Index

  •  
  • 60/40 candidate, 162
  • 90-6-4 rule, 50
  • 90/10 candidate, 162
  • 360° assessment, 108
  • 360° feedback process, 102–103
  • B
  • Bargaining/yearning (job dissatisfaction reaction), 143
  • Behavior
    • change, 104, 112
      • components, 116–123
    • improvement, 103–104
    • style, 66
  • 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
    • absence, risk, 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
    • understanding, 175
  • 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
    • importance, 106
  • 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
    • evaluation, 117–118
  • I
  • Ignatieff, Michael, 100
  • Impact. See Influence/impact
    • expansion, 123
  • 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
      • embracing, 147
    • 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
    • examination, 35
  • 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
    • conveyance, 166
    • display, 164
  • 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
      • disconnect, 11
    • 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
    • examples, 101
  • 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
      • approach, 89
  • 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
      • PSP, usage, 150–152, 157w–158w
    • 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
    • revision, 118
  • 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
  • Z
  • Zappos, 167–168
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