action
restraints on, 28
social, 198
adaptive challenges/work, 79–100
high-level perspective on, 81–84
alignment, of people, 40, 42, 44–49
Balanced Budget Act of 1997, viii
Beijing National Aquatics Center, 101–102, 104
Bethlehem Steel, 74
brain
limbic system of, 10
neocortex, 10
British American Tobacco, 126–127
business, making decisions based on, 26–28
business planning, 156–157, 159, 161, 170–173
business unit decision making, 128–130
candor, 12
care. See health care
central decision making, 128–130
challenges
scoping, 106
change
adapting to, 39, 41, 49, 79–100
management, viii
as opportunity, 32
setting direction for, 40
charisma, 39
Circuit City, 73
Cleveland Clinic, 179–195, 198, 202–204
coaching, 19
cognitive abilities, 7
communication
channels, 53
health care, 186
responsibility for, 26–27, 31–32
of strategy, 156, 158, 161, 165–167
companies, good-to-great, 57–78
compensation systems, 168, 170, 203–205
complete leaders, myth of, 137, 138, 139
complexity
in decision making, 138
conflict
as clue to challenges, 85
connecting, 145
controlling activities, 40, 42, 49
corporate culture, 56
Cosgrove, Delos “Toby,” 179, 182–184, 187, 197–210
credibility, 48
cross-cultural dialogue, 18–19
cross-functional decisions, 130–133
Cullman, Joseph F., III, 73–74, 76–77
decentralization, 54
decision-driven organizations, 134
decision makers, 123
center vs. business unit, 119, 128–130
complexity, 138
diagnostic, 135
function vs. function, 120, 130–133
global vs. local, 119, 124–127
inside vs. outside, 121–122, 133, 135–136
quality of, 117
decisions
accountability for, 119
based on what is right for the business, 26–28
low-level, 31
taking responsibility for, 26, 29–31
de Klerk, F.W., 146
distractions, 89
distress, regulation of, 82–83, 86–88
distributed leadership, 138–154
doctors
See also health care providers
appeals to self-interest of, 203–204
engaging in health care revolution, 197–210
as leaders, 38
double-loop learning, 174
Dunlap, Al, 68
DuPont, 27
Eaton, Bob, 70
defined, 3
empathy, 2, 3, 5, 6, 11, 17–19
genetics of, 10
self-awareness, 2, 3, 4, 6, 8–9, 12
self-regulation, 3, 4, 6, 12–15
social skills, 2, 3, 5, 6, 19–21
empathy, 2, 3, 5, 6, 11, 17–19
employees
commitment of, 16
giving work back to, 83, 90–91
underperforming, 30
empowerment, 49
external motivation, 15
failure, embracing, 111
feedback, 157, 159, 161, 173–177
figurative scaffolding, 106–107
financial pressures, vii
financial rewards
linking to performance measures, 168, 170
Ford, Henry, 149
Geisinger Health System, 198, 203
Group Danone, 113
Grove, Andy, 151
health care
costs, viii
engaging doctors in transformation of, 197–210
operational standards, 207–209
health care leaders
path to leadership for, 38
role of, viii
health care providers
See also doctors
patient experience and, 181–195
pride and confidence in organization of, 2
role of, vii
hiring process, self-awareness in, 9
IDEO, 143
incentive systems, 168, 170, 203–205
informal relationship networks, 53
information economy, 19
integrated delivery systems, 118
integrity, 14
interdependence, 46–48, 107–109
Iverson, Ken, 74
J. Lyons & Company, 28
Jobs, Steve, 151
Johnson, Earvin “Magic,” 81–82
Kelleher, Herb, 151
knowledge
converting into action, 26
specialized, 90
leaders
credibility of, 48
importance of emotional intelligence for, 1–22
inventing by, 138, 141, 149–153
myth of complete, 137, 138, 139
qualities of effective, vii–viii, 1–22
regulation of distress by, 82–83, 86–88
relating by, 138, 140, 143–145, 151–152
sensemaking by, 138, 140–143, 146, 151–152
strategic, 161
visioning by, 138, 141, 146–149, 151–153
leadership
for adaptive challenges, 79–100
half-truths about, 39
in health care sector, vii–viii, 38
vs. management, viii, 37, 39–42
motivating and inspiring, 40, 49–53
team, 18
learning
double-loop, 174
strategic, 157, 159, 166–167, 173–177
Lee, Thomas H., vii–x, 2, 38, 118, 197–210
Level 5 hierarchy, 58
limbic system, 10
Lincoln, Abraham, 65
listening skills, 36
long-term planning, 43–44, 170–173
management
as coping with complexity, 39, 41–42
defined, 38
vs. leadership, viii, 37, 39–42
strategic management system, 155–178
maturity, 10
Mayo Clinic, 198, 201, 206–207
Medicaid, viii
Medicare, viii
follow-up after, 35
mentoring, 19
mergers, 2
milestones, 173
motivation
as component of emotional intelligence, 4, 6, 15–17
defined, 3
tools for, 198
Motorola, 107
Napoleon, 29
neocortex, 10
neurotransmitters, 10
norms, shaping, 87
Nucor, 74
See also health care providers
opportunities
challenging, for leadership development, 54–55
optimism, 16
organizational values, 2
organizations
commitment to, 16
decision-driven, 134
decision making based on good of, 26–28
orientation, 87
Orr, Bobby, 82
people
empowering, 49
giving work back to, 83, 90–91
motivating and inspiring, 40, 49–53
recognizing and rewarding, 52
performance
perspective, high-level, 81–84
physicians. See doctors; health care providers
planning
business, 156–157, 159, 161, 170–173
vs. direction setting, 40, 41, 42–45
pooled interdependence, 107
priorities, setting, 24–26, 107–109
Pritchard, Jack, 79
professional will, 59, 60, 69, 70–73, 76
progress, tracking, 16
project management, 103
protection, 87
purpose, 110
quality of care, vii
rapport building, 20
reciprocal interdependence, 108
Reed, John, 142
reengineering, 99
relating, 138, 140, 143–145, 151–152
relationship building, 144
research, investment in, vii
responsibility
for communicating, 26–27, 31–32
giving back to employees, 83, 90–91
restructuring initiatives, 99
results, 28
rewards, linking to performance measures, 168, 170
safety, psychological, 110–111
Scandinavian Airlines System (SAS), 43, 88–91
self-awareness, 2, 3, 4, 6, 8–9, 12
self-regulation, 3, 4, 6, 12–15
sensemaking, 138, 140–143, 146, 151–152
sequential interdependence, 108
serial teaming, 113
Simmons Bedding Company, 103–104
Skandia, 167
Sloan, Alfred, 35
Smith, Darwin E., 57, 59–61, 64, 76
social action, 198
social skills, 2, 3, 5, 6, 19–21
specialized knowledge, 90
Spellman, Francis Cardinal, 33, 34
stakeholders, 118
strategic learning, 157, 159, 161, 166–167, 173–177
strategic management system, 155–178
strategic partners, 133
strategy
communicating, 156, 158, 161, 165–167
managing, 161
statements, 156
successors, 72
systematic decision review, 30–31
talent retention, 19
tasks, prioritizing, 24–26, 107–109
behaviors of successful, 109
serial, 113
team leadership, 18
See also teaming
technical skills, 7
technology
accelerators, 67
temporary colocation, 107
threshold capacities, 1
Twynstra Gudde (TG), 145
U.S. economy, health care spending as percentage of, viii
vision/visioning
achieving, 52
defined, 138
as leadership capability, 141, 146–149, 151–153
translating, 156, 158, 160–165
Walgreen, Charles R. “Cork,” 71–72
Water Cube, 101–102, 104, 106, 108–109
“we,” thinking and saying, 27, 35–36
Weber, Max, 198
Whitman, Meg, 151
window-and-mirror concept, 74–75
work avoidance, 82, 83, 88, 89
Wurtzel, Alan L., 73