Index

  • A
  • accountability, 104, 115–16, 124, 140–42, 146–48
  • achievements, flaunting, 40–41, 61
  • acknowledgment of others, 49, 51, 61
  • African American, 57, 58, 76–77, 151
  • Alaska Air Group, 8, 17, 66–67, 172. See also Tilden, Brad
  • Alaska Airlines, 153, 172
  • alignment, 9, 12, 62, 71, 74
  • Amazon employees, 65
  • American Icon (Hoffman), 11–12, 117
  • Amiel, Henri Frederic, 175
  • arrogance, 19, 20, 21
    • absence of, 22–23
    • attracting and retaining talent, 56
    • behaviors associated with, 22–23
    • cultural assimilation expected, 43
    • dignity of others and, 33
    • self-promotion, 49–50
    • shared sense of, 33
    • superiority, sense of, 22, 33, 35, 39–41, 43, 158
  • Ashford, Orlando, 17, 21–22, 48, 57, 151, 153
    • bio, 162. See also Holland America Line
  • Asian American, 54, 58, 151
  • assimilation, 43
  • attention, quality of, 86–87
  • authenticity, 53, 86
  • B
  • balanced ego, 28, 29, 44, 45, 45, 46–52, 118, 177, 178
    • recommended behaviors, 61
    • self-awareness, 50–52
    • vs. arrogance and status display, 48–50
  • Behar, Howard, 4, 17, 35, 53–54, 72–73, 89, 144, 152, 153, 179
  • bio, 163. See also Starbucks Coffee Company International
  • Bennis, William, 63
  • big picture and best practices, 132–47
    • leader selection, 137–39
    • leader development, 139–42
    • compensation, 142–46
    • performance management, 146–47
  • blaming, 23, 55, 61, 119
  • board of directors, 78, 137–38
  • boasting, 23, 61
  • Boeing, Bill, 11
  • Boeing Business Jets, 156
  • Boeing Commercial Airplanes, 11, 17, 50, 100, 103, 123, 140, 168. See also Mulally, Alan
  • Boeing Company, 111
  • Boeing Information, Space and Defense Systems, 17, 50, 168. See also Mulally, Alan
  • brand reputation, 60, 67, 76–77, 96
  • Branson, Richard, 83
  • Brooks Running, 17, 20, 27, 137, 173. See also Weber, Jim
  • Brotman, Jeff, 171
  • Brown, Tony, 118
  • business leadership, xiv
  • Business Plan Review (BPR), 105, 106, 110, 112–15
    • color-coding progress, 113–14
    • CEO summary, 113
    • at Ford Motor Company, 117–19
    • in smaller organizations, 128–32
    • summary charts, 113, 114, 118
  • Business Roundtable statement (2019), 65, 136
  • bystanders, dignity and, 38–39, 135
  • D
  • demographic characteristics, 37
  • development, 104, 136
    • exercises for leaders, 157–59
    • of leaders, 139–42
  • developmental focus, 29, 29, 84, 91–94, 177
    • in CEOs interviewed, 162–73
    • formation of humility, 149–61
    • “How I Treat You,” 84, 84, 91–94
    • recommended behaviors, 98
  • dignity, xv–xvi, 2–3, 29, 31–44, 127
    • basic component, 36
    • bystanders and, 38–39
    • collaboration and, 179, 183
    • gracious space for, 9–15, 11
    • humility as regard for, 24–25
    • importance of, 33–35
    • interacting with others’, 40–44
    • intrinsic worth, 33
    • minimizing status difference, 46–47, 48
    • personal component, 36–39, 44
    • social good and, 64–65, 182
    • taking public responsibility, 55, 61
    • unpacking, 35–39
    • violations of, 33–34
  • direct experience, 150–51
  • “The Direction I Set,” 10, 63–81, 119, 177
    • greater good/social good, 64–67, 80, 182
    • keys to, 63
    • recommended behaviors, 80
  • discussion guide, 187–89
  • diversity and inclusion, 56–58, 61, 77–78, 80, 89–90, 96, 99
    • direct experience of, 150–51
  • diversity/multicultural countries, 42–43
  • dominant group, 42
  • “Do You See Me?,” 3, 9, 10, 11, 28, 83, 94, 143, 177
  • drive, 133–34, 134, 179
  • G
  • Gibran, Kahlil, 103
  • Gallup poll (2018), 5, 135
  • gatekeepers, 51–52
  • gems, 114, 114
  • generous inclusion, 29, 29, 44, 84, 84–91, 97, 98, 143, 177, 178
    • emotional generosity, 88–89
    • problems with top-down approach, 84–85
    • recommended behaviors, 98
    • on what activities, 86
    • in what way, 86
    • who should be included, 85–86. See inclusion, generous
  • Glass Door, 4
  • global businesses, xv, 108–9, 181
  • global health, 180
  • goals, external, 31
  • Google employees, 65
  • governmental and nonprofit organizations, xiv, 179–80
  • gracious space, 9–15, 11
  • Gravity Payments, 142–43
  • Great Recession, 11, 100, 103
  • group or tribal membership, 37
  • H
  • hearts and spirits, 9
  • Hicks, Donna, 40
  • Hoffman, Bryce, 11–12, 117
  • Holland America Line, 17, 22, 48, 162. See also Ashford, Orlando
  • honesty, 52–54
  • “How I Treat You,” 10, 11, 83–101, 119, 177
    • developmental focus, 84, 84, 91–94
    • diversity and inclusion, 89–90
    • generous inclusion, 84–91
    • keys to, 84
    • organizational impact, 94–98
    • recommended behaviors, 98
  • human resource policies, 42
  • human rights, 34, 41
  • human value, 50, 108, 158
  • humility
    • art and practice of, 123–48
    • def: regard for others’ dignity, 24–25
    • exercises for personal development, 157–60
    • extraordinarily powerful, 25–27
    • formation of, 149–56
    • heart of, 19–30
    • self-other assessment 157
    • self-perception of, 10
    • as strength, 15. See also leader humility; six keys to leader humility
  • humility, love, and service, 104, 116, 121, 185
  • I
  • Ideas for Action, 15
    • art and practice of humility, 148
    • dignity, 44
    • “The Direction I Set,” 81
    • formation of leader humility, 160–61
    • heart of humility, 30
    • “How I Treat You,” 99–100
    • leading as relationship, 16
    • “Who I Am,” 62
  • identity, personal component, 36–39
  • immorality, 52, 56
  • implementation, relentless, 104, 105, 107, 115, 124, 148, 182
  • in smaller organizations, 128–32
  • implicit bias, 37–38, 76, 96, 98
  • inappropriate behaviors, 111
  • inclusion. See generous inclusion
  • income and wealth disparities, 67, 142, 143–44, 181
  • influence, 9, 59, 87–89
  • information, sharing, 59, 74–75, 107, 109–10, 121–22
  • inspiration, 1, 3, 9, 19, 27, 68, 71, 76
  • integrity. See robust integrity
  • intellectual property, 74
  • international partners, 108–9, 181
  • investments, 64–65, 136
  • Investopedia, 136
  • “I,” sense of, 46
  • J
  • Japanese internment camps, 152, 164
  • Jewell, Sally, 17, 26, 52, 60, 69–70, 88–89, 144–45, 151, 153, 176–78
    • bio, 166. See also REI Corporation; US Department of the Interior
  • Johnson, Dick (Richard A.), 17, 19, 74–75, 87, 153
    • bio, 167. See also Foot Locker
  • Johnson, Kevin, 76
  • jokes or negative comments, 39, 111
  • JPMorgan Chase, Pacific Northwest, 4, 17, 67–68, 164. See also Campbell, Phyllis
  • K
  • Kaepernick, Colin, 78
  • keys to leader humility. See six keys to leader humility
  • King, Martin Luther, Jr., 182
  • Kolvenbach, Peter Hans, 149
  • L
  • language, dignity and, 37–39
  • laws and policies, 41
  • leader humility, xiii–xv
  • leader humility, formation of, xvi, 149–73. See also six keys to leader humility
  • leadership
    • changes in expectations for, 4–5
    • development of, 139–42, 154–56, 187–89
    • individual performance score, 147
    • leaders need people, 1, 2, 63
    • modeling behaviors, 111
    • most important contribution, 103–04, 115–16, 124
    • personal responsibility, 61
    • selection of leader, 137–39
    • social-emotional skills, 139–42
    • teaching, 92, 154–56
    • total approach to, 101
    • Total Leaders, 123–24, 132–34, 134, 178
    • training for, 98
  • Leader’s Unique Service, 105, 115–16, 124
  • leading as relationship, 1–16
  • “Level 5” leadership, 132
  • Lewis, C. S., 50
  • Lincoln, Abraham, 45
  • listen, respect, and help one another, 12, 116, 121, 127
  • listening, 12–13, 26, 34, 51, 52, 55, 86–89, 97–98
  • litigation, 34
  • living wage, 142, 145
  • long-term opportunities, 95, 98
  • long-term thinking, 31–32, 91–92, 139
  • Los Angeles Times, 65
  • M
  • mass information/disinformation, 181
  • Mayo, William Worrall, 85
  • Mayo Clinic, 17, 51, 73–74, 146, 170. See also Noseworthy, John
  • meekness/lack of confidence, 2, 19, 21, 61
  • meetings, 111
  • mentors, 51, 92, 100, 141
  • #MeToo movement, 34
  • micromanagement, 93
  • Midwest, 153, 168, 173
  • migration/immigration, 180–81
  • mirror image, 10
  • misbehavior, 41, 71, 80
  • mistakes, admitting, 51, 61
  • Morris, J. Andrew, 20
  • Mulally, Alan, xvi, 11–13, 17, 50, 100–101, 117–18, 123, 140, 153
    • bio, 168
    • chapter by, 103–22
    • foreword ix–xii
    • Performance Management Process (PMP), 146–47
    • as Total Leader, 133. See also Boeing Commercial Airplanes; Boeing Information, Space and Defense Systems; Ford Motor Company; Working Together Management System (WTMS, WT)
  • Musser, Jeff, 17, 34, 49, 87–88, 141, 143–44, 153
    • bio, 169. See also Expeditors International
  • O
  • Obama, Barack, 176
  • observational learning, 151–53
  • Observer, 65
  • “One Ford” plan, 12
  • One Plan, 107, 109–10, 113–14, 114, 147
    • at Ford Motor Company, 117–19
    • in smaller organizations, 128
  • one-size-fits-all approach, 43
  • online ratings, 4, 75–76
  • openness to growth, 154
  • organizational culture
  • organizational impact
    • attracting and retaining talent, 56, 75–76, 94–95
    • brand reputation, 60, 76–77, 96
    • diversity and inclusion, 57–58, 77–78, 96
    • performance management, 59, 79, 97
    • teamwork and consensus, 59–60, 79, 97
  • outcomes, 55, 132–36, 178
  • P
  • parenting policies, 145–46
  • parents of CEOs, 151–52, 153
  • part-time employees, 144–45
  • Pentagon contracts, 65
  • people first, 12, 107, 107–9, 116, 121, 127
  • perfection, 53
  • performance goals, 107, 109–10
  • performance management, 59, 79, 97, 146–47
  • Performance Management Process (PMP), 146–47
  • performance standards, 41–42
  • personal conduct, 52–53, 56
  • personal development, 156–60
  • physical appearance, 37, 39
  • Plan, One, 106, 110, 112–15, 119–20, 128
  • positive attitude, 107, 111, 127
  • power, 9, 23
    • dignity and, 32
    • discussion sessions and, 87–88
    • extraordinary, 25–27, 175–85
    • leader seen differently, 50
    • ordinary, 25–27
  • Price, Dan, 142–43
  • Price, Sol, 92, 171
  • pride in self, 61, 165
  • progressive compensation approaches, 142–46
  • progress reviews, 12
  • public benefit, 64. See also social good
  • public relations, 53, 60, 77
  • Purdue Pharma, 66
  • R
  • race and social injustice, 182
  • racial minorities, 57–58, 137–138, 150–51
  • racial profiling, 76–77
  • recommended behaviors
    • in business and beyond, 184–85
    • “The Direction I Set,” 80
    • formation of leader humility, 156–60
    • “How I Treat You,” 98
    • “Who I Am,” 61
  • referrals, 100
  • regard, 24
  • regarder (French verb), 24
  • REI Corporation, 17, 51, 69–70, 144–45, 166. See also Jewell, Sally
  • relationships, 1, 23–24, 39, 84, 105, 156–57
  • reliability, 53, 61
  • reputations, 56, 137
  • respect, 2–3, 12
  • responsibility, 21, 23, 36, 49
    • collective, 104
    • confidence in, 61
    • Leader’s Unique Service, 105, 115–16, 124
    • publicly taking, 55, 61
    • in smaller organizations, 124–25
  • results 11, 112–15, 131, 146–48, 178
  • retail sector, 145
  • Reuters, 65
  • risk mitigation, 67–68
  • Robinson, Jackie, 31
  • robust integrity, 28, 29, 44, 45, 45, 52–55, 118, 177
    • appointment-keeping, 61, 62
    • recommended behaviors, 61
  • rolling five-year window, 109
  • S
  • scapegoating, 55
  • Schein, Edgar H., 9
  • Schein, Peter A., 9
  • Seattle, Washington, xiii, 142
  • Seattle University, 154–55
  • Seattle University, Executive Leadership Program, 46, 154–56
  • secrets, 80, 110, 111, 117, 119
  • self-assessment, 156–57, 157, 160
  • self-awareness, 50–52, 96, 141–42, 154
  • self-efficacy. See confidence selfishness, 27
  • self-reflection, 96
  • self-worth. See dignity
  • sensitivity, 39
  • September 11, 2001 attacks, 103
  • sexual harassment, 33, 34
  • sexual orientation and identity, 37
  • shareholders, 31–32, 65, 67, 80, 105, 136. See also stakeholders
  • Sinegal, Jim, 17, 22, 46–47, 72, 92, 140, 153
    • bio, 171. See also Costco Wholesale Corporation
  • six keys to leader humility, xiii, 28–29, 29, 44, 100, 139–40, 177, 177–78
  • smaller organizations, 124–32
    • big picture and best practices, 132–36
    • Business Plan Review, 128, 131
    • contact frequency, 130
    • container, 124
    • Creating Value Road Map, 124, 125–27
    • establishing behavioral norms, 127
    • implementation, structure and process for ensuring, 128–32
    • leader’s responsibility in, 124–25
    • location of leader, 130
    • number of people, 129
    • overlapping responsibilities, 130
  • physical proximity, 129
    • temperaments, motivation, personalities, and skill levels, 131
    • tracking progress, 130–31
  • social beliefs and norms, 153
  • social-emotional skills, 139–41
  • social good/greater good, 64–67, 80, 136
  • special attention, 106, 107, 110, 112, 113, 121–22, 128
  • Special Attention Meetings, 112, 114, 121
  • S&P Index firms, 142
  • staff meetings, 85
  • stakeholders, 99, 105, 108
  • Starbucks Coffee Company International, 4, 17, 72–73, 144, 163
    • Philadelphia incident, 76–77, 96. See also Behar, Howard
  • status difference, 144
    • excessive displays of, 48–49
    • minimizing, 46–48
  • stereotypes, 57–58, 61, 151
  • stewardship, 68–69
  • strategies, 106
  • strength, 2, 19, 20
  • stretch assignments, 93–94
  • strong drive (fierce resolve), 28, 132–34
  • strongman model of leadership, 49
  • succession planning, 140
  • suggestions for developing humility, 101
  • summary charts, BPR, 113, 114, 118
  • sustainability, 69–70
  • T
  • taking credit for others’ work, 23, 61
  • talent, attracting and retaining, 6–7, 56, 75–76, 94–95
  • talents and achievements, 37
  • Taylor, Steve, 155–56
  • Teachers Insurance and Annuity Association (TIAA), 17, 68, 94, 146, 165. See also Ferguson, Roger
  • teaching, 92, 98
  • teaching leader humility, 154–56
  • teams, 20, 107, 112
  • teamwork and consensus, 59–60, 79, 97–98
  • teasing, as sign of comfort, 62
  • Teilhard de Chardin, Pierre, 185
  • three questions for leaders, xi, xvi, 3, 3–4, 10
  • Thrive Global, 24
  • thriving versus toxic organizations, 101, 132–34, 134
  • Tilden, Brad, 8, 17, 25, 66–67, 139, 152, 153
    • bio, 172. See also Alaska Air Group
  • tobacco companies, 65
  • Total Leaders, 123–24, 132–34, 134, 178
  • Toxic Leader, 133–35, 135, 179
  • tracking progress, 104, 107
    • smaller organizations, 128–32
  • traditional leader, 4
  • transactional approach, 9, 31, 95
  • transparency, 4, 107, 108, 114, 118, 120
  • trial periods, 146
  • trivializing/discounting, 43
  • trust, 59–60, 116–17, 183, 185
    • arrogance undermines, 35
  • trusting the process, 107, 114, 115, 118, 127
  • twenty-first century challenges, 180–82
  • Twitter, 65
  • U
  • UN Environment Programme, 64
  • units, 112–14
  • US Department of the Interior, 17, 69, 166, 176. See also Jewell, Sally
  • Y
  • younger generation, 34, 64
  • Z
  • zone of influence, 55
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