Index

abilities

of B players, 133–135

employee roles based on, 6–11

making the most of strengths, 14–19

managing someone you don’t like and, 155–157

team management and, 39–40

access, 176, 212

accountability

coaching and, 114–115

consequences and, 108–109

definition of, 106

holding people to, 105–109

interrupting bias and, 169–170

setting expectations and, 106–107

in teams, 40

agreement, moving toward, 83–85

alignment, of teams and trust, 52. See also trust

Amabile, Teresa, 103

amygdala, 70. See also psychological safety

analysis

of failure, 208–209

learning style, 21–22

Ann Taylor, 17–18, 21–22

antibias training, 167–168

anxiety, motivation and, 122. See also motivation

assignments, interrupting bias in, 171–174. See also development

assumptions, clarifying, 92–93

attention, when receiving feedback, 127

attribution errors, 122–123, 206

Auger-Dominguez, Daisy, 161–166

authenticity, 27–30, 200–201

misunderstandings about, 27–28

openness versus oversharing and, 63–68

authority, 78–79

autonomy, 141

Bandura, Albert, 15–16

Betterment, 144–145

bias

in assignments, 135–136

in everyday interactions, 168

in hiring, 168–171

in hybrid workforces, 183–184

interrupting, 167–180

managing someone you don’t like and, 156–157

maternal wall, 168

prove it again, 168

proximity, 183–184

team development and, 176–179

tightrope, 168

Black Lives Matter, 162. See also diversity

blame

attribution errors and, 122–123

bouncing back from failure and, 207–208

replacing with curiosity, 73–74

The Blame Game (Dattner), 154, 206

Bock, Laszlo, 65–66

body language, 65–66, 91–92, 99–100

Boscher, Marc, 186–188

B players

in hybrid workforces, 184–185

retaining and engaging, 133–137, 140–141, 174

Bregman, Peter, 105–109

Brett, Jeanne, 77–85

broaden-and-build mode of emotion, 70–71

Buckingham, Marcus, 3–25

bullying, 60

burnout, 185

Cable, Dan, 197–203

Carew, Kori, 169

change, receptivity to, 33–34

character, 37–38

Clark, Richard E., 117–123

coaching, 56–57, 111–115

alliances in, 113

asking versus telling in, 112–113

for giving feedback, 102–103

star players, 144–145

underperformers, 149–150

collaboration

bouncing back from failure and, 209. See also failure

for hybrid workforces, 186–188

Colonna, Jerry, 67

communication. See also feedback

blind spots in, 99–100

bouncing back from failure and, 205–210

cross-cultural, 190

direct, 61

emotions and, 65–66

getting feedback on, 74

for hybrid workforces, 182–183, 186–188

listening in, 87–93

oversharing and, 63–68

point person for, 57

preparing for difficult, 72–73

psychological safety and, 71–72

talking about diversity, 161–166

with underperformers, 149–150

competence, 37–38

confidence, 119–120

gender and, 171–174, 178–179

over-, 16, 120

confidentiality, 151

conflict

blame versus curiosity and, 73–74

as collaborators versus adversaries, 71

in cross-cultural teams, 193

facts, rights, and power arguments in, 82–83

handling in teams, 77–85

joint versus individual communication around, 78–81

modeling healthy, 59

moving toward agreement in, 83–85

preparing for, 72–73

psychological safety and, 71–72

consequences, 108–109

consistency, 215–216

context, connecting to organizational, 29–30

contingent agreements, 84. See also conflict

controlling insights, 4–5

creativity

for feedback, 101

psychological safety and, 70

crises, personal, supporting employees and, 211–217

culture

of appreciation, 60

biases around hiring and, 169–170

for hybrid workforces, 182–183

hybrid workforces and, 187–188

inclusive, talking about diversity and, 161–166

team, 40–41

curiosity

replacing blame with, 73–74

Dasborough, Marie, 99–100

Dattner, Ben, 154–157, 206–209

Davey, Liane, 182–186

David, Susan, 206–209

decision making, good judgment in, 54–56

delegation, 52, 141

Delizonna, Laura, 69–75

depression, 121–122. See also motivation

development, 33–56

accountability in, 114–115

coaching and, 111–115

honest, productive feedback and, 125–126

interrupting bias in, 171–179

managing yourself and, 35–38

network management and, 38–39

“prep, do, review” approach for, 45–47

setting goals for, 35–36

for star players, 140–141, 143–145

team, 176–179

team management and, 39–41

three imperatives in, 35–36

what’s required for, 34–35

disagreement. See conflict

discretion, 57–59. See also trust

disruption, capitalizing on uniqueness and, 13

diversity

bias in assignments and, 135–136

cross-cultural teams and, 189–194

educating yourself about, 164–165

fear of talking about, 161–166

division of labor, 38–39. See also networks, managing

doing, learning style based on, 22–23

double standards, 171–173, 174–175

Duffy, Mollie West, 63–68

emotion

anger, 121–122

bouncing back from failure and, 206

broaden-and-build mode of, 70–71

disruptive, motivation and, 121–122

employees’ personal crises and, 211–217

from feedback, 99, 127–128

leakage of, 66

managing someone you don’t like, 153–157

purpose and, 198–200

regulating your, 65

sharing with your team, 66–67

talking about diversity and, 161–166

understanding your own, 65

emotional labor, gender discrimination in, 171–172

empathy, 79–80, 213

authenticity and, 29

employees

building on unique abilities of, 4–25

hybrid workforce management and, 181–188

learning styles of, 21–25

loss of motivation in, 117–123

making the most of strengths of, 14–19

managing someone you don’t like, 153–157

overcoming weaknesses of, 17–19

personal crises in, 211–217

purpose and, 197–203

putting in the right roles, 6–11

retaining and engaging B players, 133–137

star players, 134–135, 139–145

supporting, 136. See also engagement

triggering good performance in, 19–21

underperformers, helping, 147–152

engagement, 52

of B players, 133–137

feedback and, 98

psychological safety and, 75

purpose and, 197–203

of star players, 139–140

expectations

for cross-cultural teams, 191–192

for hybrid workforces, 182–183

mismatch between manager and employee, 148–149

setting clear, 106–107

facts arguments, 82–83. See also conflict

failure

acknowledging, 55

bouncing back from, 205–210

case study on, 209–210

managing, 16–17

fairness, 54, 82–83

fear, 122. See also motivation

talking about diversity and, 161–166

feedback

asking for, 74

bouncing back from failure and, 206–209

clarity in, 107–108

coaching for, 102–103

for cross-cultural teams, 191

evaluating, 128–129

facial expression and, 99–100

fairness in, 54

focused, asking for, 101–102

gaining self-awareness of you ability in, 100–103

getting honest, productive, 125–130

getting positive and negative data in, 126–127

giving effective positive, 97–104

holding people accountable with, 105–109

listening and, 89–90

self-assessment and, 42

soliciting, 45

for star players, 140, 141

feed forward process, 101–102. See also feedback

fertility treatment, 216–217. See also crises, personal, supporting employees and

F. Hoffmann-La Roche AG, 198–200

fight-or-flight response, 70. See also psychological safety

firing, 151–152

flexibility, in how employees work, 183

Folkman, Joseph, 87–93

follow-through, 53–54. See also trust

Fosslien, Liz, 63–68

Fredrickson, Barbara, 70

frustration, 155–156

fun, 185–186

Gallo, Amy, 147–152, 153–157, 205–210

Gallup Organization, 3–4, 98

GapJumpers, 172

goals

for feedback, 101

personal crises and, 216–217

personal learning, 42

for self-development, 35–36

in teams, 40

Goffee, Rob, 27–30

Goldberg, Stephen B., 77–85

Goldsmith, Marshall, 101–102

Google, 69, 71, 74–75

Aristotle, 133–134

diversity at, 162

hiring at, 170–171

Gottman, John, 73

Grant, Adam, 198

gratitude, 128. See also feedback

group dynamics, 140, 142–143

Gundling, Ernest, 189–194

habits, forming new, 129

Hackman, Richard, 190

Harts, Minda, 164–165

Heen, Sheila, 100

hierarchies, shuffling, 13

Hill, Linda A., 31–47, 139–140, 141–145, 182–186, 212–216

hiring, bias in, 168–171

HSBC, 20–21

humor, 70. See also psychological safety

Humu, 65–66

hybrid workforce management, 181–188

case study on, 186–188

IBM’s WorkTrends survey, 98

identity, exploring your, 28–29

identity value, 118–119. See also motivation

importance value, 119. See also motivation

incentive systems, 61, 98, 179

inclusion, 183–184. See also bias; diversity

influence, 35–36

based on relationships, 35–38

based on trust, 37–38

gender and, 174–175

insights, controlling, 4–5

interdependence, 12, 38–39. See also networks, managing

interest value, 118. See also motivation

interviews, bias and, 171. See also bias

job fit, 135

Jones, Gareth, 27–30

Jordan, Michael, 12

judgment, 54–56

“Just Like Me” reflection, 72. See also psychological safety

Kawashima, Jim, 10–11

Kislik, Liz, 133–137

Knight, Rebecca, 139–145, 181–188

knowledge sharing, 57–59

Kramer, Steven, 103

Langley, Judi, 17–18, 24

leaders and leadership

access to, 176, 212

authenticity and, 27–30

doubt in, 31–33

getting honest feedback and, 125–130

giving permission for, 136–137

good versus great, 31–47

as learners, 129–130

managing versus, 6

teamwork in, 157

learning mindset, 73–74

learning styles, 21–25

limited duration agreements, 84

Lineback, Kent, 31–47

listening, 87–93

active, motivation and, 121

coaching and, 112

to employees in crisis, 213–214

to feedback, 127

levels of, 91–93

talking about diversity and, 164

managers and management

authenticity and, 27–30

capitalizing on uniqueness and, 4–6

coaching in, 111–115

compared with chess, 6–11

definition of, 35–36

development of, 33–56

good versus great, 31–47

great, what they do, 3–25

for hybrid workforces, 181–188

leaders and leadership versus, 6

learning styles and, 21–25

of networks, 38–39

observation in, 14–15

“prep, do, review” approach for, 45–47

as resources, 58–59

self-, 35–38

of B players, 133–137

of someone you don’t like, 153–157

of star employees, 139–145

styles of, 4

of teams, 39–41

three imperatives for, 35–36, 41–42

three levers for, 14–25

time as resource for, 25

Manzoni, Jean-François, 147–152

maternal wall, 168. See also bias

McKee, Annie, 212–216

measurement

accountability and clear, 107

bias in performance reviews and, 177–180

in hiring, 169–170

of psychological safety, 74–75

of underperformers’ progress, 150–151

mediation, 78, 85. See also conflict

meetings

for giving feedback, 99

for hybrid workforces, 183–184

with individuals versus groups, 78–81

interrupting bias in, 173, 175–176

one-on-one, 53

mental health crises, 211–217

mental models, 35

mentors, 45, 56–57

micromanagement, 141

Microsoft, 201–202

Mihaylo, Sky, 167–180

Miller, Michelle, 6–10, 19, 22–23, 24

modesty mandate, 178–179. See also bias

Molinsky, Andy, 189–194

motivation

attribution errors and, 122–123

disruptive emotions and, 121–122

feedback and, 98

psychological safety and, 75

purpose and, 197–203

self-efficacy and, 119–120

sense of progress and, 103

of star players, 143

traps in, 118–123

values mismatch and, 118–119

why employees lose, 117–123

motivations, employees, 60–62. See also trust

networks, managing, 38–39, 45

for star players, 144–145

nonprecedent-setting agreements, 84

nonverbal communication, 65–66, 91–92, 99–100

norms, setting, 80

for cross-cultural teams, 191–192

for hybrid workforces, 182–183

observation

identifying employee strengths with, 14–15

learning style based on, 23–24

office housework, gender discrimination in, 171–172, 173

O’Hara, Carolyn, 211–217

Oluo, Ijeoma, 164–165

openness, 63–68

emotional awareness and, 65–67

reading the room and, 67–68

selective vulnerability and, 64

overconfidence, 16, 120

oversharing, 64–68

PayScale, 177

performance

feedback and, 98

management systems, 61

personal connection and, 63

psychological safety and, 75

triggering good, 19–21

trust in, 52–57

performance reviews, 156–157, 177

personal crises, 211–217

personality

authentic leadership and, 28

bias in performance reviews and, 178

managing someone you don’t like, 153–157

putting employees in the right roles and, 6–11

politics, office, 38–39

Porath, Christine, 97–104

Porter, Jennifer, 125–130

power arguments, 82–83. See also conflict

praise, 20–21, 127, 141. See also feedback

for underperformers, 152

“prep, do, review” approach, 45–47

progress, sense of, 103

prove it again, 168. See also bias

proximity bias, 183–184. See also bias

psychological safety, 59–60, 69–75

definition of, 69–70

getting honest feedback and, 126

listening and, 89

measuring, 74–75

purpose

for employees, 197–203

in teams, 40

questions

about diversity, 163–164

to clarify assumptions, 92–93

in coaching, 113

for identifying strengths and weaknesses, 14–15

open-ended, 126

skills-based in hiring, 171

recognition

of B players, 134–135

gender and, 174–175

teams and, 41

triggering good performance with, 20–21

referral hiring, 170–171. See also bias

reflection, 46–47, 55–56

on feedback, 128–129

“Just Like Me,” 72

relationships

coaching and, 115

cross-cultural teams and, 190, 192–193

hybrid workforces and, 185–186

managing and, 35–38

managing someone you don’t like, 153–157

star players and, 143

talking about diversity and, 163–164

repeat, reward, or release consequences, 108–109

resets and revisions, 7–10

resilience, 30

resources, scarce, 39. See also networks, managing

retention of employees, 133–137

rights arguments, 82–83. See also conflict

Ritz, Dorothee, 201–202

role models, 45. See also networks, managing

safety

listening and, 89

psychological, 69–75

trust and, 59–60

Santagata, Paul, 69, 71, 72–73, 74

Saxberg, Bror, 117–123

Scott, Kim, 66

self-awareness, 15–16

authenticity and, 28–29

self-efficacy, 15–16

motivation and, 119–120

self-esteem, 89

The Set-Up-to-Fail Syndrome (Manzoni and Barsoux), 148

Shankland, Alicia, 216–217

Shapiro, Mary, 140, 141–145

Shook Scholars Institute, 169

silos, 61. See also trust

Slack, 188

star players, 134–135, 139–145

in hybrid workforces, 184–185

Stein, John, 144–145

stereotypes, 171–173, 174–175. See also bias

Stone, Douglas, 100

strengths

assessing your, 42

of B players, 134–135

making the most of employees’, 14–19

stretch assignments, 33–34

Su, Amy Jen, 51–62

Sullivan, Emily Gould, 176

support, for B players, 136

Sutton, Robert, 154–157

teams

bouncing back from failure, 205–210

B players in, 133–137

capitalizing on uniqueness and, 12

cross-cultural, 189–194

developing, 176–179

do you trust?, 51–62

educating, 58

fault lines in, 191

group dynamics in, 140, 142–143

handling disagreement in, 77–85

intentions and motivations in, 60–62

interrupting bias on, 167–180

managing, 39–41

openness versus oversharing with, 63–68

psychological safety for, 59–60, 69–75

in representing the organization, 56–57

star players in, 139–145

Tesla, 202

threats, 70. See also psychological safety

3COze Inc., 182

three imperatives for managers, 35–36, 41–44

tightrope, bias and, 168. See also bias

time, 25

for development, 34–35

dividing for hybrid workforces, 185

training, 17, 45

antibias, 167–168

bias and, 179–180

transparency, 215–216. See also mental health crises

trial and error, 22–23. See also learning styles

trust, 35

being open versus oversharing and, 63–68

coaching and, 113

in cross-cultural teams, 189–194

in follow-through, 53–54

importance of, 52

influence based on, 37–38

in judgment, 54–56

performance and, 52–57

in principles, 57–62

psychological safety and, 69–75

star players and, 143

talking about diversity and, 163–164

in your team, 51–62

tug-of-war, bias and, 168. See also bias

underperformers, helping, 147–152

Unito, 186–188

utility value, 119. See also motivation

Valcour, Monique, 111–115

values

authenticity and, 30

mismatch in, motivation and, 118–119

vulnerability, selective, 64

Walgreens, 6–10, 22–23

resets and revisions at, 7–10

suggestive selling at, 10–11

watching, learning style based on, 23–24

weaknesses

approaches for overcoming, 17–19

identifying, 14–17

Weintraub, Joseph, 148–152

Williams, Joan C., 167–180

work hours, structuring, 183

workloads, 142, 215

Zenger, Jack, 87–93