Index
Page numbers followed by n indicate topics found in footnotes.
Symbols
80/20 Rule, 97
A
accountability, 34
“alarm bell” philosophy, 9–11, 14–15
B
Ballard, Jim, 117
Belasco, Jim, 157
Blanchard, Scott, 147
C
candor
in feedback, 30
in leadership point of view, 70
Capable But Cautious Performer, 103
caring
in feedback, 30
in leadership point of view, 69
as value aspect, 51
celebrating successes, 149–151
ceremony in tribal culture, 57
coaching leadership style, 110. See also day-to-day coaching
Collins, Jim, 92
communication
in day-to-day coaching, 115
of leadership point of view. See leadership point of view
company values. See values
constant evolution in tribal culture, 57
core values. See values
defined, 43
learning environment, creating, 44–45
servant leadership, 61–63
top management support in, 64
tribal culture
reasons for adopting, 18
vision, clarifying, 48
praising progress, 122–124
trust and, 117–121
delegating leadership style, 112
diagnosis in Situational Leadership® II, 103–105
directing leadership style, 108
direction. See vision
Disillusioned Learner, 103
Disney, Walt, 141–143
Drucker, Peter, 124
E
Eckley, John, 75
Enthusiastic Beginner, 103
entitlement, 34
Essary, Vicki, 147
essential functions, including in performance reviews, 19–20
esteem (recognition) needs, 59
evaluations. See performance review systems
execution stage (performance review systems), 25, 28, 94, 101–103, 107, 110, 113, 116
expectations in leadership point of view, 72
F
feedback, caring and candor in, 30
final exams. See performance review systems
financial values, ranking, 50
firing. See termination
flexibility in Situational Leadership® II, 107, 110, 113, 116
Flight of the Buffalo (Stayer and Belasco), 157
folklore in tribal culture, 55
Fowler, Susan, 87n
Full Steam Ahead! (Blanchard and Stoner), 141
fun, importance in motivation, 84–85
G
goals
outlining in performance review systems, 97, 100
SMART goals, 98–99
including in performance reviews, 21–23
Good to Great (Collins), 92
Greenleaf, Robert, 61
I
identity in tribal culture, 54
implementation of servant leadership, 144–145, 148
individual work in tribal culture, 56
informal/formal discussions, 31, 37, 40
J
Jamison, Nancy, 119
Johnson, Spencer, 91
K
Knox, Warren, 75
L
Lacinak, Thad, 117
Lambert, Jack, 75
leadership
as partnership, 5–8
servant leadership, 61–63, 139
implementation of, 144–145, 148
vision and direction in, 140–144
Situational Leadership® II, 26–28, 102–104, 107, 110, 113, 116
styles of, 107
trust and, 117–121
leadership point of view, 67, 136–138
expectations in, 72
for motivating people, 79, 82–85
organizational questions to answer, 85–87
Leading at a Higher Level, defined, 2
learning
in leadership point of view, 71
within performance review system, 28, 31, 37, 40, 95
learning environment, creating, 44–45
Lorber, Bob, 91
M
making a difference, importance in motivation, 79
management support, importance of, 64
Maslow’s hierarchy of needs, 58–59
importance in motivation, 81–82
in tribal culture, 56
Miller, Julius Sumner, 78
mistakes, learning from, 44
motivation in leadership point of view, 79, 82–85
mutual trust and respect in leadership point of view, 70
N
norms in tribal culture, 57
O
Olmstead, Cindy, 119
Olney, Luanna, 119
One Minute Manager, 91, 97, 123
organizational culture. See culture
P
Pareto’s Law, 97
Parkinson, C. Northcotte, 54
Partnering for Performance, 5, 102
partnership, leadership as, 5–8
passion, defined, 84
Peale, Norman Vincent, 149
performance
praising progress, 122–124
trust and, 117–121
performance management systems. See performance review systems
performance reviews, responsibility for, 133–135
aspects of, 94–96
execution stage, 25, 28, 94, 101–103, 107, 110, 113, 116
planning stage, 19, 22–24, 94, 97, 100
review and learning stage, 28, 31, 37, 40, 95
persistence in leadership point of view, 71
physiological needs, 58
planning stage (performance review systems), 19, 22–24, 94, 97, 100
praising progress, 122–124
Putting the One Minute Manager to Work (Blanchard and Lorber), 91
R
rank ordering values, 143–144
reaffirmations, 130
redirection, 125–128
reprimands, 129–132
respect in leadership point of view, 70
responsibility, 34
results
importance in motivation, 83–84
satisfaction and, 91–93
review and learning stage (performance review systems), 28, 31, 37, 40, 95
background, 9–11, 14–15, 73–76
Ryan, Wally, 83
S
safety/security needs, 58
satisfaction, results and, 91–93
self-actualization needs, 59
Self-Reliant Achiever, 103
servant leadership, 61–63, 139
implementation of, 144–145, 148
vision and direction in, 140–144
Situational Leadership® II, 26–28, 102–107, 110, 113, 116
SMART goals, 98–99
including in performance reviews, 21–23
social (affiliation) needs, 59
Stayer, Ralph, 157
Stoner, Jesse, 141
successes, celebrating, 149–151
supporting leadership style, 111
T
teaching in leadership point of view, 71
termination, 39–40
The One Minute Manager (Blanchard and Johnson), 91
The Power of Ethical Management (Blanchard and Peale), 149
timeliness, as value aspect, 52
Tompkins, Chuck, 117
tribal culture
members, 36–40
reasons for adopting, 18
thinking, 54–57
trust
in leadership, 117–121
in leadership point of view, 70
TrustWorks®: Leader as Trust Builder™ program, 119
clarifying, 48–53
defined, 87n
including in performance reviews, 24
in leadership point of view, 68, 71
rank ordering, 143–144
clarifying, 46–48
in servant leadership, 140–144
W
warriors in tribal culture, 55
WD-40 Company, background, 3–4
Whale Done! The Power of Positive Relationships (Blanchard, et al), 117
Womersley, Peggy, 81
worthwhile work. See meaningful work