Index

accepters, in high-intensity workplaces, 51–52, 57

achievement, 92–94

activities, vs. goals, 45–46

agenda setters, 169, 174, 176

agenda setting, 3–4

alignment, of team, 28–29

analysts, 168, 169–170

approachability, 105

architect, vs. bricklayer, 168, 172–174

assessment, of current team, 20–26

authenticity

adaptive approach to, 103

leadership struggle with, 102–106

multicultural environments and, 111

paradox, 101–113

playful frame of mind and, 108–112

training, 107

authority

vs. approachability, 105

of managers, 4, 7–12

persuasion and, 62, 65, 72–75

predispositions toward, 124–126

undermining of, 43–44

autonomy, 7, 58–59

Best Buy, 50

big-picture thinking, 39, 44–46, 81

biological impulses, 89–90

boss(es)

becoming the, 1–18

compatible work style with, 118, 122–123, 127–128

decision making style of, 127–128

getting help from, by new managers, 16–18, 38, 40–42

information flow with, 129–130

managing your, 115–131

mutual dependence and, 119–120, 124

mutual expectations and, 128–129

relationship with, 119–120, 123–131

self-understanding and, 123–126

understanding the, 120–123

use of time and resources of, 118, 130–131

See also leaders; superiors

boss-imposed time, 151, 156

bricklayer, vs. architect, 168, 172–174

candor, 101

career advancement, 106

chameleons, 104, 110

change, initiation of, 14–16

change management, 174

character, 10

coaching, 5, 35–36, 44, 96, 142–143

cognitive skills, 81

comfort zone, 102, 166–167

command and control, 158–159

communication

between boss and new managers, 40–42

cross-cultural, 96

competence, 10–11, 22, 36

competency models, 80–81

confidence, 38–39, 42–44

connectivity, 103

consistency, 65, 69–72

constructive feedback, 39, 46–48

control

of direct reports, 4, 12–13

See also command and control

counterdependent behavior, 124–126

credibility, 10, 11, 13, 101

cross-cultural dialogue, 96

cross-functional projects, 172

decision making style, 127–128

delegation, 36–40, 147, 158–159, 174

dependability, 118, 130

difficult conversations, 47–48

diplomat, vs. warrior, 169, 176–177

direct reports. See employees; subordinates

discretionary time, 151–152, 156–157

diverse role models, 109–110

drop-by meetings, 42

Drucker, Peter, 127

emergencies, responding to, 44–45

emotional intelligence, 79–99

components of, 81, 82–84

empathy and, 81, 83, 84, 86–87, 94–97

evaluating, 80–81, 85

learning, 86–87

motivation and, 81, 82, 84, 92–94

performance and, 85

self-awareness and, 81, 82, 84, 85, 88–89

self-regulation and, 81, 82, 84, 89–92

social skill and, 81, 83, 84, 97–99

strengthening your, 83

emotional messages, 105–106

emotions, 89–90

empathy, 81, 83, 84, 86–87, 94–97

employees

empowerment of, 158–159

as ideal workers, 49–59

minimizing time-based rewards for, 58–59

personal lives of, 49–50, 52, 56–59

problems brought by, 151–163

skill development in, 154

See also subordinates

empowerment, 158–159

energy, 22

enterprise leadership, 165–179

ethics, 77–78

exclusive information, 65, 76

experimentation, 109

expertise, 73–74, 77

expert opinions, 72–73

external stakeholders, 172

feedback

constructive, 39, 46–48

negative, 106, 108

focus, 23

friendliness, 97

functional leaders, 169

generalists, 166–169

gift giving, 67

globalization, 96

goals

vs. activities, 45–46

of boss, 121–122

performance, 110–111

Goffman, Erving, 52–53

group dynamics, 32

high-intensity workplaces

acceptance strategy for, 51–52, 57

managing, 49–59

passing strategy for, 52–54, 57

revealing strategy for, 54–55, 57

high self-monitors, 104, 110

honesty, 118, 130

humor, 88

ideal workers, 49–59

ideas, selling your, 105–106

influence

horizontal, 68–69

of managers, 11–12, 13

information

exclusive, 65, 76

flow of, between boss and subordinates, 118, 129–130

preferred method for receiving, 127

integration, of team, 31–32

integrator, 168, 169–170

integrity, 92

interdependencies, 8–9, 13, 29–30

international assignments, 172

introspection, 108

judgment, 23

just-in-time coaching, 44

leaders

authenticity and, 101–113

emotional intelligence of, 79–99

functional, 169

learning to be, 6

managers becoming, 165–179

networking by, 133–149

leadership

enterprise, 165–179

styles, 104–105

team, 19–33

learning, 110–111

learning meetings, 30

left-brain thinking, 178

level shifting, 171

life stories, 112

liking principle, 62–66

limbic system, 86

loss language, 75–76

low self-monitors, 104–105, 106, 110

lunch meetings, 41–42

management responsibilities, adjusting to, 1

management time, 151–163

boss-imposed, 151, 156

self-imposed, 151–163

system-imposed, 151, 156

managers

authority of, 4, 7–12

becoming leaders, 165–179

challenges for, 1–6

as change agents, 14–16

in high-intensity workplaces, 49–59

misconceptions of, 5–17

power of, 4, 9–12

smoothly running operations and, 14–16

transitions for new, 1–18

See also leaders; new managers

maturity, 86

McClelland, David, 85

McGuire, William, 72

meetings

drop-by, 42

frequency of, 30

lunch, 41–42

with team members, 24

types of, 30

mental stimulation, 171

mentors/mentoring, 5, 17–18, 52, 96

mind-set

for networking, 145–146

strategic, 170–171

misconceptions, about management, 5–17

mistakes, by new managers, 6, 16

motivation, 81, 82, 84, 92–94

multicultural environments, 111

multifaceted identity, 56–58

mutual dependence, 119–120, 124

mutual expectations, 118, 128–129

negative feedback, 106, 108

neocortex, 86

networking, 106, 133–149

commitment to, 148–149

mind-set for, 145–146

operational, 134, 135–138, 140

outside-inside connections, 146–147

personal, 134, 135, 136, 138–141

strategic, 134, 135, 136, 140–147

time for, 147

networks

contributing to, 147–148

leveraging your, 137, 145

neurotransmitters, 86

new managers

challenges for, 1–6, 35–36

coaching for, 35–36, 44, 142–143

constructive feedback and, 39, 46–48

learning to delegate and, 36–40

misconceptions of, 5–17

mistakes by, 6, 16

projection of confidence by, 38–39, 42–44

skill development in, 35–48

strategic thinking by, 39, 44–46

support from boss for, 16–18, 38, 40–42

transition period for, 1–18

in unfamiliar role, 104–105

nonwork identity, 56–58, 59

Oncken, Bill, 158–160

operating model, for team, 29–30

operational meetings, 30

operational networking, 134, 135–138, 140

optimism, 93

organizational change, 14–16, 174

organizational structure, 172–174

outsight, 109

overdependent behavior, 125–126

passing strategy, in high-intensity workplaces, 52–54, 57

pattern recognition, 171

peers

assistance from, 16–18

relationship building with, 8–9

people skills, 23

performance bar, 93

performance goals, 110–111

performance reviews, 88

personal leadership style, 104–105

personal lives, 49–50, 52, 57–58, 59

personal narratives, 112

personal networking, 134, 135, 136, 138–141

persuasion

authority and, 65, 72–75

consistency and, 65, 69–72

ethics and, 77–78

liking and, 62–66

natural talent for, 61

reciprocity and, 64, 66–68

research on, 72–73

scarcity and, 65, 75–76

science of, 61–78

social proof and, 64, 68–69

playfulness, 108–112

power, of managers, 4, 9–12

praise, 64, 65–66

problem solver, 169, 174, 176

professional development, 142–143, 173

professional identity, 6, 52

rapport building, 97

reciprocity, 64, 66–68

relationship building, 5, 8–9, 13–14, 18

resource allocation, 67

revealing strategy, in high-intensity workplaces, 54–55, 57

right-brain thinking, 178

role models, 109–110, 169, 177–178

rookie managers. See new managers

sales executives, evaluation of, 175

scarcity, 65, 75–76

self-awareness, 81, 82, 84, 85, 88–89, 123–124

self-confidence, 89

self-image, 112

self-imposed time, 151–163

self-regulation, 81, 82, 84, 89–92

self-understanding, 123–126

similarity, 63–64

social media, 103

social proof, 64, 68–69

social skill, 81, 83, 84, 97–99

Socrates, 73

specialists, 166–169

staff development, 46

status updates, 154

strategic meetings, 30

strategic networking, 134, 135, 136, 140–147

strategic thinking, 39, 44–46, 170–171

strategists, 168, 170–171

subordinate-imposed time, 151–163

subordinates

control of, 4, 12–13

information flow between boss and, 129–130

managing, 10

mutual dependence between boss and, 119–120, 124

mutual expectations and, 128–129

overloading, 49

power sharing with, 12–13

relationships with, 5, 8, 13–14, 119–120

transferring initiative to, 161–162

trust building with, 154

wariness of, 10

work styles of, 118, 122–123, 127–128

See also employees

subteams, 29

success

creating conditions for, 15

organizational, 18

superiors

assistance from, 16–18

relationship building with, 8–9, 115–131

See also boss(es)

system-imposed time, 151, 156

tactician, 168, 170–171

team building, 13–14, 20, 30, 36

team culture, 14

team members

assessment of, 24–26

collaboration by, 23–24

expectations for, 22–23

one-on-one meetings with, 24

qualities in, 21, 22–23

replacing underperforming, 26

roles of, 22–23

teams

accelerating development of, 32–33

alignment of, 28–29

assessing, 20–26

composition of, 26–27

empathy and, 95

group dynamics, 32

integration, 31–32

leading, 19–33

meetings, 30

operating model for, 29–30

reshaping, 26–32

technical competence, 10–11, 36, 81

testimonials, 68–69

Thatcher, Margaret, 108

time

management, 151–163 (see also management time)

use of boss’s, 118, 130–131

time-based rewards, 58–59

training, authenticity, 107

true-to-selfers, 104–105, 106, 110

trust, 154

trustworthiness, 22

Tuckman, Bruce, 20

Tupperware parties, 62–63

unfamiliar roles, 104–105

vision, 81, 178

warrior, 169, 176–177

work hours, 50

work styles, 118, 122–123, 127–128