INDEX
A
Abilities, gaining clarity on, 14. See also Strengths and weaknesses
Accepting phase, 173
Accessibility, importance of, 74
Accountability: to doing what is right, 170, 181; of great teams, 147; greater, corporate values leading to, 86–87; maintaining friendships and, 66
Acquisitions, uncertainty over, reducing, importance of, 175–176
Acronyms, not relying on, 125
Action plan: disconnect between execution and the, 112; understanding the, importance of, 115. See also Clear direction setting; Strategic process
Actions: based on incomplete information, 162–163; disconnect between, and stated priorities, 21–22; impact of, awareness of the, on the world, 191; putting values into, overview of, 7–8; as showcases for what organizations stand for, 170. See also specific actions
Activity and productivity: ability to discern between, 20; confusing, 5
Africa, malaria and HIV/AIDS in, 186
African farmers, organization helping, 8–9, 190
Alignment: with goals, using self-reflection for, 20; with values, in decision making, 32
Ambition: to do the best job and what's right, 61–62, 100; raw, effect of, 62–63, 99, 101, 102
Analysis paralysis, avoiding, 32
Anger, minimizing, 178
Answers, knowing the right, shift from, 163–164
Anxiety: dealing with, 171, 172; over making presentations, addressing, 56–57
Apologizing, in a crisis, 179–180
Asian culture, relating to, 135
Assessment, personal, as key to self-reflection, 22
Assumptions: about being right, 20; effective communication means never making, 126–128
Awareness: of context, in socially responsible leadership, 186; of the impact of your actions on the world, 191; maintaining, and staying alert for the 3C's, 171; of strengths and weaknesses, 6
B
“Back briefing,” 127
Balance: benefits of, 27–28, 41, 76; in career development, 102–103; and clear direction setting, 113, 118; and courageous leadership, 171; and doing the right thing versus being right, 28–32; and effective communication, 126; in execution and implementation, 152, 161, 165, 166; and genuine humility, 60, 64, 72–73; of “helpers,” 96; in how you spend your weekly time, 37–40; importance of, 36; interconnectedness of, with other principles, 4–5, 58; lasting impact of, 191; for a leader's own development, 109; and leading with values, 82, 86, 89, 93; living a life of, 17, 34–37, 40–41, 75–76; for motivation and team engagement, 139; overview of, 5; and priority setting, 40; and self-reflection, 27–28, 29, 33, 37, 40, 41; between short-term plans and long-term objectives, 32–34; and socially responsible leadership, 186; striking a, with other's career development, 98–99; striving for, satisfaction from, 40–41; between stubbornness and openness, 165; and talent management, 96; and true self-confidence, 44, 45–46, 49, 50, 52, 53, 54, 55
Balanced life. See Life balance
Baxter International: balance at, 29–30, 33; board memberships while at, 2; commencement speaker at, 191; communication at, 127–128; described, 1, 3; explicit decision making at, 15–16; expression used at, about allowing time for results, 165; facing a crisis at, 178–180; genuine humility at, 66–68, 69–70; having a clear and elevating goal at, 145, 146; identifying values that mattered at, 85–89; lapse in self-reflection after leaving, 21–22; looking for the right people at, 103–104; motivation and team engagement at, 140–141; peace of mind during time at, 8; people process at, 158; people valued at, 100; priority setting at, 18, 19, 187; relating to others at, 133–134, 135–136; reports at, eliminating unnecessary, 161–162; represented at the World Economic Forum, 184–186; resigning from, 54; role model for life balance at, 40–41; seeking feedback at, 119–120; seeking input at, 30–31; silos at, 137; “slating process” at, 107; socially responsible leadership at, 187–188; strategic process at, 157
Behavioral expectations, setting, role of values in, 80
Bell curve of life events, 55
Boards, joining, 190
Body language, 119
Bragging, 46
Breadth and depth, looking for, 100–104
Broader perspective. See Global perspective
Bucket list. See “Life Bucket”
Budgeting process and operating plans. See Operations process
Buzzwords, not relying on, 125
C
Career, and the “life bucket,” 37, 38
Career development: micromanaging, avoiding, 98–100; as a partnership, 98–99; self-reflection for, 99, 102–103, 108–109
Career goals, values-based and humble, 61–62
Caremark, 163
Caring environment, importance of a, 146
Carnegie, A., 93
Carnegie, D., 130
Center for Public Leadership, 3
Challenges: leadership defined by, 170; unexpected, expecting, 170–172. See also Change; Controversy; Crisis
Change: avoiding, 172, 173; catalyst for, 174; courage to lead through, 172–176; in direction, ability to make a, 32, 165–166; empowering others to lead, 150; equation involving, 175; expecting, 170–172; leaders defined by how they handle, 170; as the only constant, 172; reaction to, self-reflecting on, 172–174. See also Courageous leadership
Changes, lasting, making. See Socially responsible leadership
Clear direction setting: and balance, 113, 118; benefits of, 123; communicating clearly and broadly for, 114–117; as critical, 111; and the cubicle experience, 115; with feedback, 117–120, 121; keeping things simple for, 113–114; lack of, problem with, 112; need for, at every level, 111–112; needing the right people for, 97; and self-reflection, 113; as a team approach, 118, 119, 120, 121, 122; at the top, 120–123
Code of ethics, strong, having a, 91–92
Collaboration, discussions framed as, 147
Comfortableness, with yourself, importance of, 83, 85
Communication: for clear direction setting, 114–117; of corporate values, impact of, example of, 87–88; to counter skepticism, 118–119; cross-cultural, 134–135; of the direction, 112; and false self-confidence, 47; frequency of, 128–130; importance of, 125; key components of, 130–132; lessons learned about, from the cubicle experience, 71–72; precise, importance of, 127–128; that is disrespectful, 132; that leads to uncertainty, issue with, 175, 177; of values, importance of, 80, 91–92. See also Effective communication; Feedback
Competency, greater, developing, 55–57, 58
Competitive advantage: of a particular team, addressing, 111–112; values generating a, 90
Compliments and praise, genuine humility as more than dealing with, 60–62, 68
Confidence building, 55–57. See also True self-confidence
Congressional testimony, 188–189
Consistency: and balance, 40; lack of, in organizations, reason for, 112; in leading with values, 83, 85, 92, 93; maintaining, 171
Continuous development, 97, 104, 105
Continuous management processes, 156–157
Controversy: courage to lead through, 176–178, 181; expecting, 170–172; leaders defined by how they handle, 170. See also Courageous leadership
Corporate values, leading with, that really matter, example of, 85–89. See also Values; Values-based organizations
Courage: defined, 180; to speak up, having the, 44–45, 48–51, 52, 53
Courageous leadership: and balance, 171; benefits of, 182; essence of, 180–181; and expecting the unexpected, 170–172; in facing a crisis, 178–180; and genuine humility, 171; need for, 169, 170; overview of, 7; and self-reflection, 169, 171, 172–174; that deals with change, 172–176; and true self-confidence, 171; when controversy arises, 176–178
Creativity, stifled, 80
Credibility: and balance, 40; and effective communication, 130; maintaining, 171; organizations losing, 81
Credible decision making, 20
Crisis: communication during a, 128–129; courage to lead through, 178–180, 181; emotional responses to, 178, 181; expecting a, 170–172; leaders defined by how they handle a, 170; peace of mind during a, 8. See also Courageous leadership
Crisis, financial, recent: ethical breach in the, 3, 91; one factor leading to, 80
Cross-cultural communication, 134–135
Cubicle experience: appreciating the, 59; maintaining relationships from the, 65–66, 73; philosophy adopted during the, 4; relating to the, 134; remembering the, 6, 39, 70–74, 115, 166, 175–176
Curiosity, intellectual, importance of, 101
Cynicism, development of, 80, 92
D
Decision making: credible, 20; enhanced, 15; gaining confidence in, 28; with incomplete information, 32, 162–163; informed, using measurement for, 162, 163; with soliciting input from everyone, 29–30, 30–32, 122–123, 147; trust in a leader's, 147–148; urgency in, 32, 162
Delegation: balancing involvement with, 152, 154–155; and talent management, 97–98, 108
Democracy, leadership as not a, 31
Depth and breadth, looking for, 100–104
Developing others, focusing on, value of, 64. See also Talent management and leadership development
Dialogues versus monologues, 118
Digital divide, 183
Diplomatic efforts, improving, 185
Direction, change in, ability to make a, 165–166
Direction setting: remaining engaged following, 165; timing of, 95. See also Clear direction setting
Discipline: and balance, 29, 40; of daily self-reflection, 25; discernment requiring, 20; lifelong, 5; maintaining, 155, 171
Discussions, for team motivation and engagement, 147, 148–150. See also Communication
Distrust: of big business, 179; development of, 80, 92
Doing right versus being right, 28–32, 50
Doing the right thing and doing your best, commitment to, 4, 8, 54, 61, 64, 100, 171, 172, 178–180, 180–181
E
Effective communication: defining, 125; factors undermining, 125–126; and genuine humility, 126, 132; in good times and more often in bad times, 128–130, 176, 177–178; means never making assumptions, 126–128; and the power of stories, 136–138; relating to others for, 130, 132, 133–136, 137, 138; self-reflection for, 126, 131–132; time investment in, return on the, 126; and true self-confidence, 126, 131; understanding the key components of communication for, 130–132. See also Communication
Egoism, 44, 47, 49, 50, 61, 62, 96
Einstein, A., 113
E-mail replies, respectful, 132
Emerson Electric, 119
Empowerment, 45, 46, 48, 53, 56, 80, 98, 104, 116, 117, 118, 123, 140, 150
Environmental problems, 183
Epiphany moment, 22
Escalating issues, to senior leaders, 45, 51–53
Ethical breaches: higher risk of, 7; recent, effects of, 3, 91
Ethical code, strong, having a, 91–92
Ethical compass, 117
Execution and implementation: and the ability to change course, 165–166; and balance, 152, 161, 165, 166; determining your leadership style for, 154–155; disconnect between the plan and, 112; and genuine humility, 166; gone awry, reasons for, 151–152; and knowing the right questions to ask, 163–164; leading versus managing, issue of, addressing the, 152–154; needing the right people for, 97; point of, processes involved at the, 155–163; responsibility for, 154; and self-reflection, 151, 155, 166; and true self-confidence, 166
Executive Task Force on the Uninsured, 188
Expectations: behavioral, setting, role of values in, 80; setting, for motivation and team engagement, 147; understanding, 107
Expertise, depth and breadth of, looking for, 100–104
Explicit decision making, 15–16, 17
External candidates, 105
Extrinsic rewards, 90
F
Face-to-face communication, striving for, 129
Facial expressions, 119
Facts, focusing on, 147
Failure, learning from, 174
Fairness and equity, establishing, 147–148
False humility, 60
Family, and the “life bucket,” 37, 38, 39
Fast Company magazine, 179–180
Faulty decisions, addressing, 32
Fear: antidote to, 180; of being fired, 174; of making presentations, 56; minimizing, 178; of what others think, 83, 84
Feast of Our Lady of Guadalupe holiday, 135–136
Feedback: asking for, as leader, from your boss, 108; clear direction setting with, 117–120, 121; continuous, 106–107; for effective communication, 131; honest, 105, 106, 107; and openness, 73, 82, 105, 106, 107, 118, 143; on process improvement, 115, 117; on senior leaders, receiving, 158; welcoming, 117, 119; withholding of, 80. See also Communication
Fiduciary responsibility, violations of, effect of, 7
Financial crisis, recent: ethical breach in the, 3, 91; one factor leading to the, 80
Fire drills, avoiding, 71
Fired, being: fear of, 174; and genuine humility, 68–69; leaving before, role of feedback in, 107; and maintaining accountability and friendships, 66; risk of, willingness to accept the, 44, 49, 51, 52, 53, 54
Flawed thinking, 20
Flexibility, and balance, 40, 41
Focus: and balance, 40; on gaining respect, 83; of genuine humility, 63–64; maintaining, 155, 171; of raw ambition, 62
Followers, attracting, 133–136
Food drives, 189
Friendships, maintaining accountability and, 66
Fun, having, 37, 38, 39, 40, 61–62, 74, 100, 135, 136
G
Gandhi, M., 184
GE Medical, 191
General Electric (GE), 191
Genuine humility: and balance, 60, 64, 72–73; benefits of, 60, 76; and courageous leadership, 171; and effective communication, 126, 132; example of, 59; in execution and implementation, 166; interconnectedness of, with other principles, 4–5, 58; of knowing you are not your job, 66–70; lasting impact of, 191; for a leader's own development, 109; and leading with values, 82, 86; as more than brushing off compliments and praise, 60–62, 68; for motivation and team engagement, 62, 64, 75, 140; overview of, 6; and raw ambition, 62–63; as recognizing the value of everyone, 74–76; and remembering the cubicle experience, 70–74; and self-reflection, 60, 64; source of, 60; and talent management, 96; and true self-confidence, 54, 60, 61, 64, 65; and the value of focusing on those around you, 63–64; when you are promoted, 65–66, 67–68, 69
Global perspective: courage to maintain a, 181; developing a, among team members, 101, 102, 103, 104, 107, 108, 147; and knowing when to make a change, 165; looking for people with a, 100–104; needing a, for setting direction at the top, 120, 121, 122; for social responsibility, 170, 185, 186; transformation to a, 148–150
Goals: alignment of, using self-reflection for, 20, 22; having clear and elevating, 145–148
Gospel of Luke, 184
Graham, W., 88
Ground rules, setting, 147, 148
Grounded, remaining, 152
H
Hammonds, K. H., 180n
Harari, O., 163n
“Harry Kraemer's Moment of Truth” (Hammonds), 179–180
Harvard University, 3
Health, and the “life bucket,” 37, 38
Health care philanthropy, 187
Healthcare Leadership Council, task force of the, 188
Helpful environment, importance of a, 146
Hiring freezes, 134
Holistic, global perspective. See Global perspective
Holistic understanding, providing, 115–116, 117
Honesty: in assessments for priority setting, 19; and balance, 39; in communication, 105, 130; culture of, 105; in feedback, 105, 106, 107; and genuine humility, 68; maintaining, with self-reflection, 26; for motivation and team engagement, 146, 147; of the organization, 109; and self-reflection, 26
Human resources department: delegating the people process to the, issue with, 97–98; involving the, as a resource, 97, 158
Humility, genuine. See Genuine humility
Ideas: encouraging, way of, 117, 150; generating and developing, 157
Identity separation, importance of, 68–69
Illegal and legal, line between, 91
Immelt, J., 191
Implementation. See Execution and implementation
Implicit decision making, 15
Improvement: continuous, 6, 45; process, feedback needed for, 115, 117
Incentives: power of, newsletter column illuminating the, 137; types of, 142
Incomplete information, making decisions with, 32, 162–163
Infant mortality, 183
Influencing ability, 144
Information overload, reducing, 161–162
Intellectual curiosity, importance of, 101
Intentions, good, that go awry, 186, 192
Intrinsic rewards, 90
Invitations, accepting, from the cubicle team, 65, 73
Involvement, balancing, with delegation, 152, 154–155
Issues, focusing on, versus personalities, 147
J
Jacobs, D., 1
Jain, D., 1
Jansen, T., 24
Japanese culture, relating to, 134–135, 136
Jesuits, 23
Job candidates: “slating process” for, 107; types of, 105
John F. Kennedy School of Government, 3
Journaling, 23
Journey: leadership, 8, 9; lifelong, 45, 191
K
Kellogg School of Management, 1, 2, 8, 15, 17, 21, 22, 37, 40, 61, 71, 125, 127, 133, 153, 190, 191
L
Lawrence University of Wisconsin, 2, 21, 22, 157
Layoffs, 54, 68–69, 134, 177–178
Leaders: big myth about, 29; confidence in, level of, 3–4; job of, as twofold, 154; political, scandals of, 3; remaining disciplined and focused, 155; role of, to seek input not consensus, 31; self-reflective, 25–26; strongest, 6. See also Values-based leaders
Leadership: as a 24/7 experience, 75–76; connection between self-reflection and, 14–18; continuous improvement of, path to, 6; critical component of, 126; defined by challenges, 170; defining, 2; degree of, based on response to change, 173–174; fundamental principles of, commitment to, need for, 3; meaning of, 9; as not a democracy, 31; as a reflection of values, 2; showcasing, 62; that emulates others, issue with, 14–15; turnover of, 69. See also Courageous leadership; Socially responsible leadership; Values-based leadership
Leadership development. See Talent management and leadership development
Leadership Secrets of Colin Powell, The (Harari), 163n
Leading and managing, doing both, effectiveness of, 153–154, 164
Leading versus managing, issue with, 152–154
Leading with values: and balance, 82, 86, 89, 93; benefits of, 93–94; by defining your values, 82–85; and genuine humility, 82, 86; and how that generates shareholder value, 89–90; importance of, and need for, 79–82; self-reflection and, 82, 83, 85–86, 89; by setting a good example, 93; that really matter, 85–89; and true self-confidence, 82; and what is right versus what is legal, 90–92
Learning: from failure, 174; openness to, 45; from teaching, 1
Legal and illegal, line between, 91
Life balance: choosing and modeling, 34–37; maintaining, along with the principles of values-based leadership, 75–76; responsiveness to, 88; resulting in a satisfying life, 40–41; self-reflection for, 17
“Life bucket”: described, 37–38; empty, 38–39; grid of a, 38; making it into the, 190
Lifelong discipline, 5
Liked, being, connection between respect and, 83
Lincoln, A., 14
Listening: commitment to, example of, 32; on a deeper level, 23; importance of, 28, 30, 84, 118, 119, 130–131, 136; lack of, result of, 30. See also Communication
Literacy, 183
Long-term objectives, balancing short-term plans and, 32–34
Loyalty: building, 89, 143; customer, 90; earned, example of, 52; increasing, during times of change, 176
Luke, Gospel of, 184
M
Madison Dearborn Partners, 1–2, 20, 40, 100
Management processes, required, for execution, 156–163
Managing and leading, doing both, effectiveness of, 153–154, 164
Managing, leading versus, issue with, 152–154
Mann, M., 127
Meaning and purpose, need for, 116
Measurement process: excessiveness in the, issue of, 165; required, for execution, 160–163; working in tandem with other processes, 156
Measuring weekly time spent, 37–38
Medtronic Inc., 180
Mexican culture, relating to, 135–136
Micromanagement: avoiding, of career development, 98–100; guarding against, 152, 155; as time consuming, 98
Midcourse corrections, 32, 165
Miscommunication, catching, 127
Mission statements, issue with some, 80, 92
Monologues versus dialogues, 118
Motivation and team engagement: and balance, 139; benefits of, 150; challenge of, 140–141; a clear and elevating goal essential to, 145–148; and genuine humility, 62, 64, 75, 140; from having a clear direction, 116, 117, 123; overview of, and principles guiding, 139–141; from putting people first, 109; and relating to others, 141, 142–143; and self-reflection, 139; transformation in the process of, 148–150; and true self-confidence, 139–140; trust as essential to, 141–145
Multiple perspectives, balancing. See Balance
Multitasking, issue with, 5, 22, 97
Myth, big, about leaders, 29
N
NASA, 145
National Leadership Index 2010, 3
National Study of Confidence in Leadership, A (Center for Public Leadership), 3
New York Stock Exchange, 3
New York Times, 177
Newsletters, personalized, use of, 136–137
Nonprofit sector, strategic process in the, 157
NorthShore University HealthSystem, 2
Northwestern University, 1, 15. See also Kellogg School of Management
O
Objectivity, in relationships, issue of, 66
“On the Home Front” newsletter column, 137, 138
Openness: balancing stubbornness with, 165; in communication, 71–72, 105, 125, 130; creating and maintaining, 73–74; culture of, 105; in feedback, 73, 82, 105, 106, 107, 118, 143; and genuine humility, 60, 68; to learning, 45; for motivation and team engagement, 146, 147, 150; of the organization, 109. See also Effective communication
Operating budgets, 159
Operations process: required, for execution, 158–160; working in tandem with other processes, 156, 160
Optimism, defining, 57
Organizational credibility, 81
Organizational culture: and speaking up, 48–49; that allows learning from failure, 174; values defining the, 7, 91
Organizational goals, alignment with, using self-reflection for, 20
Overwhelmed feeling, a way out from the, 97–98
Ownership: lack of, result of, 81; of the people process, 97–98, 108, 157; and setting a clear direction, 116; taking, and leading with values, 82; and true self-confidence, 49, 53
P
Panic, avoiding, 129, 171, 172
Partnership, career development as a, 98–99
Passion, as requisite, 139
Peck, M. S., 55
People, dividing, into two groups, 84–85
People process: required for execution, 157–158; taking ownership of the, 97–98, 108, 157; working in tandem with other processes, 156, 158, 160
Performance appraisals, with measures based on values, 88
Performance review forms, issue with, 97, 104, 105
Personal assessment, as key to self-reflection, 22
Personal goals, alignment with, using self-reflection for, 22
Personalities, focusing on issues versus, 147
Perspective, global. See Global perspective
Perspectives and opinions, gathering. See Feedback; Listening
Perspectives, balancing. See Balance
Philanthropy, and shareholder value, 89–90. See also Socially responsible leadership
Piccolo, L., 163
Pillsbury, former senior executive at, 84–85
Political leaders, scandals of, 3
Posturing, 46
Poverty, 183
Powell, C., 163
Power sharing, negative view of, 122
Praise and compliments, genuine humility as more than dealing with, 60–62, 68
Preparation: and expecting the unexpected, 170–172; importance of, 57
Presentations: anxiety over, addressing the, 56–57; making, fear of, 56
Priorities: early in your career, making social responsibility one of the, 190; putting people at the top of, 97; stated, disconnect between actions and, 21–22. See also Life balance; “Life bucket”
Priority setting: and balance, 40; and self-reflection, 13, 14, 15, 17, 18–21; and socially responsible leadership, 187
Process improvement, feedback needed for, 115, 117
Productivity and activity: ability to discern between, 20; confusing, 5
Promotion: filling vacancies due to, 105; and genuine humility, 65–66, 67–68, 69; seeking, through raw ambition, 62, 63
Public speaking, anxiety over, addressing the, 56–57
Public trust, betrayal of, effect of, 3
Purpose and meaning, need for, 116
Q
Questions, asking the right, shift to, 163–164
R
R& D investment, balance in, issue of, 33–34
Rapport, creating and maintaining, 73–74
Raw ambition, effect of, 62–63, 99, 101, 102
Reactive phase, 173
Reagan, R., 14
Reality, perception of, 29
Recognition: external, 88–89; importance of, 142
Recreation, and the “life bucket,” 37, 38
Recruitment, improving, 89
Reflection. See Self-reflection
Relating to others, importance of, 130, 132, 133–136, 137, 138, 141, 142–143
Relationships: limited, 80, 81–82; maintaining, with the cubicle team, 65–66, 73
Reports, dealing with, 161–162
Resignation: choosing, before being fired, 107; forced, example of, 54; and genuine humility, 68–69
Respect: in communication, 132, 134–135; demonstrating, 4, 6; earned, example of, 52; in feedback, 105–106; gaining, focusing on, 83; leading with, as a corporate value, 86, 87, 88; for motivation and team engagement, 143, 146, 147; and support from others, 63. See also Genuine humility
Responsibility: for execution and implementation, 154; fiduciary, violation of, effect of, 7; for setting an example of a balanced life, 35; social, and the “life bucket,” 37, 38, 190; to speak up, 48, 53; for the strategy, 154. See also Socially responsible leadership
Responsiveness: to doing what is right, 181; leading with, as a corporate value, 86, 87, 88
Results: achieving, impact of having a clear direction on, 117; allowing time for, before changing course, 165–166; leading with, as a corporate value, 86, 87, 88–89
Retention, increased, 89
Retreats, silent, attending, 23–24
Return on investment: in communication, 125–126; in talent management, 97–98
Rewards: intrinsic and extrinsic, 90; monetary, 142; other types of, 142–143
Risk: of being fired, willingness to accept the, 44, 49, 51, 52, 53, 54; calculated, being comfortable with taking a, 174–175
Risk averse, being, reasons for, 174
Road Less Traveled, The (Peck), 55
Role model: of a balanced life, 35; for leading with values, 93; for life balance, 40–41
Rule breakers, 92
S
Sadness, feeling, 178
Santa suit experience, 133, 136
Scandals: corporate, 91, 179; involving political leaders, 3
Self-awareness: increased, 82; striving for, 5. See also Self-reflection
Self-confidence, true. See True self-confidence
Self-fulfilling prophecies, 56, 64
Self-identity, separating, from work identity, 68–69
Self-improvement, continuous, committed to, 45
Self-knowledge, importance of, 53, 56, 60
Self-reflection: and balance, 27–28, 29, 33, 37, 40, 41; benefits of, 13–14, 26, 76; for career development, 99, 102–103, 108–109; for clear direction setting, 113; connection between, and leadership, 14–18; as a continuous process, 191; and courageous leadership, 169, 171, 172–174; for effective communication, 126, 131–132; in execution and implementation, 151, 155, 166; and genuine humility, 60, 64; of “helpers,” 96; importance of, 26; interconnectedness of, with other principles, 4–5, 26, 58; lack of, result of, 21–22; lasting impact of, 191; for a leader's own development, 108–109; and leading with values, 82, 83, 85–86, 89; making time for, 23–24, 25; on managing and leading, 153–154; for motivation and team engagement, 139; overview of, 5; and priority setting, 13, 14, 15, 17, 18–21; and socially responsible leadership, 183–184, 186; and talent management, 96, 108–109; and true self-confidence, 44, 45, 49–50, 52, 53, 54, 55; understanding, 23–25
Self-reflective leaders, 25–26
Senior level: assessing people at the, involving human resources in, 158; clear direction setting at the, 120–123; escalating issues to the, true self-confidence for, 45, 51–53; time demands at the, 189
Shareholder value, generating, 7, 8, 87, 89–90, 169, 170
Short-term plans, balancing long-term objectives and, 32–34
Sidebar discussions, issue with, 146–147, 148
Significance, shifting focus to, from success, 7, 169–170, 184. See also Courageous leadership; Socially responsible leadership
Silent retreats, attending, 23–24
Silos, 101, 120, 122, 137, 147
Simplicity, aiming for, as an efficient approach, 113–114
Singapore culture, relating to, 135
Skepticism, encountering, 118
“Slating process” and issues, 107
Social ills, 183
Social responsibility, and the “life bucket,” 37, 38, 190
Socially responsible leadership: and balance, 186; broadening your horizons to include, 183–184; and determining where you can make a real difference, 187–188; lasting impact of, 191; from on the mountaintop, realizing the call to, 183–184, 184–186; overview of, 7–8; and realizing limitations, 187; and self-reflection, 183–184, 186; sincerity and genuineness in, 188–189; starting, as soon as one can, 189–190; taking a global perspective for, 186
Socially responsible organizations, 90, 170
Societal issues, 183
Speaking up: having the courage for, 44–45, 48–51, 52, 53; lack of, result of, 47–48, 80, 96; making the environment safe for, 119; by team members, 73, 82, 117
Speed, importance of, 162
Spirituality, and the “life bucket,” 37, 38
Status quo, accepting the, problem with, 98, 171
Stay the course, knowing when to, or make a change, 32, 165–166
Strategic plan versus process, 156
Strategic process: getting stuck in the, 159–160; required, for execution, 156–157; working in tandem with other processes, 156, 158, 160
Strategy: dissemination of the, failure in, 112; responsibility for the, 154; understanding the, importance of, 115. See also Clear direction setting
Strengths and weaknesses: awareness of, 6; gaining clarity on, 14, 19; identifying, and true self-confidence, 45, 46, 55, 57–58; knowing, for development, 109; sharing, being comfortable with, 48
Stress, dealing with, 171, 172
Stubbornness, balancing, with openness, 165
Success, shifting focus from, to significance, 7, 169–170, 184. See also Courageous leadership; Socially responsible leadership
Successful stretch, being lulled into complacency by a, avoiding, 171
T
Talent management and leadership development: and balance, 96; benefits of, 109; continuous, 97, 104, 105; entrenched problem affecting, 98; explicit decision making regarding, example of, 15–16; focusing on, prior to direction setting, 95–97; and genuine humility, 96; including yourself in the organization's overall, 108–109; and knowing what to look for in team members, 100–104; process of, 104–107; purpose of, 104; and self-reflection, 96, 108–109; taking ownership of, 97–98, 157; and true self-confidence, 96; without micromanaging career development, 98–100
Talent pool, increasing the, 158
Talent selection: premature, 107; timing of, 95
Teaching leadership classes, as a learning experience, 1
Team engagement. See Motivation and team engagement
Team players, best, qualities of, 141–142
Teamwork, essence of, 143, 147
Termination, likeliness of, 68–69. See also Downsizing; Fired, being; Layoffs; Resignation
3C's: defined, 170; expecting the, 170–172; handling the, requirement for, 180. See also Change; Controversy; Crisis
Three-column exercise, 99, 108
Time investment, return on the: in communication, 125–126; in talent management, 97–98
Time spent, weekly, measuring, 37–38
Toastmasters, 130
Tolerant phase, 173
Transparency: in communication, 71–72, 105; of the organization, 109
True self-confidence: and balance, 44, 45–46, 49, 50, 52, 53, 54, 55; benefits of, 45, 46, 58, 76; and courageous leadership, 171; developing, 55–57; and effective communication, 126, 131; and escalating issues to senior leaders, 45, 51–53; example of, 43–45; in execution and implementation, 166; in facing setbacks, 53–55; and genuine humility, 54, 60, 61, 64, 65; as having the courage to speak up, 48–51; of “helpers,” 96; and identifying your strengths and weaknesses, 45, 55, 57–58; interconnectedness of, with other principles, 4–5, 58; lack of, result of, 46–48, 122; lasting impact of, 191; for a leader's own development, 109; and leading with values, 82; for motivation and team engagement, 139–140; overview of, 6; and self-reflection, 44, 45, 49–50, 52, 53, 54, 55; and talent management, 96; understanding, 45–46
True self, straying from one's, reasons for, 83–84
Trust: environment of, importance of, 146; and feedback, 106; as the foundation of the team, 141–145; increasing, during times of change, 176; in a leader's decision making, 147–148; public, betrayal of, effect of, 3
Trustworthiness, and effective communication, 130, 136
Tuberculosis, 185
Turnover: decline in, 88; filling vacancies due to, 105; leadership, rate of, 69
24/7 experience, leadership as a, 75–76
Type-A personality, 24
U
Uncertainty, reducing the amount of, as a priority, 175, 176, 177
Unfairness mantra, issue with the, 55
Uninsured, the, addressing the, 188–189
Urgency, in decision making, 32, 162
V
Vacancies, filling, 105
Values: in action, 7–8; communicating, importance of, 80; corporate, leading with, that really matter, 85–89; defining your, 82–85; giving lip service to, 80, 81, 92; interdependent, leading with, example of, 87–88; leadership as a reflection of, 2; living, on a 24/7 basis, 80–81; nature of, 80–81; and overuse of the term, 80; seeking alignment with, in decision making, 32; that are not clearly communicated or absent, effect of, 80, 81–82; that really matter, leading with, 85–89; understanding the, of leaders, importance of, 79–80. See also Leading with values
Values statements, issue with some, 80, 92
Values-based leaders: broader calling as, 184; defining and describing, 2–3; reach as, 191. See also specific attributes and characteristics
Values-based leadership: in action, example of, 8–9; applicability of, 8; benefits of, 2; as a lifelong journey, 191; need for, 3–4; philosophy and objective of, 4. See also specific roles and responsibilities
Values-based leadership principles: integrating, benefits of, 76; overview of, 4–6; returning to the, as your guide, 192; staying focused on the, benefit of, 172; valuing people grounded in, 100. See also Balance; Genuine humility; Self-reflection; True self-confidence
Values-based organizational leadership: broader context of, 7–8, 169–170, 181; moving from establishing a values-based organization to, 166. See also Courageous leadership; Socially responsible leadership
Values-based organizations: building, sequence to, 111; defining, 7; foundational elements of, 7, 166; the importance of people to, 95, 109; moving from establishing, to leading world-class organizations, 166; that set an example, 170. See also Clear direction setting; Effective communication; Execution and implementation; Leading with values; Motivation and team engagement; Talent management and leadership development
Valuing everyone, importance of, 73, 74–76
Vertical trajectory perspective, 101, 102
“Visionary” role, claiming the, issue with the attitude involved in, 152
Volunteering, 84, 185, 189, 190
W
Wake-up call, 185
Wall Street Journal, 177
Weekend trap, 39
Welch, J., 14
Win-win outcomes versus win-lose, 147
Work identity, separating self-identity from, 68–69
Working Mother, 88
World Economic Forum, Davos, Switzerland (1999), 184–186
Worry, dealing with, 8, 171, 172
Wrong person in the job, having the, and how to know, 164
Y