Index
Numbers
9/11, 299
A
ABCD Trust model, 120–121, 124, 121, 126, 128
ABCD Trust model supportive behaviors, 122
conversations to restore trust, 123–124
diagnosing weaknesses, 123
trust levels, assessing, 122–123
accountability, one-on-one leadership, 104–105
achieving goals, responsibility for, 31
After Action Review (AAR) process (U.S. Army), 194
alignment conversations, 66
alignment phase (cultural transformation), 258–260
Amazon, 195
American Banker, 129
American Management Association, 131
apologies, One Minute Apologies, 116–117
appraisal process (performance), restructuring, 47
assumed constraints, challenging, 72–73
autonomy, boundaries for, 45–48
B
Banta Catalog Group, 253
Bay of Pigs, 117
behaviors
connected behaviors, 123
dependable behaviors, 123
Belasco, Jim, 84
Berrett-Koehler Publishers, 125
Bersin, Josh, 156
Bezos, Jeff, 195
Bird, Larry, 161
blame, placing, performance coaching, 95
Blanchard, Debbie, 308
Blanchard, Ken, 3, 5–6, 23, 27, 30–31, 41, 42–43, 49, 53, 72, 83–84, 90–91, 103, 116, 119–121, 123, 123–124, 126, 146–151, 155, 161, 199–201, 218, 218–219, 235, 250, 267, 271–272, 281–282, 290, 290–292, 293–294, 298, 302–303, 304, 305, 312, 313–315, 319, 328
Blanchard, Madeleine, 142
Blanchard, Margie, 101, 148, 199–201, 299, 312–314
Blanchard, Scott, 294–297, 307
Blanchard Training & Development, 200–201
Bock, Laszlo, 196
Bolles, Richard, 303
Boston Celtics, 161
corporate citizen of choice, becoming, 8–9
employer of choice, becoming, 4–5
investment of choice, becoming, 6–8
provider of choice, becoming, 5–6
boundaries for autonomy, 45–48
Bowater Pulp and Paper, 253
Bowles, Sheldon, 5–6, 30–31, 250, 271–273
Broadwell, Renee, 290
broken trust, repairing, 126–128
Brown, Brené, 328
Brown, Michael, 45
Buffer, 192
bureaucracy, change and, 244
Burr, Donald, 274
Bush, George H. W., 19
business case for change, explaining, 233–236
C
called leaders, servant leadership, 299–300
capable but cautious performers (development level), 55, 58, 60, 79–80
career stages, tailoring mentoring to, 152–154
Carew, Don, 9, 10, 50, 161, 183–184
Carlos, John, 41
Carlzon, Jan, 274
Carnegie, Dale, 76
Caterpillar Track Type Tractors (TTT) division, 161
Cedar Rapids fire (2007), 180
change management
bureaucracy and, 244
child support collection case study, 230–233, 234, 236, 238
concerns, 215
collaboration concerns, 222, 232
different people at different levels of concern, 223
implementation concerns, 220–221, 231–232
information concerns, 216, 231, 233
personal concerns, 216–220, 231, 236
refinement concerns, 222–223, 232–233
high involvement change strategy, 229
inclusion, importance in change management, 216–220
Leading People Through Change Model, 225
Collaborate on Implementation strategy, 236–241
Expand Involvement and Influence strategy, 226–233
Explain the Business Case for Change strategy, 233–236
Explore Possibilities strategy, 245–246
Make the Change Sustainable strategy, 241–244
loss of control and resistance to change, 227–228
organizational change, 209
leading change, importance of, 209–210
leading change, journey of change, 214
necessity for, 211
reinforcing change, 247
Chaparral Steel, 310
cheering (praising), 31, 110–113, 116
child support collection case study, change management, 230–233, 234, 236, 238
Clinton, Bill, 117
closure and team leadership, 175–176
coaching, 131
development coaching, 132, 135–137
internal culture of coaching, creating, 132, 142–144
as leadership style, 58, 59, 65, 79, 89–90, 92–93, 204
learning, coaching to support, 132, 140–142
performance, 82, 90–93, 132, 133–135
placing blame, 95
sweet spot, 133
Coaching in Organizations (Blanchard, Miller), 142
Collaborate on Implementation strategy (Leading People Through Change Model), 236–241
Collaborate on Implementation strategy (Leading People Through Change Model), 236–241
cooperation versus, 180
coordination versus, 179
defined, 184
reciprocity and, 184
teamwork versus, 180
College of Business at the University of San Diego, 313–314, 321, 323
Collins, Jim, 302
Collins and Porras, 24
commitment, 55
decommitment, handling, performance coaching, 94–99
performance planning, 85
communication
alignment conversations, 66
Collaborate on Implementation strategy (Leading People Through Change Model), 240–241
open communication, organizational leadership, 192
shared information, 10
of vision, 28
Compaq, 207
cultural transformation, importance in, 254
culture of greatness, 24
HPO SCORES®, 193
organizational leadership, 193
competition versus collaboration, 183–184
concerns (change management), 215
collaboration concerns, 222, 232
different people at different levels of concern, 223
implementation concerns, 220–221, 231–232
information concerns, 216, 231, 233
personal concerns, 216–220, 231, 236
refinement concerns, 222–223, 232–233
confusion and mentoring relationships, 146–147
connected behaviors, 123
constraints (assumed), challenging, 72–73
control and resistance to change, loss of, 227–228
conversations (alignment), 66
conversations, restoring trust, 123–124
cooperation versus collaboration, 180
coordination versus collaboration, 179
Cornell University, 218, 278–279
corporate citizen of choice, becoming, 8–9
Corporate Responsibility magazine, 8
Covey, Steve, 276
Crawford, Janet, 253
cross-generational mentoring, 147
Cuff, Kathy, 267
cultural transformation, 249–251
compelling vision, importance of, 254
critical success factors in, 261–262
“right” culture, the, 251
senior leadership and, 252–253
skepticism about culture, 252–253
culture of coaching (internal), creating, 132, 142–144
culture of greatness, compelling vision, 24
customer devotion, servant leadership and, 295
customer experience, Legendary Service
customer results, 11
HPO SCORES®, 195
organizational leadership, 195
D
Davis, Bob, 112
De Niro, Robert, 153
decision-making rules, clarifying, 46–47
declining performance, performance coaching, 93–95
decommitment (performance coaching), handling, 94–99
“Default to Transparency,” 192
delegating as leadership style, 58, 60–61, 63, 63, 65, 80, 89–90, 92–93, 206
Deloitte Consulting LLP, 156
Demarest, Garry, 101
Department of Motor Vehicles (DMV), 232–233, 290–292
dependable behaviors, 123
Depree, Max, 28
Deterding, Mark, 253
developing stage (organizational development), 205
development (team leadership), stages of, 162–168
development coaching, 132, 135–137
development levels
capable but cautious performers, 55, 58, 60, 79–80
diagnosing, by self-leaders, 54–55
disillusioned learners, 55, 58, 59, 61, 63, 79
enthusiastic beginners, 55, 58–59, 61, 79, 89, 92
goal setting, 61
matching leadership styles to, 55–58
organizational leadership
applying leadership styles to, 203–206
developing stage, 205
diagnosing development levels, 198–201, 206–207
high performing stage, 206
improving stage, 204
matching leadership styles to, 201–203, 206–207
self-reliant achievers, 55, 58, 60–61, 63, 80, 89, 92, 135–136
variation by task, 61
diagnosing
team leadership stages of development, 162
Díaz-Ortiz, Claire, 146–147, 148–149
direct reports, empowerment and, 36–37
directing as leadership style, 58–59, 65, 79, 89–90, 92–93, 203
directing behavior (team leadership), 168
direction of work, providing, 89–90
discovery phase (cultural transformation), 256–257
disillusioned learners (development level), 55, 58, 59, 61, 63, 79
Disney theme parks, 23–24, 254
Disney World, 20
dissatisfaction stage (team leadership), 165–166, 171–172
do-nothing bosses, 301
Dow Chemical Company, 180
driven leaders, servant leadership, 299–300
Drucker, Peter, 18
duck ponds (Legendary Service), 282
Dupree, Max, 288
Dyer, Wayne, 278
dynamics (team), team leadership, 174–175
E
eagles (Legendary Service), soaring like, 281–282
Education, U.S. Department of, 215
ego, servant leadership and, 300–303
employees
cheering (praising), 31
motivation for customer service, 30–31
passion and servant leadership, 295
performance and empowerment, 37
potential, traffic flow case study, 39
self-direction and empowerment, 48–50
surveys, cultural transformation, 259–260
traffic flow case study, 39
employer of choice, becoming, 4–5
empowerment, 35
boundaries for autonomy, 45–48
compelling vision, 46
decision-making rules, clarifying, 46–47
defined, 36
goals, setting, 46
hierarchical culture versus, 37–38, 40–41, 48
organizational learning, 44–45
potential, traffic flow case study, 39
traffic flow case study, 39
Empowerment Takes More Than a Minute (Blanchard, Carlos, Randolph), 41
energizing systems/structures, 11
organizational leadership, 195–196
Enron, 307
Enterprise Rent-A-Car, 194
enthusiastic beginners (development level), 55, 58–59, 61, 79, 89, 92
Essary, Vicky, 294
essence versus form (mentoring), 147–148
Everyone’s a Coach (Blanchard and Shula), 3, 281, 305
Expand Involvement and Influence strategy (Leading People Through Change model), 226–233
expectations, leadership point of view, 321–323, 330–331
Explain the Business Case for Change strategy (Leading People Through Change model), 233–236
Explore Possibilities strategy (Leading People Through Change model), 245–246
F
false pride
servant leadership and, 300–303
Fast Company, 328
fear and mentoring relationships, 146
Federal Office of Child Support, 230
feedback
money and, 107
as motivation, 107
Finamore, Joe, 197
Firestone, 24
Fixie Chicks, 328
flexibility
Flight of the Buffalo (Belasco, Stayer), 84
Footprint Chronicles, 125, 192
Ford Motor Company, 24, 45, 207–208
form versus essence (mentoring), 147–148
Fortune, 193
corporate citizen of choice, becoming, 8–9
employer of choice, becoming, 4–5
investment of choice, becoming, 6–8
provider of choice, becoming, 5–6
Fourth Secret of The One Minute Manager: A Powerful Way to Make Things Better (Blanchard, McBride), 116
Fowler, Susan, 72
Frankfurter, Felix, 62
Frost, Robert, 316
Full Steam Ahead! Unleash the Power of Vision in Your Work and Your Life (Blanchard, Stoner), 27, 235, 272
future (compelling vision), picture of the, 21–22
G
Gandhi, Mahatma, 287
Garfield, Charles, 21
Gascoigne, Joel, 192
Gates, Bill, 73
General Electric (GE), 71–72, 255
Generosity Factor, The, 150–151
giving people wings (Legendary Service), 282–284
goal setting, 46
development levels and, 61
limiting number of goals, 108
one-on-one leadership, 103–104
limiting number of goals, 108
performance planning, 85
responsibility for, 31
goals, responsibility for, 31
Golden Door Spa, 265
Good to Great (Collins), 302
Gore, W.L., 310
Grand Canyon University, 328
Great Scott Trucking, 273, 274
greatness (culture of), compelling vision, 24
Greenleaf, Robert, 287, 298, 300
Gung Ho!: Turn On the People in Any Organization (Blanchard, Bowles), 30–31, 250–251
H
Hall, Gene, 215
Halsey, Vicki, 267
Harris, Thomas, 301
Hathaway, Anne, 153
Hawkins, Laurence, 72
heart and servant leadership, 298
Helping People Win at Work: A Business Philosophy Called “Don’t Mark My Paper, Help Me Get an A” (Blanchard, Ridge), 83–84
Hersey, Paul, 53
Hewlett-Packard, 112–113, 206–207
Hibe, Jim, 273
hierarchical culture, empowerment versus, 37–38, 40–41, 48
high performing stage (organizational development), 206
high trust environments, creating, 121
ABCD Trust model supportive behaviors, 122
conversations to restore trust, 123–124
diagnosing weaknesses, 123
trust levels, assessing, 122–123
high-performing organizations
defined, 9
higher level leadership, 332
Hodges, Phil, 298
Hoekstra, Judd, 225
How to Win Friends and Influence People (Carnegie), 76
HPO (High-Performance Organizations), vision and stock returns, 24
Legendary Service and, 265–267
organizational leadership
compelling vision, 193
customer results, 195
developing stage, 205
energizing systems/structures, 195–196
high performing stage, 206
improving stage, 204
ongoing learning, 194
open communication, 192
shared information, 192
start-up stage, 203
HR Technology Disruptions of 2018, 156
Hudson River plane crash (2009), 176–177
human resources, mentoring programs, creating, 151–152
humility
Hyatt, Michael, 145
I
“I Have a Dream” speech (Martin Luther King, Jr.), 24
I’m OK, You’re OK (Harris), 301
immersion phase (cultural transformation), 257–258
impact concerns (change management), 221, 232
IMPACT program (mentoring), tailoring to career stages, 152–153
implementation concerns (change management), 220–221, 231–232
improving stage (organizational development), 204
inclusion, importance in change management, 223–224
individual learning
organizational learning versus, 204
Infant at Work, 316
influence in change management, 226–233
information
change management, 216, 231, 233
sharing information
integrating style (team leadership), 172
integration stage (team leadership), 166–167
Intern, The, 153
internal culture of coaching, creating, 132, 142–144
investment of choice, becoming, 6–8
involvement
high involvement, 11
IRS (Internal Revenue Service), 232–233
J
Jobs, Steve, 124
Jones, KC, 161
journey of change, change management, 214
K
Kellerman, Barbara, 307
Kelly, Gary, 282
Ken Blanchard Companies®, The, 42–43, 53, 199, 201, 235, 313–314, 316
Kennedy, John F., 21–22, 38, 117
Keynes, John Maynard, 234
King, Jr., Martin Luther, 24, 287
knowledge power, 75
Kodak, 206
L
Labor, U.S. Department of, 197
Lawler, Edward, 37
Lead with LUV: A Different Way to Create Real Success (Barrett, Blanchard), 328
Leader Within (Zigarmi), The, 308
leadership
coaching as leadership style, 204
delegating as leadership style, 206
directing as leadership style, 203
higher level leadership, 332
one-on-one leadership, 67, 103
feedback, importance of, 106–107
goal setting, 103–104, 108, 108–109
One Minute Praisings, 110–113, 116
One Minute Re-Directs, 113–116
one-on-one meetings, 101
performance management systems, 81–100
performance standards, 105–107
operational leadership, 294, 295
organizational leadership, 68, 191
compelling vision, 193
customer results, 195
energizing systems/structures, 195–196
ongoing learning, 194
open communication, 192
shared information, 192
style of leadership, 198, 201–207
turnaround, example of, 207–208
elements of, 314
expectations, 321–323, 330–331
higher level leadership, 332
self-leadership, 50–51, 67, 69–70
individual learning and, 71–72
servant leadership, 287
customer devotion, 295
employee passion, 295
heart and, 298
Leadership-Profit Chain, 296
organizational vitality, 295
diagnosing development levels, 54–55
flexibility in leadership, 62–65
matching leadership styles to development levels, 55–61
styles of leadership
coaching, 58, 59, 65, 79, 89–90, 92–93
delegate, 58, 60–61, 63, 63, 65
directing, 58–59, 65, 79, 89–90, 92–93
matching to development levels, 55–61
support, 58, 60, 65, 79–80, 89–90, 92–93
support, as leadership style, 205
directing behavior, 168
effective approach to, 159
integrating style, 172
performance, obstacles to, 158
performance strategies, 173–176
stages of development, 162–168
supporting behavior, 168
as transformational journey, 67–68
shared vision, impact of, 25–26
Leadership Engine (Tichy), The, 313
Leadership is an Art (Dupree), 28, 288
Leadership-Profit Chain, 296
Leading at a Higher Level (Blanchard), 332
leading change, organizational change
journey of change, 214
Leading People Through Change model, 225
Collaborate on Implementation strategy, 236–241
Expand Involvement and Influence strategy, 226–233
Explain the Business Case for Change strategy, 233–236
Explore Possibilities strategy, 245–246
Make the Change Sustainable strategy, 241–244
learning
coaching to support learning, 132, 140–142
individual learning
organizational learning versus, 204
HPO SCORES®, 194
organizational leadership, 194
organizational learning
individual learning versus, 204
sharing information and empowerment, 44–45
Legendary Service, 265
customer experience
duck ponds, 282
elements of, 268
Legendary Service (Blanchard, Cuff, Halsey), 267
Lewin, Kurt, 209
Lewinsky, Monica, 117
loss of control and resistance to change, 227–228
M
MacDonald, Gordon, 299
Make the Change Sustainable strategy (Leading People Through Change model), 241–244
Make-A-Wish Foundation, 20
Malone, Thomas, 37
Management By Wandering Around (Hewlett-Packard), 112–113
managing
cultural transformation, 255–256
performance management systems
partnering as, 100
performance coaching, 82, 90–99
performance delivery, 91
performance planning, 81–82, 85–90
performance reviews, 82, 100, 107–108
top-down management, 156
Mandela, Nelson, 287
Marcario, Rose, 193
Maritz, 119
Marriott hotels, 6
Master of Science in Executive Leadership (MSEL) program, 313–314, 321, 322, 323
MasteryWorks, 119
matching, performance planning, 88–90
McBride, Margaret, 116
McCarty, Steve, 194
McGee, Robert S., 301
McHale, Kevin, 161
career stages, tailoring mentoring to, 152–154
confusion and mentoring relationships, 146–147
cross-generational mentoring, 147
fear and mentoring relationships, 146
MENTOR model, The, 148–151, 152
mentoring programs, creating, 151–152
new hire mentoring, 147
obstacles to a mentoring relationship, 146–147
partners, choosing, 147
peer-to-peer mentoring, 147
time and mentoring relationships, 146
Merck, 253
Miami Dolphins, 3
Microsoft, 45
Miller, Linda, 142
Miller, Mark, 304
Minera El Tesoro, 253
momentum and team leadership, 173–174
money, feedback and, 107
morale, team leadership, 163–164
motivation, feedback as, 107
Motor Vehicles, Department of, 232–233
N
Nature Conservancy, 180
new hire mentoring, 147
New One Minute Manager (Blanchard, Johnson), The, 103
Nixon, Richard M., 117
Nordstrom, 254, 266–267, 281, 283–284, 308
O
O’Connor, Michael, 23
Ohio University, 53
One Minute Manager (Blanchard, Johnson), The, 113, 116, 200–201, 289–290
One Minute Mentoring: How to Find and Work with a Mentor - and Why You’ll Benefit from Being One (Blanchard, Díaz-Ortiz), 146–147
One Minute Praisings, 110–113, 116, 289
One Minute Re-Directs, 113–116, 289
one-on-one leadership, 67, 103
feedback, importance of, 106–107
limiting number of goals, 108
One Minute Praisings, 110–113, 116
One Minute Re-Directs, 113–116
one-on-one meetings, 101
performance management systems
partnering as, 100
performance coaching, 82, 90–99
performance delivery, 91
performance planning, 81–82, 85–90
performance standards, 105–107
HPO SCORES®, 194
organizational leadership, 194
open communication, 10
HPO SCORES®, 192
organizational leadership, 192
operational leadership, 294, 295
Ordering Your Private World (MacDonald), 299
organizational change, 209
bureaucracy and, 244
child support collection case study, 230–233, 234, 236, 238
concerns, 215
collaboration concerns, 222, 232
different people at different levels of concern, 223
implementation concerns, 220–221, 231–232
information concerns, 216, 231, 233
personal concerns, 216–220, 231, 236
refinement concerns, 222–223, 232–233
inclusion, importance in change management, 216–220
leading change
journey of change, 214
Leading People Through Change model, 225
Collaborate on Implementation strategy, 236–241
Expand Involvement and Influence strategy, 226–233
Explain the Business Case for Change strategy, 233–236
Explore Possibilities strategy, 245–246
Make the Change Sustainable strategy, 241–244
necessity for, 211
reinforcing change, 247
organizational culture
compelling vision, importance of, 254
senior leadership and, 252–253
skepticism about culture, 252–253
critical success factors in, 261–262
managing transformation, 255–256
“right” culture, the, 251
organizational leadership, 68, 191
development levels
applying leadership styles to, 203–206
developing stage, 205
high performing stage, 206
improving stage, 204
matching leadership styles to, 201–203, 206–207
HPO SCORES®
compelling vision, 193
customer results, 195
developing stage, 205
energizing systems/structures, 195–196
high performing stage, 206
improving stage, 204
ongoing learning, 194
open communication, 192
shared information, 192
start-up stage, 203
style of leadership, development levels
applying leadership styles to, 203–206
determining, 198
matching leadership styles to, 201–203, 206–207
turnaround, example of, 207–208
organizational learning
individual learning versus, 204
sharing information and empowerment, 44–45
organizational vitality, servant leadership and, 295
orientation stage (team leadership), 164–165
P
Parish, Robert, 161
Parisi-Carew, Eunice, 9, 10, 183–184
partnering
as a performance management system, 100
for performance skills (SLII®), 66–67
Peak Performance: Mental Training Techniques of the World’s Greatest Athletes (Garfield, Zinabennett), 21
Peale, Norman Vincent, 148, 150–151, 302–303
Peale, Ruth, 148
peer-to-peer mentoring, 147
People Express Airlines, 274
performance
appraisal process, restructuring, 47
coaching, 82, 90–93, 132, 133–135
placing blame, 95
dashboards, 244
empowerment and, 37
one-on-one leadership
performance standards, 105–107
partnering for performance skills (SLII®), 66–67
performance management systems
partnering as, 100
performance coaching, 82, 90–99
performance delivery, 91
performance planning, 81–82, 85–90
performance reviews, 82, 100, 107–108
goal setting, 85
team leadership
performance, obstacles to, 158
personal concerns (change management), 216–220, 231, 236
personal power, 75
picture of the future, vision as, 21–22
placing blame, performance coaching, 95
planning performance, 81–82, 85–86
goal setting, 85
point of view (leadership), 313–314
elements of, 314
expectations, 321–323, 330–331
higher level leadership, 332
points of power, activating, 73–76
Porras, Collins and, 24
position power, 75
potential, developing, traffic flow case study, 39
power
knowledge power, 75
personal power, 75
points of power, activating, 73–76
position power, 75
relationship power, 75
shared power, 11
organizational leadership, 196–197
task power, 75
Power of Ethical Management (Blanchard, Peale), The, 148, 302–303
Power of Positive Management (Blanchard), The, 148
praising (cheering), 31, 110–113, 116
pride (false)
servant leadership and, 300–303
production stage (team leadership), 167–168
productivity, team leadership, 163–164
profit, 157
provider of choice, becoming, 5–6
Purpose Driven Life, The (Warren), 294
Q
corporate citizen of choice, becoming, 8–9
employer of choice, becoming, 4–5
investment of choice, becoming, 6–8
provider of choice, becoming, 5–6
quizzes, HPO SCORES®, 13–16, 201–202
R
Randolph, Alan, 41
Raving Fans®: A Revolutionary Approach to Customer Service (Bowles and Blanchard), 5–6, 272
reciprocity and collaboration, 184
refinement concerns (change management), 222–223, 232–233
refinement phase (cultural transformation), 260–261
reinforcing change, change management, 247
relationships
mentoring relationships, obstacles to, 146–147
organizational leadership, diagnosing development levels, 198–201
power of, 75
reports (direct), empowerment and, 36–37
reprimands. See One Minute Re-Directs
resistance to change, loss of control and, 227–228
resolving style (team leadership), 171–172
responsibility for goals, 31
results
customer results, 11
HPO SCORES®, 195
organizational leadership, 195
organizational leadership, development levels, diagnosing, 198–201
reviewing performance, 82, 100, 107–108
“right” culture and cultural transformation, the, 251
Ritz-Carlton hotels, 49, 282–283, 309
Rolling Stone, 124
Rubrik, 126
rules (decision-making), clarifying, 46–47
S
San Diego wildfire (2003), 180
San Diego, University of, 313–314, 321, 323
SAP, change management, 216, 220–222
Sarbanes-Oxley, direct reports and empowerment, 36–37
Satoro, Ryunosuke, 177
Saturn Corporation (Saturn LLC), 269–270
Schmidt, Tim, 253
SeaWorld, 20
Secret: What Great Leaders Know and Do (Blanchard, Miller), The, 304
self-direction, empowerment and, 48–50
Self-Leadership and The One Minute Manager (Blanchard, Fowler, Hawkins), 72
self-leadership, 50–51, 67, 69–70
individual learning and, 71–72
skills of
activating points of power, 73–76
challenging assumed constraints, 72–73
self-reliant achievers (development level), 55, 58, 60–61, 63, 80, 89, 92, 135–136
self-serving leaders, 300
Servant Leader (Blanchard, Hodges), The, 298
Servant Leadership in Action: How You Can Achieve Great Relationships and Results (Blanchard, Broadwell), 290, 297
servant leadership, 287
customer devotion, 295
employee passion, 295
heart and, 298
Leadership-Profit Chain, 296
organizational vitality, 295
shared information, 10
HPO SCORES®, 192
organizational leadership, 192
shared power, 11
organizational leadership, 196–197
shared vision, impact of, 24–26
sharing information
organizational learning, 44–45
significant purpose, as vision element, 20–21
Sinha, Bipul, 126
skills, partnering for performance skills (SLII®), 66–67
alignment conversations, 66
development levels
goal setting, 61
matching leadership styles to, 55–61
variation by task, 61
flexibility in leadership, 62–65
leadership as transformational journey, 67–68
one-on-one leadership, 67
organizational leadership, 68
partnering for performance skills (SLII®), 66–67
team leadership, 67
Smith, Fred, 303
soaring like eagles (Legendary Service), 281–282
Southwest Airlines, 193, 197, 254, 281–282, 309, 328, 329–330, 331
Special Olympics, 311
St. Mary’s College, 328
stages of development, team leadership, 162
dissatisfaction stage, 165–166, 171–172
start-up stage (organizational development), 203–204
Stayer, Ralph, 84
Stelling, Kessel, 129
Stoner, Jesse, 9, 10, 18–19, 27, 235, 272
structuring style (team leadership), 170–171
Sullenberger, Chesley “Sully,” 176–177
support, as leadership style, 58, 60, 65, 79–80, 89–90, 92–93, 205
supporting behavior (team leadership), 168
Survey of Bank Reputations, 129
surveys, cultural transformation, 259–260
sustainability, Make the Change Sustainable strategy (Leading People Through Change model), 241–244
sweet spot of coaching, 133
Synovus Financial, 129
T
task power, 75
task-specific, development goals as, 61
Tate, Rick, 106
team dynamics, team leadership, 174–175
directing behavior, 168
dissatisfaction stage, 165–166, 171–172
effective approach to, 159
integrating style, 172
performance, strategies for, 173–176
performance, obstacles to, 158
stages of development, 162
dissatisfaction stage, 165–166, 171–172
supporting behavior, 168
teamwork versus collaboration, 180
Texas, University of, 215
Tichy, Noel, 313
time and mentoring relationships, 146
Tony Jannus Award, 328
Top 50 Leaders, The, 328
top-down management, 156
Toyota Motor Company, 194
Track Type Tractors (TTT) division (Caterpillar), 161
Trader Joe’s Grocery, 37, 195, 266
traffic flow case study, employee empowerment, 39
training, empowerment and, 47–48
Training magazine, 155
transformational journey, leadership as, 67–68
transparency, 208
“Default to Transparency,” 192
trust, 119
ABCD Trust model, 120–121, 124, 121–124, 126, 128
benefits of, 120
broken trust, repairing, 126–128
connected behaviors, 123
dependable behaviors, 123
high trust environments, creating, 121
ABCD Trust model supportive behaviors, 122
conversations to restore trust, 123–124
diagnosing weaknesses, 123
trust levels, assessing, 122–123
levels of trust, assessing, 122–123
sharing information and empowerment, 43–44
Trust Works!: Four Keys to Building Lasting Relationships (Blanchard, Olmstead, Lawrence), 120–121
Twain, Mark, 210
U
UNITE model and collaboration, The, 185–189
United States Olympic hockey team (1980), 176
University Associates, 218
University of San Diego, 313–314, 321, 323
University of Texas, 215
UPS (United Parcel Service), 197
U.S. Army After Action Review (AAR) process, 194
U.S. Department of Education, 215
U.S. Department of Labor, 197
USA Today, 6
V
validating style (team leadership), 172–173
values
leadership point of view, 317–320, 329–330
vision
communicating, 28
cultural transformation, importance in, 254
culture of greatness, 24
HPO SCORES®, 193
organizational leadership, 193
defined, 27
HPO stock returns and, 24
shared vision, impact of, 24–26
W
Warren, Rick, 294
Watergate, 117
Welch, Jack, 255
Whale Done!: The Power of Positive Relationships (Blanchard, Lacinak, Tompkins, Ballard), 90–91
What Color Is Your Parachute? (Bolles), 303
wings (Legendary Service), giving people, 282–284
work direction, providing, 89–90
WorldCom, 307
World’s 100 Most Powerful Women Award, The, 328
worthwhile work, 30
Y
You and Your Network (Smith), 303
YPO (Young President’s Organization), 199
Yum! Brands, 48–49, 71–72, 295
Z
Zappos, 193