51, 59, 75
Western Michigan University, football program, 79–80
What moves the needle (WMN) method, 118–119
Whitmore, John, 171
Will issues, 155–156
Willink, Jocko, xiv
WMN (what moves the needle) method, 118–119
Wren, Christopher, 96
Wright, Jay, 221
Written communication:
clear, 208
concise, 209–210
instilling sense of unity with, 75
and nonverbal communication, 211–212
X Hot three-wood, 66
Yale University, 160
Yapp, Roderic, 98