Adaptive thinking, 169
Aetna, 167
Alternate intelligence (AI)
building competitive advantage, 179
effect on workforce, 178
expectations for effect on businesses’ offerings, 175
implications for future, 177–178
in near future, 174
organizations expect to create competitive advantage from, 177
robotics and humans, challenges for combining, 171–179
comparative highlights of, 173
shift in structure for combining, 172
shifting value creation, 178–179
Apple, 167
Artificial intelligence, 108
Assumptions, shared, 102
AUDI, 167
Authoritative leadership, 24
Autonomy, 68
Behavior changing, tips for, 145–146
Beliefs, 101
lacking, 50
Belonging, creating sense of, 58
Biography, 159
Body intelligence (BI)
pillars of
awareness, 95
engagement, 96
Body Quotient (BQ), 95. See also Body intelligence (BI)
Brainstorming, 150
Business environment management, 162–163
emotional agility, 164
external environment, 163
organizational structure and leadership, 164–166
Business for Social Responsibility, 123
Capture collective wisdom, 132–134
becoming, 188
display, 185
foundation for skillful living, 186
suffocation, delegate to overcome, 134–138
view and intention, 186
Care, as vital habit for great leadership, 105
“Carrot and stick” motivation, 68
Challenge
as motivational factor, 61
variety and, 62
ChangingMinds.org, 143
Checkpoint, 135
Clarity, 78
project management, 117
ClearRock, 55
Club Med, 167
Code of conduct, 127
Coercive leadership, 23
Collaborative innovations, 167
Collective wisdom, 35
Comfort zone
things getting when breaking, 149–151
ways to break out, 151
Commitment
of team members, 2
transformational leadership and, 153–154
Communication, 118
assertive, 3
to avoid damaging engagement, 57
issues in transformational leadership, 152
open, encouraging, 57
Compassion, 93
Competency management, 89
Competitive advantage, building, 179
Complete Guide to Ethics Management, 120
Computational thinking, 170
Confidence, 72
transformational leadership and, 153
Confucius’s hierarchy of human needs, 4
Conscious thinking, 184
Contact, 135
Context, 134
Control, 136
freak, 61
Credit, 135
Criminal acts, avoiding, 122
Critical thinking
and collective wisdom, 180–185
capture collective wisdom and influence for action, 185–188
cycle of, 180
spaces for, 182
Culture. See Organizational culture
Customer expectations, 166
Customer-facing activities, 175–176
Decision making and learning, 148
Defense Department, 122
Delegation, 1
essentially balancing act, 135–136
to overcome suffocation, 134
six Cs of
checkpoint, 135
complete, 134
contact, 135
context, 134
contribution, 134
credit, 135
steps of, 136
Deloitte Human Capital Trends, 170
Democratic leadership, 26
Dependability, 78
“Desired outcomes” management, 143
Determination, 156
Digital economy, understanding
collaborative innovations, 167
customer expectations, 166
organizational leadership, 168–171
product enhancements, 167
Discipline, 47
Dishonesty, 47
Driving needs, 65
Duties, 127
Ecosystems, 167
Education, transformational leadership and, 154
Efficiency, project management, 117
improving behavior against, 145–146
death, 35
Electrical activity of human skin, 11–12
Emotional agility, 164
Emotional effect, 72
Emotional engagement of team members, 70–71
emotional effect, 72
key emotions, enhancing, 71–72
making things happen vs. letting things happen, 74–75
Emotional intelligence (EI), 3
capabilities, 21
domains and competencies, 92
factors in project management, 14–15
“Emotional Intelligence and Leadership,” 16
Emotional quotient (EQ), 41
Empathetic listening. See Listening
Employee growth and meaning, ethics program and, 120
Empowerment, 72
building, 57
communicate to avoid damaging, 57
Enthusiasm, 72
characteristics adding to strength of, 147
EPMO/Excellence Center, 43, 130–132
Ethical decision making, 127
ethical decision making, 127
guidelines for managing, 123–127
management parameters, 119
reasons for being ethical matters, 128–129
Ethicsphere, 128
Experience, harnessing, 118
External environment, 163
Extinction fear, 35
Extraordinary psychology, 58
Fear. See also specific fears
of being unfair, 36
of saying the wrong thing or the right thing in the wrong way, 36
Federal Sentencing Guidelines, 122
Feedback, 58
Feelings, 102
Fictions, 159
Fidelity, 167
“Flow,” 42
Forgiveness, 93
Function, project management, 117
Global Human Capital Trends 2014 survey, 164
Good to Great, 144
Governance and control, 89
Growth, 64
Happiness, ignoring, 50
Harm, 128
Hay/McBer, 20
Health literacy, 96
Healthy ego, 144
Hierarchy of responsibilities, 89
High performance
enhancing engagement for, 81–90
managing core factors for attaining, 78
organizational culture. See Organizational culture
emotional engagement of team members, 70–71
emotional effect, 72
key emotions, enhancing, 71–72
making things happen vs. letting things happen, 74–75
application areas of, 66
contribution, 65
growth, 64
team performance, maximizing, 59
Human Capital Trends Report, 171
Human factors
in project management
emotional intelligence. See Emotional intelligence (EI)
self-interest “smart” questions, 7–8
application areas of, 66
contribution, 65
growth, 64
team performance, maximizing, 59
Human thinking process, bases of, 183
Humanity, sense of. See Sense of humanity
Humility, 103
Humor, 159
Hurt, 128
Idealized influence, 142
Incubator, 182
Individualized consideration, 141–142
Industrial Advancement, 158
Information flow, 137
Innovation, 157
Innovative thinking, 169
Inspiration, 72
as vital habit for great leadership, 106–107
motivation, 142
Instant motivation, 70
An Insurance Co. of China Ltd., 175
Insurance policy, ethics program and, 121–122
Integrity, 93
Intellectual knowledge, 188
Intellectual stimulation, 141
Intelligence quotient (IQ), 41
Johnson and Johnson, 123
JPMorgan Chase & Co, 171
Judgment, 128
Key emotions, enhancing, 71–72
“Laws of the universe,” 127
Leaders. See also Leadership
things make others to follow, 146
for portfolio management, 131
for program management, 131–132
for project leadership, 132
emotional intelligence factors and, 14–15
great
making good leader as great leader, 102–104
mindsets for greatness, 100–102
organizational structure and, 164–166
authoritative, 24
coercive, 23
democratic, 26
pace-setting, 27
transactional, 143
“Leadership That Gets Results,” 20
Learning from failure, 147
Liability, 128
barriers to, 37
reflective, 38
Loss of autonomy fear, 35
Making things happen vs. letting things happen, 74–75
Management responsibility, 134
Management system. See also Organizational culture
Maslow’s hierarchy of human needs, 4, 5
mBank, 167
elements of, 42
Media, 170
Meditation, 188
Microsoft, 167
MIT Sloan Research Report, 174
Mobilization, 156
Moral Competency Inventory, 93
Moral intelligence (MI), 93–94
Moral Intelligence: Enhancing Business Performance and Leadership Success, 93
inspirational, 142
instant, 70
MSCEIT, 92
Multiple intelligences. See specific intelligences
Mutilation fear, 35
Natural state of genius, 80
Netflix, 56
New York Times, 150
Norms, 102
Obligations, 127
Occupational health and safety management system (OHSMS), 133
Organizational culture, 81, 114–117
development, 81
dominating, 102
high-performing, 82
making difference for, 86
influencing factor, 87
practices of, 115
project management
cultural strengths, 88
professional culture, 88
strategy development, 87
strong, 118
value-driven, 82
value, reasons for matter, 83–84
Organizational ethical management. See Ethics in workplace
Organizational growth, 118–119
Organizational leadership, 168–171
Organizational project management (OPM) methodology, 89
Organizational structure
clarity of roles and responsibilities, 117–119
Pace-setting leadership, 27
Passion, 148
PayPal, 167
Peak performance. See also High performance
great leadership
making good leader as great leader, 102–104
mindsets for greatness, 100–102
as journey toward “self-actualization,” 78–79
making fit of
Pecking order, 55
Perceptions, 102
Performance, 137
Personal competence, 15
Personnel issues, 136
Pharmacy for mastery, 81
Philosophy, 159
Physiological needs, of human, 4
“Plan, Do, Check, Act,” 133
Portfolio, 43
management, 131
Positive attitude, 39
Power of emotions, 11
Power of influence, 2
creating daily intention, 9
to figure out team members from their words, 10
to make use of mind power, 9
Preparation, 156
Principle-centered power, 108
Problem solving, 148
collaborate and share on, 58
Procrastination, 49
Product enhancements, 167
“Productive discomfort,” 150
Productivity
ethics program and, 120
Professional Advancement, 158–159
Program, 43
management, leadership challenges for, 131–132
Project, 43
advancement, 16
Project management
cultural strengths, 88
human factors in, 1
emotional intelligence. See Emotional intelligence (EI)
self-interest “smart” questions, 7–8
leadership challenges for, 132
professional culture, 88
Project management–AURA model, 114
Protection, as vital habit for great leadership, 106–107
Psychological safety, 78
team performance, maximizing, 59
meaning of, 32
understanding to manage
art of inspiring the self, 39–41
meaning quotient, enhancing, 41–43
three wise tricks, exercising, 44–47
Public relations, ethics program and, 123
Reflection, 188
Reflective listening, 38
Relationship management, 16, 91
“Reshaping Businesses with Artificial Intelligence,” 174
Resource management, 148
Respect, 5
Results-driven management, 88
Reward, 136
“Right person for the right job” approach, 35
Rights, 127
Robotics, 170
alternate intelligence, and humans, challenges for combining, 171–179
comparative highlights of, 173
shift in structure for combining, 172
ROI, conservative estimates of, 64
Roles and responsibilities, clarity of, 117–119
Safety needs, of human, 4
Saratoga Institute, 55
Scarcity approach, 48
Science, 80
peak performance as journey toward, 78–79
Self-awareness, 15, 21, 83, 91
Self-control, 47
Self-esteem, 5
Self-improvement system, 89
Self-inspiration, art of, 39–41
Self-leadership, 40
Self-schema, 92
Sense of belonging, 5
Sense of humanity
esteem and respect, 5
love and belonging, 5
physiological needs, 4
safety needs, 4
Separation fear, 35
Service, as vital habit for great leadership, 106
Shiny object syndrome, 49
Simplification, 155
Situational leadership, 143–144
Social competence, 15
Social intelligence (SI)
virtual collaboration and, 169
Social media, 170
Social skill, 21
Society improvement, ethics program and, 120
Solitude, 46
Stillness, 45
“Stop-and-notice” practices, 97
Stories, 102
Strategic planning, 122–123, 136
Strategy, culture
alignment, 89
development, 87
Systematic advancement, 88
Tangerine, 56
Team building, 47
Team-members
emotional engagement of
emotional effect, 72
key emotions, enhancing, 71–72
making things happen vs. letting things happen, 74–75
engagement, 116
morale, 118
pivotal factors for building confidence, 115–116
Team mindset, maintaining, 3–4
Team performance, maximizing, 59
Team relationship building, 3
Team work, 89
ethics program and, 120
“The 6 Human-Needs,” 60
“The Zen of Work,” 74
Thinking. See Critical thinking
Thinking organization, 181–182. See also Critical thinking
institutionalize thinking in, 182
Total Quality Management, 122
Traditions, 102
Transactional leadership, 143
Transformational leadership, 140–141
driving factors
confidence, 153
education, 154
growth, 154
improving behavior against, 145–146
improving organizational effectiveness through, 151–155
inspirational environment, 157–159
stairway to, 158
performance, 155
persistent, 152
Transformational leadership (Continued )
pitfalls, 154
determination, 156
innovation, 157
mobilization, 156
preparation, 156
simplification, 155
science of moving out of comfort zone, 149–151
at work, 152
communication issues, 152
Transformational Leadership: Characteristics and Criticisms, 153
Transient hypofrontality, 81
Transparency, 89
Trends, following, 49
building, 57
Uncertainty/variety, 61
and challenge, 62
Understanding, as vital habit for great leadership, 105
Unilever, 56
Unwritten Rules, 102
Utility power, 108
created with project management approach, 88–89
forgiveness, 125
instilling on others, 84
Value-driven culture, 82
and cultivate benefits, fixing, 90
value
Valve, 55
Voicing out, 3
Wall Street Journal, 121
What Managers Do to Engage Employees, 116
Whirlpool, 56
Whistleblower System, 120
“Windows and mirrors” concept, 145
Wisdom. See Capture collective wisdom
Work–life balance, 148
Workplace changing, management of
business environment management, 162–163
emotional agility, 164
external environment, 163
organizational structure and leadership, 164–166
critical thinking and collective wisdom, 180–185
capture collective wisdom and influence for action, 185–188
digital economy, understanding
collaborative innovations, 167
customer expectations, 166
organizational leadership, 168–171
product enhancements, 167
robotics, alternate intelligence, and humans, challenges for combining, 171–179
Workplace environment enablers
capture collective wisdom, 132–138
ethical decision making, 127
guidelines for managing, 123–127
reasons for being ethical matters, 128–129
leadership challenges, 129–130
organizational culture, 114–117
organizational structure, clarity of roles and responsibilities, 117–119