-
- 60/40 candidate, 162
- 90-6-4 rule, 50
- 90/10 candidate, 162
- 360° assessment, 108
- 360° feedback process, 102–103
- A
- Abilities. See Knowledge, skills, and abilities
- Acceptance (job dissatisfaction reaction), 144
- Action. See Awareness, Interest, Direct, Action
- Adaptation, importance, 25
- Adulthood, phases, 140
- Agility, conveyance, 166
- Alignment
- Ambivalence (job dissatisfaction reaction), 144
- Amman, Othmarr, 102
- Anger/disappointment (job dissatisfaction reaction), 143
- Apple Stores, focus, 43
- Appreciation, absence, 84
- ARA. See Authority, responsibility, and accountability
- Artifacts, impact, 30
- Assumptions, anticipation, 128
- Attachment bias, 120
- Attitudes
- change, 104
- improvement, 103–104
- Authority, responsibility, and accountability (ARA), importance, 175
- Awareness, building, 156
- Awareness, Interest, Direct, Action (AIDA), 155–157
- B
- Bargaining/yearning (job dissatisfaction reaction), 143
- Behavior
- Behavioral interviews, 165
- Behavioral methods (emotion, management), 145
- Bennis, Warren, 27, 129
- Bessey, Kerry, 154–155
- “Best Current Thinking” approach (Neill), 116
- Bias
- Bias to action leader, 17
- Black American leaders, obstacles, 72–73
- Blame, problems, 17–19
- Bolles, Richard Nelson, 164
- Boss
- difficulties, 147
- self-control, absence, 91
- Both/And thinking, 131–132
- BRAVE model, 46
- Business
- business-focused change strategies, 104–105
- interests, identification, 151
- knowledge, 42–44
- strategies, 42–44, 44w–45w
- C
- Calibration (leader approach), 73, 74–75
- Can-do spirit, value, 16
- Capabilities, Customers, Collaborators, Competitors, and Conditions (5Cs) analysis, 164–165
- Challenging differences, 88–90
- Change
- belief, 119–120
- effect, observations (usage), 118
- implementation, 116–120
- making, 116–118
- objectives, 103–108
- pace, acceleration, 126
- responses, 118–119
- Change-ability, 118
- Change strategies
- business-focused change strategies, 104–105
- interpersonal change strategies, 104
- organizational change strategies, 104
- Chapira, Aithan, 118
- Chronic contemplator, avoidance, 94
- Client behavior, interpretation, 26
- Cognitive methods (emotion, management), 145–146
- Collaborative relationships, building, 13
- Collins, Jim, 84
- Committees, involvement, 153
- Communication
- approach, shift, 108
- manager importance, 49
- style, 66
- Company
- focus, 19
- self-enrichment, focus, 19
- Competency models, 54
- Complementary differences, 88
- Constructive feedback, focus, 55
- Context
- adaptation, 129–130
- creation, 105
- Continuous quality improvement (CQI), 112
- Corbat, Mike, 152
- COVID-19, impact, 127, 160
- Craig, Nick, 27
- Crises, delivery (achievement), 127
- Criticisms, problems, 91
- Cross-functional assignments, 133
- Crucibles, 27
- Cultural agility
- importance, 166
- increase, 17
- Cultural dimensions, 46w–47w
- Cultural norms, 63, 65–66
- Culture
- artifacts, 45
- strategy, interaction, 46
- Cultures, adaptation (selectivity), 4
- D
- Data
- accumulation/sharing, 73
- collection, 41
- summarization, 63–67
- Dattner, Ben, 54
- Decision-making
- leadership role, 167
- manager importance, 49
- Deliverables, 63, 64
- Demonstration (leader approach), 73–74, 77–78
- Desire
- Development leadership role, 167
- Differences
- leader approaches, 73
- resolution, 88–89
- types, 88–92
- Direct. See Awareness, Interest, Direct, Action
- Direct reports
- data, 66–67
- jobs, completion, 12
- Disagreement, manager importance, 49
- Disbelief/denial (job dissatisfaction reaction), 142–143
- Discover Your True North Fieldbook, The (Craig/George/Snook), 27
- Discrimination, 72–80
- assumptions, testing, 78–79
- hypothesis, testing, 72
- Drucker, Peter, 113
- Due diligence process, 44
- E
- Edmundson, Amy, 175
- Email blasts, sending, 130–131
- Emotional equilibrium, 146
- Emotional Intelligence (EQ), themes, 106
- Emotions
- acceptance, 24–25
- management, 139, 144–147
- observation, 93
- understanding, 140–144
- Empathy, 125, 131
- Employee relations (ER) complaint, filing, 89–90
- Employees
- business education, 174
- coaching process, 173
- manager interaction, 174
- options, evaluation, 176
- strengths, comparison, 177
- trust, building, 176
- Escalation bias, 120
- Expectations/objectives, response, 87
- Externalization, failure (reasons), 19
- F
- Failure, feeling (risk), 160
- Feedback, 76
- 360° feedback process, 102–103
- giving, 15
- request, 41
- Feelings, struggle, 144–145
- First Team, interaction, 134
- Flanagan, Leo F., 141
- Focus, maintenance, 134
- Fraser, Jane, 152
- Frequency bias, 120
- Fresh starts, 159
- Functional strategies, 44w–45w
- G
- Garbus, Joe, 114
- George, Bill, 27
- “Get to know you” conversations, usage, 155
- Going-in perspective, sharing, 116
- Goleman, Daniel, 106
- Go-to person, reputation, 16
- Growth
- opportunities, 28, 151
- strengths, 28
- Growth plan, 111–115
- alignment, importance, 114
- colleagues, assistance, 115
- objective, SMART actions (setting), 113
- others, involvement, 113
- process, management engagement, 113, 115
- Guilt (job dissatisfaction reaction), 143–144
- H
- Haig, Alexander, 134–135
- Harassment, legal meaning, 92
- Hostile work environment, legal meaning, 92
- How Win, 42–43
- Hsieh, Tony, 167–168
- Human resources business partner (HRBP), job resource, 150
- Human resources generalist (HRG), job resource, 150
- Hypotheses, 117
- I
- Ignatieff, Michael, 100
- Impact. See Influence/impact
- Influence, building, 111
- Influence/impact
- ability
- improvement, 26
- loss, 2–3
- changes, making, 116
- enhancement, 1, 3
- increase, 71, 173
- interference, actions (impact), 4
- loss, 12–14, 20
- negative spiral, 14
- undermining, 2
- Informants, function, 54
- Information
- leader approach, 73, 75–76
- sources
- access, 76
- identification, 41
- Innovation, methods, 126–127
- Insights, supplying, 131
- Insurmountable differences, 88, 90–92
- Intelligence Quotient (IQ), 107
- Interest. See Awareness, Interest, Direct, Action
- Internal people, functions, 53
- Interpersonal change strategies, 104, 105–107
- Interpersonal feedback/connections, human requirement, 10
- Interpersonal influence, empathy (importance), 106
- Interpersonal methods (emotion, management), 146
- Interviews. See Job interviews
- Intrinsic/extrinsic motivation, presence, 116
- J
- Job
- accountabilities, 62–63
- adjustment, 166–167
- benefits, 61
- benefits/costs, balance, 94
- candidate, status, 162
- change, 139, 159
- clarity, 175
- control, loss (acceptance), 25
- criteria, 151
- description. See Working job description.
- desire, questions, 84
- differences, 88
- dissatisfaction, reactions, 142–144
- elements, focus (absence), 2
- essentials, 41
- expectations/responsibilities, 61–62
- experience, managers (impact), 18
- identification/completion, 35–36
- mission, awareness, 103
- misunderstanding, 2
- motivation, 61
- operation, question, 87–92
- opportunities, ignoring, 162
- options, uncovering/creation, 163–164
- path, 4–5
- pivot point, 85–93
- problems, 11
- questions, 47
- relationships, 61–62
- resources (HRBP/HRG), 150
- satisfaction, problems, 4
- situation, understanding, 22–23
- strategic approach, 152–153
- truths, 93–95
- value/meaning, attainment, 93
- work completion, question, 85–86
- Job interviews
- preparation/handling, 164–166
- questions, 166
- types, 165
- Job search
- expectations, 160
- mistakes, 161
- routine, 160
- sales rep role, 161
- statistics, 160–161
- stress, 159
- tiers, 163
- Junior colleagues, value/respect, 132
- K
- Kahneman, Daniel, 15
- Kaiser, Rob, 32
- Kauffman, Carol, 27
- Kets de Vries, Manfred, 92
- Kitchen English, usage, 114
- Klein, Michael, 152
- Knowledge, 28, 29
- Knowledge, skills, and abilities (KSAs), 85–87
- L
- Leadership
- creation, 27
- demonstration, 125
- forms, 167
- responsibilities, assumption/increase, 124
- roles, 167
- strengths, 29
- teams, juniors (noncommunication), 130
- Leaders, inspiration, 175
- Learning agility, importance, 166
- Levinson, Daniel, 140
- Life arenas, questions, 141
- Listening, importance, 106
- Loh, John Michael, 63
- Long-term objectives, 93, 150–151
- M
- Main Team, engagement, 132
- Management
- engagement (growth plan), 113, 115
- micromanagement, avoidance, 176
- priority management challenge, types, 104
- strengths, 29
- Managers
- bad managers, perspective, 87
- change, 154
- commitment, 85
- confidence, usage, 174–177
- data, 66–67
- direct reports, interaction, 134
- focus/misalignment, 18
- impact, 173
- interactions, change, 104
- job, undertaking, 14
- leverage, 115
- manager-team member relationship, ARA (importance), 175
- observation, 47–51
- personal errands, expectations, 91
- priorities, 48–49
- problem solving, 128
- questions, 49w–50w
- relationships, 62
- responses, observation, 42
- responsibilities/expectations, 60
- understanding, 47–51
- Meaning/value, finding, 1–2
- Meetings
- gestalt, absorption, 157
- note-taking, 103
- Mental demons, 92
- Mental models, examination, 32–33
- Metrics, manager importance, 49
- Meyer, Erin, 46
- Micro-interest, display, 176
- Micromanagement, avoidance, 176
- Minor/manageable differences, 88
- Mission, 42, 64. See Personal missions
- defining, 33–34, 34w
- grit, display, 129–130
- guidepost, 150–151
- review, 174
- Mission-critical business/cultural priorities, focus, 2–3
- Mission-critical role, focus, 1
- Motivation
- Multi-tasking, shift, 16
- N
- Nanus, Burt, 129
- Narrative change strategies, 146–147
- Needs, labels, 10
- Negative emotions, production, 24
- Negative feedback, focus, 55
- Negativity bias, 120
- Negotiation (leader approach), 74, 78–79
- Neill, Roger, 116
- Nemawashi, 129
- Network
- building, 155–157
- leveraging, 160
- Networking opportunities, 153
- New Leader's 100 Day Action Plan, 46
- O
- Objectives
- anticipation, 128
- context, 115
- flow, 151
- setting, 117
- SMART actions, setting, 113
- Onboarding, control, 168–169
- Opinions, differences, 131
- Opportunities, 29, 167
- networking opportunities, 153
- tactical opportunities, 153
- Organizational change strategies, 104, 107–108
- Organizational culture, knowledge, 45–46
- Organizational priorities, identification, 150
- Organizational risks, mitigation, 168
- Organizations
- commitment, 85
- competitive advantage, 168
- cultural norms, 17
- discrimination, 72
- long-term benefit, valuation, 154
- needs, 9, 83
- operation, question, 87–92
- psychological safety, creation, 175
- role, negotiation, 149
- unethical/illegal actions, 92
- values, contradiction, 90–91
- Other-management, 106
- Other-understanding, 106
- Ownership, reclaiming, 116
- Owners, observation, 64
- P
- Peers
- interactions, change, 104
- leading, 135
- Perfection, impossibility (acceptance), 25
- Persistence, importance, 119
- Personal connections, usage, 163
- Personal equilibrium, maintenance, 17
- Personality
- assessments, 28
- tests, usage, 108
- Personal missions, 150–151
- Personal risks, mitigation, 168, 169
- Personal Strategic Plan (PSP), 109w
- building, 99–100
- role change usage, 157w–158w
- usage, 150–152
- Personal strengths, 29
- Personal working mission, 151
- Perspectives, synthesis, 131–132
- Pivot point (job), 85–93
- Plan, Do, Evaluation, Adjust approach, adoption, 112
- Plans, disruption, 139
- Political intelligence (PQ), 107, 129
- Pomerance, Hy, 102
- Porter, Michael, 42
- Positioning, 162–163
- Power, 23
- PQ. See Political intelligence
- Preferences, 30–32, 93
- strengths/opportunities, 28
- Priorities
- anticipation, 128
- maintenance, 134
- manager importance, 49
- organizational priorities, identification, 150
- shift, 104
- Priority management challenge, types, 104
- Problems
- responsibility, 132–133
- solutions, 128
- Problem-solving leadership role, 167
- Project-based assignments, 153
- PSP. See Personal Strategic Plan
- Psychological contract, 23–24
- Psychological safety, creation, 175
- Q
- Questions
- answering, 116
- ranking, 141–142
- R
- Race for the World (Fraser), 152
- Recency bias, 120
- Relationships, improvement, 103–104
- Relief (job dissatisfaction reaction), 144
- Resilience, 141–142
- Responsibilities
- assumption, willingness, 125
- increase, 123
- shift, 16
- Results, achievement, 125
- Role
- change, 154
- decision making/influence, 155
- improvement, negotiation, 149
- risks, mitigation, 168, 169
- understanding, 59
- S
- Sadness/depression (job dissatisfaction reaction), 143
- Schein, Edgar, 45
- Schub, Barry A., 166–167
- Scouts, functions, 55
- Secondments, 133
- Self-awareness, 26, 102–103, 139
- Self-doubts, confrontation, 13
- Self-management, 106
- Self-positioning, 162–163
- Self-protective thoughts, production, 24
- Self-regulation, 102–103
- Self-understanding, 106
- emotion, management, 144–145
- Senior executives, empathy, 125
- Shannon, Elaine, 90
- Skills. See Knowledge, skills, and abilities
- acquisition, 29
- demonstration, 125
- familiarity, 15
- SMART. See Specific, Measurable, Achievable, Relevant, Time-bound
- Snook, Scott, 27
- Soft skills, 63
- Specific, Measurable, Achievable, Relevant, Time-bound (SMART) goals, 113, 117
- Spencer, Erica L., 127
- Stakeholders, 63, 64–65
- discussion, 129
- identification/knowledge, 51–56, 175
- interactions, change, 104
- needs, addressing, 129
- observation, 55
- perspective, 68
- planning, 52w
- questions, 52–55, 53w
- requirements, 60
- requirements/needs, understanding (development), 108
- Strategos (authority type), 62
- Strategy
- culture, interaction, 46
- elements, 42–43
- Strengths, 28–29, 93
- areas, 29
- importance, 164
- leverage, 149
- personal strengths, 151
- Strengths, Opportunities, Values, and Preferences (SOVP), 28–30, 31w, 32
- Stress
- impact, 152
- job search stress, 159
- Style, examination, 28
- Success
- celebration, 133
- image, clarification, 175
- Sunk costs, irrelevance, 84
- System 1 thinking, usage, 15–16
- T
- Tactical opportunities, 153
- Takitkos (strategy type), 62
- Talents, 28–29
- requirement, absence, 86
- scouting, 154
- Target, missing, 126
- Teams
- blame, 133
- data, 67
- engagement, 132
- focus, 18–19
- inspiration, 134
- main team, 63
- members
- boss perspective, 105
- replacement, 19
- observation, 41–42
- requirements, 60
- support, 133
- Technical expertise, importance, 13
- Technical interests, identification, 151
- Technical skills, 29
- Thinking, deliberateness/effort, 15
- Town halls, usage, 130
- Toxic environment, 91–92
- Toxic manager, interaction, 92
- Training programs, usage, 153
- Transformation (leader approach), 74, 79–80
- Truman, Harry S., 133
- Trust, building, 176
- Trusted colleagues, functions, 53–55
- U
- Uncertainty, comfort, 15
- Underperformance, reason, 11
- V
- Value
- communication, 130–133
- creation, self-positioning, 161–162
- demonstration, 124–130
- discovery, 26
- growth, 133–135
- sale, 123
- value-additive status, 164
- Values, 42
- checklist, 30w
- contradiction, 90–91
- strengths/opportunities, 28, 29
- values/assumptions, 66
- Vision, 42
- Volatile, Uncertain, Complex, and Ambiguous (VUCA) environment, 129
- W
- Ways of Working, 100, 101–102
- What Color Is Your Parachute (Bolles), 164
- Where Play, 42–43
- Whistleblower, actions, 90–92
- Winterkorn, Martin, 90
- Win-win solutions
- Work. See Ways of Working
- aspects, avoidance, 13
- completion, question, 85–86
- discussion, 130–131
- factors, 59
- innovation, methods, 126–127
- pride, 9–10
- process, acceleration, 126
- reasons, 3
- refocus, 115
- success, 126
- Working job description, 68w
- evaluation, 69
- fulfillment, 16
- writing, 59
- Working job title, 63, 68
- Working Mission, 100–101
- Work Opportunities Site, 127
- Written contracts, psychological contracts (contrast), 23–24
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