Index
A
accountability
in cultural transformation process, 254-255
in goal setting, 130-131
Aetna Production Services, 254
alignment of change management team, 224-225
alignment phase (cultural transformation), 252-255
Allied Signal, 72-73
Apollo Moon Project, 22
apologies, 145-147
appreciation of teams, 171
ASDA, 252
assumed constraints, challenging, 94-95
AT&T, 201
attainable goals, 135
attentiveness (in Legendary Service), 36
autocratic leadership style, 75
autonomy, boundaries for, 68-70
B
Bandag Manufacturing, 92
Barrett, Colleen, 50
Belasco, Jim, 109
beliefs about leading/motivating people, determining, 297
benchmarking teams, 169-172
Bird, Larry, 171
Blanchard, Debbie, 281
Blanchard, Ken, 5, 24, 28, 40, 50-52, 64-65, 72, 76, 107, 115, 129, 140, 145, 165, 171, 201, 228, 243, 263, 265, 275, 277-278, 289, 292, 296, 327
Blanchard, Madeleine, 161, 330
Blanchard, Marjorie, 126, 272, 286, 290, 328
blogs, 349
Boston Celtics, 171
boundaries for autonomy, 68-70
Bowater Pulp and Paper, 246
Bowles, Sheldon, 5, 40-41, 52, 165, 243
Brinker, Erv, 284
Brown, Michael, 67
Buford, Bob, 285
Burr, Donald, 42
Bush, George H. W., 19
business case for change, explaining, 226-227
C
called leaders, driven leaders versus, 271-273
capable but cautious performer (development level), 77, 80
Carew, Don, 9, 73, 165, 172, 331
Carlos, John, 64
Carlzon, Jan, 42
Caterpillar, 172
celebrating points of power, 96-99
challenging assumed constraints, 94-95
Champy, James, 235
child support collection case study, 219-222
concerns, addressing, 197-207
collaboration concerns, 205
impact concerns, 205
implementation concerns, 204
information concerns, 199
matching leadership styles for, 210-212
personal concerns, 199-203
refinement concerns, 205-206
importance of, 192
leadership styles needed in, 207-209
necessity of change, 193-194
performance decreases during, 193
reasons for failure, 194-196
strategies for, 215-240
Embed and Extend, 238-239
Enable and Encourage, 233-235
Envision the Future, 228-229
Execute and Endorse, 235-237
Expand Involvement and Influence, 217-219
Experiment to Ensure Alignment, 229-233
Explain the Business Case for Change, 226-227
Explore Possibilities, 239-240
Select and Align the Leadership Team, 222-225
Chaparral Steel, 283
charters, creating team charters, 172-174
Chick-fil-A, 277
child support collection case study (change management), 219-222
clarifying decision-making rules, 69-70
clarity in goal setting, 132
Clarke, Gary, xv
classroom example (variation of leadership styles), 83-87
clear values. See values
Clinton, Bill, 146
CNN, 20-23
coaching, 149-150. See also coaching leadership style
applications of, 150-151
development coaching, 150, 154-156
internal coaching culture, 151, 161-163
for learning support, 151, 159-160
performance coaching. See performance coaching
Coaching in Organizations (Blanchard and Miller), 161
coaching leadership style, 77-79, 184. See also coaching
collaboration concerns (change management)
child support collection case study, 221
matching leadership style to, 212
collaboration for success, 100-103
Collins, Jim, 275
commitment, 87
to change, 236
loss of, 119-125
“Communicating Your Leadership Point of View” course, 290
communication
in change management, 232-233
shared information, 10
in teams, 170
of vision, 29
compelling vision, xvii-xviii, 10
elements of, 19-25
higher purpose, 20-21
mental imagery, 21-23
values, 23-25
organizational culture and, 25
competence, 87
concerns about change, addressing, 197-207
collaboration concerns, 205
impact concerns, 205
implementation concerns, 204
information concerns, 199
matching leadership styles for, 210-212
personal concerns, 199-203
refinement concerns, 205-206
core values, determining, 295-297
Covey, Steve, 44
Crawford, Janet, 246
cultural transformation, 247-249
alignment phase, 252-255
critical success factors for, 256-257
discovery phase, 249-250
immersion phase, 250-252
refinement phase, 255
culture. See organizational culture
culture of empowerment. See empowerment
culture of service (in Legendary Service), 36
customer devotion, 268
customer results, 11
customer service, 33-35
employee motivation, 52-53
implementation, 46-52
Legendary Service, creating, 35-40
listening to customer wants, 44-46
provider of choice, becoming, 4-5
servant leadership and, 282
vision of customer experience, 40-43
D
Davis, Bob, 138
decision-making, 11
encouragement in, 265-267
in high performing organizations, 283-285
decision-making rules, clarifying, 69-70
declining performance situations, performance coaching in, 119-125
decommitment, 119-125
defensive listening, 45
delegating leadership style, 77, 80, 186
Demarest, Garry, 126
democratic leadership style, 75
Department of Motor Vehicles (DMV) example (servant leadership), 263-265
departmental vision, 27-28
development coaching, 150, 154-156
development levels
diagnosing
in performance planning stage, 112-113
by self leaders, 100-103
matching leadership styles to, 77-81, 113-115
in Situational Leadership II, 77
of teams
determining, 174-181
matching leadership style to, 181-187
variation by task, 81-83
diagnosis in performance planning, 112-113
diagnosis skills (Situational Leadership II), 87
directing behavior (in Situational Leadership II), 181
directing leadership style, 77-79
in change management, 196, 208-210
for teams, 184
discovery phase (cultural transformation), 249-250
disillusioned learners (development level), 77-79
dissatisfaction (team development stage), 177-178, 184
distribution curves, performance management systems and, 107, 134
DMV (Department of Motor Vehicles) example (servant leadership), 263-265
Domo Gas, 41
driven leaders, called leaders versus, 271-273
Drucker, Peter, 18
ducks (customer service example), 46-51
Dyer, Wayne, 46
E
eagles (customer service example), 46, 49-52
Edmonds, S. Chris, 333
ego, 273-276
elephant training example (assumed constraints), 94
Embed and Extend strategy (change management), 238-239
Embody the Values (servant leadership), 279
employee empowerment. See empowerment
employee passion, 268
employee survey in cultural transformation process, 254-255
employees
cheering each other, 53
motivation for customer service, 52-53
sharing financial information with, 7-9
employer of choice, becoming, 6-7
boundaries for autonomy, 68-70
hierarchical culture versus, 62-63
obstacles to, 60-61
performance and, 59-60
self leadership and, 91-93
self-direction, 71-74
sharing information, 64-67
of teams, 170
traffic flow case study, 61-62
Empowerment Takes More Than a Minute (Blanchard, Carlos, Randolph), 64
Enable and Encourage strategy (change management), 233-235
encouragement in decision-making, 265-267
energizing systems/structures, 11
Engage and Develop People (servant leadership), 277
Enron, 247
enthusiastic beginner (development level), 77-79
Envision the Future strategy (change management), 228-229
Erhard, Werner, 200
Essary, Vicky, 267
ethical dilemmas, 281
Everyone’s a Coach (Blanchard and Shula), 3, 50, 278
example setting, 299
Execute and Endorse strategy (change management), 235-237
Expand Involvement and Influence strategy (change management), 217-219
expectations of others, determining, 298
Experiment to Ensure Alignment strategy (change management), 229-233
Explain the Business Case for Change Team strategy (change management), 226-227
Explore Possibilities strategy (change management), 239-240
external customers, 43
F
Facebook, 349
failure of change, reasons for, 194-196
failure of teams, reasons for, 167
false pride, 273-276
fear, 273-276
feedback
in goal setting, 132-133
during performance coaching, 153
servant leaders versus self-serving leaders, 272
feelings in praising, 137
financial information, sharing with employees, 7-9
Finch, Fred, 334
flexibility
in organizational structure, 278
of teams, 170
flexibility skills (Situational Leadership II), 88
Flight of the Buffalo (Stayer and Belasco), 109
focusing leadership style in change management, 208
Ford Motor Company, 67
The Fourth Secret of the One Minute Manager: A Powerful Way to Make Things Better (Blanchard and McBride), 145
Fowler, Susan, 335
Frankfurter, Felix, 83
Freightliner, 41-42
Full Steam Ahead! Unleash the Power of Vision in Your Company and Your Life (Blanchard and Stoner), 28, 40, 228
G
Garfield, Charles, 21
Garrett, Milt and Jane, 37-38
Gellerman, Barbara, 280
Give Kids the World, 20-22
Glaser, Robert, 336
goal setting, 129-136
areas of accountability, 130-131
clarity of goals, 132
feedback and, 132-133
limiting number of goals, 134
in performance planning, 112
performance standards, 131-132
SMART goals, 135-136
goals. See also performance planning
responsibility for, 53
SMART goals, 135-136
Goethe, 30
Golden Door Spa, 34
Goldsmith, Marshall, 157
Good to Great (Collins), 275
Good, Lael W., 337
Graham, Billy, 37
ground rules, setting for meetings, 123-124
groups, teams versus, 169
Gung Ho!: Turn on the People in Any Organization (Blanchard and Bowles), 52, 243
Gung Ho!® culture training program, 247-249
alignment phase, 252-255
discovery phase, 249-250
immersion phase, 250-252
refinement phase, 255
H
Halftime (Buford), 285
Hall, Gene, 198
Hawkins, Laurence, 339
health, effect of teams on, 166
The Heart of Business (Hayes and Stevens), xvii, 267
Helping People Win at Work: A Business Philosophy Called “Don’t Mark My Paper, Help Me Get an A” (Blanchard and Ridge), 107
Hersey, Paul, 76
Hewlett-Packard, 67
Hibe, Jim, 41
hierarchical culture, empowerment versus, 62-63
High Five: The Magic of Working Together (Blanchard et al), 165
characteristics of, 10-11
customer service. See customer service
defined, 9
empowerment. See empowerment
HPO SCORES model, 10-11
quiz, 13-16
leadership in, 13
servant leadership in, 282-285
triple bottom line, 4-9
defined, xvii
as vision element, 20-21
Hiner, Eddie, 303
Hoekstra, Judd, 340
Horn, Philip, 252
HPO SCORES model, 10-11
quiz, 13-16
HPOs. See high-performing organizations
I
“I need” statements, 98-99
IBM, 26
ideal service (in Legendary Service), 36
immediate praising, 137
immersion phase (cultural transformation), 250-252
impact concerns (change management)
child support collection case study, 221
matching leadership style to, 211
implementation
as aspect of leadership, 262
of customer service, 46-52
implementation concerns (change management)
child support collection case study, 221
matching leadership style to, 210
improving performance situations, performance coaching in, 116-118
individual learning, 10
self leadership and, 93-94
individuals, self-direction, 71-72
ineffective leadership, servant leadership versus, 280-281
influence in change management, 217-219
informal performance management systems, 126-127
information concerns (change management)
child support collection case study, 220
information sharing, 64-67
inspiring leadership style (change management), 208
for collaboration concerns, 212
for impact concerns, 211
for implementation concerns, 210
for refinement concerns, 212
integration (team development stage), 178-179, 185
internal coaching culture, 151, 161-163
internal customers, 43
investment of choice, becoming, 7-9
involvement in change management, 217-219
J–K
Jesus, 261
Johnson & Johnson, 23
Johnson, Robert, 23
Johnson, Spencer, 129
Johnsonville Foods, 94
Jones, John, 201
Jones, KC, 171
Kelly, Gary, 50
The Ken Blanchard Companies, 227
contact information, 347
empowerment example, 64-65
leadership as transformational journey, 89
social networking information, 349
speaker information, 348
Tools for Change information, 349
Keynes, John Maynard, 226
Keynote Speakers (from The Ken Blanchard Companies), booking information, 348
KFC, 72
King, Martin Luther Jr., 24
knowledge. See organizational learning
knowledge power, 97
L
Lacoursiere, Roy, 174
language of empowerment, 62-63
Lao Tzu, 117
Lawler, Edward, 59
The Leader Within (Zigarmi), 281
leadership. See also coaching; organizational leadership; servant leadership
aspects of, 262
defined, xvi-xviii
departmental vision, 27-28
determining beliefs about, 297
in high-performing organizations, 13
at higher level, xvi-xviii
impact on performance, 267-270
self-serving, xviii
shared vision, impact of, 25-27
teams. See teams
as transformational journey, 89-90
The Leadership Engine (Tichy), 289
Leadership Is an Art (Depree), 29
creating, examples of, 299, 303-307
elements of, 290-292
beliefs about leading/motivating people, 297
core values, 295-297
example setting, 299
leadership role models, 292
life purpose, 293-295
what others can expect from you, 298
what you expect from others, 298
importance of developing, 289-290
leadership role models, 292
leadership styles. See also Situational Leadership II
in change management, 207-212
matching to development levels, 77-81
in performance planning stage, 113-115
team development levels, 181-187
in Situational Leadership II, 77
types of, 75
variation as necessary, 83-87
leadership team in change management, selecting, 222-225
leadership vacuum, 73-74
Leading People Through Change Model. See change management, strategies for
learning, 10. See also organizational learning
in servant leadership, 277
supporting via coaching, 151, 159-160
Lee, Robert, 219
Legendary Service, creating, 35-40. See also customer service
Lewin, Kurt, 192
life purpose, determining, 293-295
listening to customer wants, 44-46
living your vision, 29-30
Lorber, Robert, 145
loss, sense of, 201-202
love, 276
M
MacDonald, Gordon, 271
Make-A-Wish Foundation, 20
Management by Wandering Around, 139
Managing by Values (Blanchard and O’Connor), 296
managing change. See change management
Marriott hotels, 5
Master of Science in Executive Leadership (MSEL) program, 290
matching leadership styles in performance planning, 113-115
McBride, Margret, 145
McClelland, David, 135
McGee, Robert S., 274
McHale, Kevin, 171
measurable goals, 135
measurement in change management, 232, 236-237
meetings, setting ground rules for, 123-124
mental imagery, as vision element, 21-23
Merck, 245
Meyers, Scott, 131
Miller, Mark, 277
Minera El Tesoro, 246
Moments of Truth, 42
moral dilemmas, 281
motivating goals, 135
motivation, 52-53
determining beliefs about, 297
feedback as, 133
MSEL (Master of Science in Executive Leadership) program, 290
N–O
Nadler, David, 222
necessity of change, 193-194
1980 United States Olympic hockey team, 189
Nixon, Richard M., 146
Nordstrom, Bruce, 52
observing teams, 187-188
Ogle, Dev, 284
Olympic hockey team (U.S. 1980), 189
one minute management. See partnering for performance skills (Situational Leadership® II)
The One Minute Manager (Blanchard and Johnson), 129
one-on-one leadership, 89
one-on-ones, 126-127
open communication, 10
operating values, list of, xix
operational leadership, 268
optimal productivity of teams, 170
Ordering Your Private World (MacDonald), 271
organizational culture, 241-242
in change management, 238
compelling vision and, 25
formation of, 244
Gung Ho!® culture training program, 247-249
alignment phase, 252-255
discovery phase, 249-250
immersion phase, 250-252
refinement phase, 255
“right” culture, 243-244
skepticism towards, 244-246
transforming, 247-249
alignment phase, 252-255
critical success factors for, 256-257
discovery phase, 249-250
immersion phase, 250-252
refinement phase, 255
values and, 246-247
organizational failure, self-serving leadership and, 280
organizational leadership, 90, 191
change management, 213
child support collection case study, 219-222
concerns, addressing, 197-212
importance of, 192
leadership styles needed in, 207-209
necessity of change, 193-194
performance decreases during, 193
reasons for failure, 194-196
strategies for, 215-240
organizational learning, 10
via shared information, 66-67
organizational structure, flexibility of, 278
organizational vitality, 268-270
orientation (team development stage), 176-177, 184
P
Parish, Robert, 171
Parisi-Carew, Eunice, 9, 165, 284, 332
partnering for performance skills (Situational Leadership® II), 88-89, 105
apologies, 145-147
goal setting, 129-136
performance management systems
one-on-ones, 126-127
performance coaching, 115-125
performance planning, 109, 112-115
performance review, 125
reasons for establishing, 106-109
reprimands, 139-145
PCA (Purposeful Culture Assessment), 250
Peak Performance: Mental Training Techniques of the World’s Greatest Athletes (Garfield), 21
Peale, Norman Vincent, 275
People Express Airlines, 42
PERFORM (benchmarking teams), 169-172
performance. See also partnering for performance skills (Situational Leadership® II)
decreasing during change management, 193
empowerment and, 59-60
impact of leadership on, 267-270
performance appraisal process, restructuring, 70
performance coaching, 106, 115-125, 150-154
in declining performance situations, 119-125
in improving performance situations, 116-118
performance curve, 116-118
performance management systems
one-on-ones, 126-127
performance coaching, 115-125
performance planning, 109, 112-115
performance review, 125
reasons for establishing, 106-109
performance planning, 106, 109, 112-115
performance process for teams, 168-169
benchmarking with PERFORM, 169-172
creating team charter, 172-174
determining team development level, 174-181
developing performance strategies, 187-188
matching leadership style to team development level, 181-187
performance reviews, 106, 125, 133-134
performance standards in goal setting, 131-132
personal concerns (change management)
child support collection case study, 221
matching leadership style to, 210
personal power, 97
planning
customer experience, 40-43
performance planning, 106, 109, 112-115
point of view. See leadership point of view
points of power, celebrating, 96-99
position power, 97
power, sources of, 96. See also empowerment
The Power of Ethical Management (Blanchard and Peale), 275
in change management, 236
feelings in, 137
immediate and specific, 137
power of, 137-138
of progress, 138-139
after reprimands, 142
scheduling time for, 139
preparation for addressing decommitment, 122-123
prioritization in change management, 231
production (team development stage), 179, 186
productivity of teams, 170, 175-176
progress, praising, 138-139
provider of choice, becoming, 4-5
The Purpose Driven Life (Warren), 266
purpose of teams, 170
Purposeful Culture Assessment (PCA), 250
Putting the One Minute Manager to Work (Blanchard and Lorber), 145
Q–R
Raving Fans®: Satisfied Customers Are Not Enough (Bowles and Blanchard), 5
reaffirmation. See praising
recognition of teams, 171
redirection, 139-144
refinement concerns (change management)
child support collection case study, 222
matching leadership style to, 212
refinement phase (cultural transformation), 255
Reinvent Continuously (servant leadership), 277-278
relationship power, 97
relationships
in servant leadership, 278
in teams, 170
relevant goals, 136
reprimands, 139-145
responsibility for goals, 53
responsiveness (in Legendary Service), 36
results
customer results, 11
in servant leadership, 278
reviews. See performance reviews
Ridge, Garry, 107
Ritz-Carlton Hotels, 51-52, 72, 282
role models for leadership, 292
S
SAS (Scandinavian Airlines System), 42
Saturn, 37-38
Schmidt, Tim, 245
Schultze, Horst, 51-52
SCORES. See HPO SCORES model
“seagull management,” 131
The Secret: What Great Leaders Know and Do (Blanchard and Miller), 277
See the Future (servant leadership), 277
Select and Align the Leadership Team strategy (change management), 222-225
self leadership, 89
empowerment and, 91-93
individual learning and, 93-94
skills needed for, 94-103
celebrate points of power, 96-99
challenge assumed constraints, 94-95
collaborate for success, 100-103
self-direction, 71-74
of individuals, 71-72
of teams, 72-73
self-doubt, 273-275
self-esteem, lack of, 273-275
self-reliant achievers (development level), 77, 80
self-serving leadership, xviii
organizational failure and, 280
servant leadership versus, 270-273
customer service and, 282
decision-making encouragement in, 265-267
DMV example, 263-265
ego versus, 273-275
explained, 261-262
in high performing organizations, 282-285
humility and, 275-276
ineffective/unethical leadership versus, 280-281
love and, 276
organizational vitality and, 268-270
self-serving leadership versus, 270-273
SERVE acronym, 277-279
success and significance in, 285-286
as way of life, 279-287
SERVE acronym (servant leadership), 277-279
shared decision-making, 11
shared information, 10
shared vision, impact of, 25-27
sharing information, 64-67
short-term wins, benefits of, 230
Shultze, Horst, 282
significance in servant leadership, 285-286
significant purpose. See higher purpose
Situational Leadership, 76
Situational Leadership® II, 75-76, 350
development levels, 77
diagnosis by self leaders, 100-103
matching leadership styles to, 77-81
variation by task, 81-83
leadership as transformational journey, 89-90
leadership styles, 77
matching to team development levels, 181-187
variation as necessary, 83-87
self leadership, 91-93
individual learning and, 93-94
skills needed for, 94-103
skills needed for, 87-89. See also partnering for performance skills
skills training. See training
SLII. See Situational Leadership® II
SMART goals, 135-136
Smith, Fred, 276
social networking, 349
speakers (from The Ken Blanchard Companies), booking information, 348
Special Olympics example (servant leadership), 286
specific goals, 135
specific praising, 137
sponsors of change management, 223
standards of performance in goal setting, 131-132
Stayer, Ralph, 109
Stoner, Jesse, 9, 18-19, 28, 40, 228, 343
strategic leadership, 267
success in servant leadership, 285-286
Summit Pointe, 284
support during change, 202
supporting behavior (in Situational Leadership® II), 181
supporting leadership style, 77, 80
for addressing decommitment, 122
in change management, 208
for teams, 185-186
supporting learning via coaching, 151, 159-160
T
targets
aiming for, 3
triple bottom line, 4-9
task power, 97
task-specific, development levels as, 81-83
Tate, Rick, 133
team charters, creating, 172-174
team leadership, 90
teams, 165
development, 174-180
groups versus, 169
importance of, 165-166
miracle of teamwork, 188-189
performance process. See performance process for teams
reasons for failure, 167
self-direction, 72-73
termination (team development stage), 180, 186
Tichy, Noel, 289
time-bound goals, 136
Tools for Change (The Ken Blanchard Companies), information on, 349
Track Type Tractors (TTT) division (Caterpillar), 172
trackable goals, 136
traffic flow case study (empowerment), 61-62
training in change management, 233-235. See also learning
transformational journey, leadership as, 89-90
triple bottom line, 4-9
employer of choice, becoming, 6-7
investment of choice, becoming, 7-9
provider of choice, becoming, 4-5
trust, building via shared information, 66
TTT (Track Type Tractors) division (Caterpillar), 172
Twain, Mark, 192
U–V
understanding, listening for, 44
unethical leadership, servant leadership versus, 280-281
United States Olympic hockey team (1980), 189
University of Massachusetts, 117
Value Results and Relationships (servant leadership), 278
determining core values, 295-297
following in servant leadership, 279
operating values, list of, xix
organizational culture and, 246-247
for teams, 170
as vision element, 23-25
virtual teams, 166
vision. See also compelling vision
as aspect of leadership, 262
communicating, 29
creating, process for, 28-29
of customer experience, 40-43
defined, 28
departmental vision, 27-28
elements of, 19-25
higher purpose, 20-21
mental imagery, 21-23
values, 23-25
leadership and, 30
living, 29-30
shared vision, impact of, 25-27
vision for future in change management, 228-229
W–Z
W.L. Gore company, 283
Warren, Rick, 266
Welch, Jack, 248
Whale Done!: The Power of Positive Relationships (Blanchard et al), 115, 140
will, defined, 275
worthwhile work, 53
You and Your Network (Smith), 276
YouTube, 349
Zigarmi, Drea, 19, 267, 281, 344
Zigarmi, Patricia, 345