Index
Abilene paradox, 126–127
Accountability
a growing culture of, 106
joint, 13, 14, 73. See also Shared goal
Acknowledging other people, 28
Action research, 118–119
After action reviews, 65
Ambiguity. See VUCA
Analysis paralysis, 103
Artificial expertise (AE), 103–104
Artificial intelligence (AI), 101–104
Balkanization, growth and, 96–98
Barrett, Frank, 133
Behavioral skills, enhancement of, 137–141
Bespoke trend, 107–108
Board and senior executives, involving the, 52–54
Body language, 139
Bystander syndrome, 30
Chief executive officers (CEOs), 54, 59, 86–88, 121–122. See also Kaplan, Gary
impact of new, 79–80, 89–90, 92–96
Jerry, 14–15
Chief petty officers (CPOs), 62–64
Coercion, 28. See also Level Minus 1
Collaboration, 7–9, 17, 26, 32–34. See also under Humble Leadership
vs. competition. See Competition
a process for getting sides to work together, 120–122
Command-and-conceal transactional exchange behavior, 109
Command-and-control mental model, 92
Command-and-control system and hierarchy, 15, 61, 63, 102. See also Military
Communication. See also specific topics
formalizing informal, 64
types of, 7–9
Communication problems, 7–9
Competition, 7, 42, 43, 114. See also Individualistic competitive culture
between groups, 77, 96, 97, 120, 121
for limited resources, 96, 115, 115f, 121
Competitive individualism, 7–8, 12
Competitive relationships, 82
Complexity. See Socio-technical complexity; VUCA
Context (and process) over content, 100
Corporate executives. See Board and senior executives; Chief executive officers
Corvi, Carolyn, 52
Cultural heterogeneity, 100
Culture, 121
Culture change, 11–12
Customization, mass, 100
Digital Equipment Corp. (DEC), 96–97
empowering managers in, 15–17
Digital natives, 102, 107, 111
Distancing. See Professional distance
transactional. See Level 1
Distributed power, 100
Domination, 28
Downward communication, 7–8
Drafting, 67
Economic development board (EDB), 42–45
Edmondson, Amy, 132–133
Empathy, 38
tapping empathy to become more humble at work, 141
Empathy walk, 139–140
Executives. See Board and senior executives; Chief executive officers
Experiential learning, 119–121, 125. See also under Group process
Experiential workshops, 141–142
Exploitation. See Level Minus 1
Face (sociological concept), 30, 32
Facilitation, as Humble Leadership, 57–59
Formal Level 1 relationships, 10, 30, 39
Friedman, Thomas, 103
Fussel, Chris, 76
Gaps
closing, 68
defined, 68
Gifford, J., 133
Goffman, Erving, 132
Group accountability, 42, 70, 71, 73
at the top, creating, 13–14
Group dynamics
as a central leadership responsibility, 126–128
leadership and, 117–118
Group growth and development, 125
Group process
developing insight into, 141–142
and experiential learning, focus on, 118–125
systemic analysis of, 119
Group sensemaking, 131
Growth and balkanization, 96–98
Hero myth leader, 9
Hierarchical relationships, personalizing, 14–15
Hierarchy. See also Military
how Level 2 can be undermined by, 80–84
Humble consulting, 57
Humble Consulting (E. H. Schein), x
Humble Leadership. See also specific topics
being physically and virtually present as organizations become more globally distributed, 110–113
can help groups become more agile and collaborative to tailor leadership to employees and customers, 107–109
challenging individual abuse of power, 105–107
components of learning process for achieving, 130
coping with tribalism and building relationships unbound by unconscious biases, 104–105
how it is different, 11–12
how it will coevolve with trends we see impacting our work lives, 100–116
Humble Leadership model, xi
meaning of, 4
a range of Humble Leadership examples, 12–19
reconsidering how to organize relationships and workgroups in a global mobile world, 109–110
will be even more about context and process and less about content and expertise, 101–104
Individualistic competitive culture, ix, xiv, 4, 7–8, 12, 88, 114
Informal conversation and communication, 64
Information silos. See Silos
Inquiry, spirit of, 6
Interdependent systems, 95
Isaacs, Bill, 132
Job role map. See also Role mapping
reviewing the, 141
Job rotation, 42
“Kite-flying” leadership, 45–46
Kornacki, Mary Jane, 50
Leader-follower relationship, 2–4, 61. See also Levels of relationship
Leader-leader system, converting a leader-follower system into a, 61
Leader perspective, 114f
Leadership, defined, 2
Leadership development, 125
Leadership model, why we need a new
generational changes in social and work lives, 11
managerial culture is myopic, has blind spots, and can be self-defeating, 7–11
task complexity is increasing exponentially, 5–6
Lean. See Toyota production system
Learning together, 35, 132–133
Level Minus 1: Negative
Relationships, 3, 4, 9, 26–28, 61
Level 1: Transactional, Bureaucratic, and “Professional” Relationships, 28–33. See also Levels of relationship
formal Level 1 relationships, 10, 30, 39
professional distance and, 3–4, 10, 31, 39, 47, 90, 97, 105
Level 1 conversations, norms/rules of, 30
Level 2: Relationships Acknowledge the Whole Person, 12, 20, 33–36. See also Levels of relationship
building Level 2 joint accountability through a clear shared goal, 69–73
how hierarchy can undermine, 80–84
leaders cannot fake, 29
obstacles to, 79–80
professional distance and, 4, 33, 106
stable in the individual but not in the organization, 89–92
Level 3: Intimacy and Emotional Attachment, Friendship, and Love, 4, 12, 61, 68, 128
overview, 36–38
Levels of relationship, 9–10, 24. See also specific levels
degree of personization as the critical differentiator of, 24–26
designing your work relationships and preparing for changes in, 136–137
evolution of roles and relationships, 46–47
evolving from Level 1 transactional to personized Level 2 culture, 142–144
in leader-follower relationship, 3–4
Lewin, Kurt, 118
Living system model, 115–116
Machine model of hierarchical organization, 9
Mass customization, 100
Massachusetts Audubon Society (Mass Audubon), 122
creating a different organizational process at, 122–125
Master-slave relationships. See Level Minus 1
Mayer, Marissa, 111
McGregor, Douglas, 131
case of an admiral’s Humble Leadership, 74–76
Polaris missiles, 69–73
turning followers into leaders on a nuclear submarine, 61–67
Normalization of deviance, 10
Openness, 72, 88. See also Level 2; Transparency; Trust and openness
O’Reilly, C. A., III, 77
Organization development (OD), 119
Organizational design, dynamic, 101
Organization(al) perspective, 115, 115f
Organizational process, creating a different, 122–125
Peer-to-peer communication, 9
Peh Shing Huei, 45
Personization, 27, 30, 52, 68, 76, 124, 125
anticipating what it would look like in action, 137
by asking or revealing, 137–139
asking people to talk “from the heart” and, 123
defined, 24–25
degree of personization as critical differentiator of levels of relationship, 24–26
humbler leaders and, 108
Level 2 relationships and, 32–34, 38, 39, 45, 62, 96, 97, 106, 121–122, 128–130, 134, 136–139
Level 3 relationships and, 36–37
opportunities for, 139
personalization and, 108
Personizing, 120–125, 134. See also Personization
communication and, 113
identifying where you might wish to do more, 134
leadership and, 113
in T-groups, 120
Polaris missiles, 69–73
Powell, M., 133
Power, distributed, 100
Power abusers, 105–106
Practical drift, 10
Presencing, 132
Prisoners of war (POWs), 27–28
Process consulting, 13, 57, 58
Level 1 relationships and, 3–4, 10, 31, 39, 47, 90, 97, 105
Level 2 relationships and, 4, 33, 106
organizational perspective and, 115
Questions, guidelines for asking, 138
Raborn, William “Red,” 70
Relational coordination model, 133
Relationship. See also Levels of relationship
“good,” 23
nature of, 22–24
Relationships
analyzing your current relationships, 134–136
arms-length, 3–4
symmetry vs. asymmetry in, 23
Revealing yourself to another person, guidelines for, 138
Role interdependencies, 95
Role mapping, 135–136
sample job role map, 135f
Safety vs. productivity, honoring, 17–18
“Saving face,” 32. See also Face
Scandals, 106
Scharmer, Otto, 132
Selfishness and self-centered abuse of power, 105–106
Senge, Peter, 132 Sensemaking in Organizations (Weick), 131
Servant leadership, 11
Shape-shifting organizations, 109, 110, 126
Shared goal, building Level 2
joint accountability through a clear, 69–73
Silos, 119–122
Singapore, 40–48. See also Yeo, Philip
Smith, Sarah, 17–18
Socio-technical complexity, 11, 41, 68
Socio-technical problems and challenges, 6, 7, 41
Socio-technical rationality, evolving technical rationality into, 117
Socio-technical system, 6, 128
Subordination, 34
vs. collaboration, 25–26
Super-empathy, 38
Systems thinking, 132
“Team of teams” approach, 6
Teaming, 35
Teams. See also specific topics high-performing, 109
Teamwork, 7–8
Technical rationality. See Socio-technical rationality
Telepresence systems, 112–113
Telepresence technologies, 111–112
Testing goal consensus, 110
Theory X and Theory Y, 131
Toyota production system (Lean), 51–54, 56, 93
Transactional distancing, Level 1, 10, 97, 98
Transformation, 11–12
Transparency
good intentions, unintended consequences, and, 84–89
managing with, 84–86
Trust, defined, 23
Trust and openness, ix, x, 5, 16, 57, 96. See also Openness
how a surgeon works on building, 18–19
how high performance depends on high levels of mutual trust, 67–69
Level 2 relationships and, 20, 89, 105, 106, 109
limitations of role-related, 31–33
Tushman, M. L., 77
Uncertainty. See VUCA
Unintended consequences, good intentions, transparency, and, 84–89
Unions, 28
Upward communication, 8
Venable, J. V., 67–68
Virginia Mason Medical Center (VM), 49–50
choosing a change methodology, 51–52
creating a “new compact,” 50–51
Virtual presence, 101
Visionary expert, leader as, 102
VUCA (volatility, uncertainty, complexity, ambiguity), 9, 12, 108, 113
Weick, Karl, 131
Work-from-home program, 111
Workshops, experiential, 141–142