Index
accountability, 119–120, 122–126, 226–227
achievement, individual vs. collective, 103–104
action, commitment to, 70–71
adaptability, 200–201
adaptation, 73–74
adjacencies, incremental innovation through, 159–160
after-action review (AAR), 171–172
Alcoa, 24
alignment, 7
of individual and organizational interests, 78
of work with the vision, 39–42
Allied Special Operations, 66
Alphabet, 15
Amabile, Theresa, 132
ambiguity, 135–136
American Express Bank, 46, 57–58, 62, 64
AngelList, 27
Anstey, Caroline, 18–19
Arussy, Lior, 34
Ashkenas, Ron, 64, 69, 127, 157, 200, 201, 204, 216
aspirations, 22–23
knowing your, 185–186
in vision development, 33–35
assumptions, challenging, 142
audience, determining your, 53–54
authenticity, 189–190
balance, 216–219
balanced scorecard, 138
Baldoni, John, 204
Barton, Dominic, 25, 65–66, 172–173, 209, 216, 224
learning from failures by, 227
on stretch goals, 99
time management by, 214
Beard, Alison, 110
Benko, Cathy, 201
Bennis, Warren, 199–200
big, hairy, audacious goals (BHAG). See goals
Bimbo, 24
Birkinshaw, Julian, 171
Blackboard Insurance, 166
Blackstone Group, 154
Blockbuster, 165
boldness, 224–225
Boston Consulting Group (BCG), 95, 149
boundaryless organizations, 90
Boyatzis, Richard, 82
breakthrough innovations, 161–163
Bremer Financial Corporation, 190
British American Tobacco, 29
Brookings Institution, 209
Brown, Charlie, 56
Buckingham, Marcus, 96
business failures, 148
business models, 165–168
Cable, Dan, 34
Cambridge Associations, 148
capability building, 116, 129–133
Capron, Laurence, 63
case studies, 6
Chandler, Logan, 69
change, 3
new vision development and, 28–30
teams and, 88–90
character, knowing your, 183–186
Charan, Ram, 135
Chevron, 162
Christensen, Clayton, 60, 64, 156, 165–166, 168, 218–219
collaboration
across boundaries, 63–64
for high potentials, 99–100
at PBS, 48
in strategy development, 55–56
teams and, 88–90
at Thomson Reuters, 153
Collins, Jim, 22–23, 26, 29, 147–148
comfort zone, moving beyond, 205
communication. See also feedback
candid, in operational reviews, 134, 140–143
of incentive philosophy, 104–105
for innovation, 176
teams and, 88–90
of vision, 40–42
in vision development, 33–35
communities of practice, 203
community leadership, 202
compassion, 84–86
competition, where and how to compete, 51–52, 62–68
complexity, reducing, 116, 126–129
accountability at, 124
from-to chart for, 42
storytelling at, 41
conferences, 197
constraints, 54
consultants, 61
context, 141–142
Context Partners, 56
continuity, 68
corporate venturing and partnering, 167–168
courage, 225–226
Crain, Jeanne, 190
creativity
job titles and, 34
in strategy development, 65–66
credibility, 185
crisis situations, 123, 199–200
crowdsourcing, 176
culture, 79
assessing, 108
defining goals for, 106–109
expectations of, 228
Ford Foundation, 7–8
results and, 143–144
shifting, 109–113
soft skills for creating, 10
for strategy execution, 105–113
at Thomson Reuters, 153
at XL, 119
curiosity, 195
customers
in identifying stretch goals, 122–123
rapid experimentation with, 168–169
in vision development, 36–37
vision’s contribution to, 26–27
Darling, Marilyn, 171
dashboards, 138
data analytics, 73–74, 134–138
decision making
about leadership teams, 83–86
with ambiguity, 135–136
simplifying and prioritizing, 214–215
in strategy development, 69–71
by teams, 90
delegation, 225–226
Deutsche Bank, 66
development
culture change and, 111
fostering for employees, 96–101
for high potentials, 98–101
practices for leaders, 9–13
preference for, 206
sharing yourself with others, 208–209
of top talent, 97–98
Dewar, Carolyn, 144
differentiation, 67
Disney, 34
dispassion, 84–86
disruption, 60, 119–126, 164, 165–168
divesting, 160–161
DocuSign, 95
Dolan, Pat, 174–175
Drucker, Peter, 51, 59, 115, 147, 181, 187
Eagle Star Insurance, 28–29
economic shocks, 148
effectiveness, 187–188
Eisenstat, Russell, 130
emerging business opportunity units, 171
emotional intelligence, 82, 188–189
empathy, 120–121
employees, 77–113
balancing organizational needs with their personal needs, 77–78
building and coordinating teams of, 86–90
in identifying stretch goals, 122–123
leadership teams, assembling, 80–90
performance feedback for, 90–96
sharing incentives philosophy with, 101–105
social contract with, 78
encouragement, 120–121
energy renewal, 215–216
engagement
process for, 37–39
stakeholder, 34–39
in vision development, 34–39
who to involve in, 36–37
enterprise innovation workshops, 176
execution, 116
executive coaches. See coaches
exercise, 215
expectations, 102–103, 116, 226–227
managing, 36
setting high, 120–122
in vision development, 36
failure
being prepared for, 200–201
controlled, 170–171
learning from, 171–172, 200–201, 227–228
accountability and, 122–126
culture change and, 111
giving difficult, 84–86, 91–93
harnessing performance, 90–96, 111
in knowing yourself, 183
learning from, 203
perspective provided by, 192–194
team, 93–94
throughout the organization, 94–96
Ferguson, Roger W., Jr., 158–159, 175, 178, 215, 226
feedback for, 193
on-the-job learning by, 201
threat scanning by, 163
values of, 185
volunteer work by, 209
Fernández-Aráoz, Claudio, 82
Finnström, Magnus, 98
flexibility, 88
focus
in investments, 72
focus groups, 38
capability building at, 130
feedback at, 94
learning and development at, 96
performance feedback at, 90–91
social contract management at, 79–81
team goals at, 87
teams at, 86
Ford Motor Company, 147–148
Francis, Suzanne, 201
Frazier, Kenneth, 97–98, 109, 111
from-to charts, 41–42
frontline workers, 60
Galai, Yaron, 155
Galvin, Robert, 110
GE, 83, 85–86, 90, 95–96, 97, 109
disruptive innovation at, 166, 167
operational reviews at, 139–140
General Motors, 24
George, Bill, 189–190
Gergen, David, 15
Gerstner, Louis, 30–31
goals
big, hairy, audacious (BHAG), 26, 226–227
complexity as barrier to, 116, 126–129
cultural, 106–109
for high potentials, 99–100
profit as, 26–27
setting high performance, 119–126
significant positive impact, 5–7
strategic, setting, 57–59
stretch, developing, 122–123
for teams, 87
Goldsmith, Marshall, 204
Goodall, Ashley, 96
Google, 157
Google Glass, 170
Govindarajan, Vijay, 148, 156–157, 158, 171
growing yourself, 182, 194–208
habits, 186–190
Hartnell, Chad, 110
Heinick, Rick, 201
Hewlett-Packard, 167
high potentials, 98–101
horizontal thinking, 89
HP Enterprise, 167
HP Inc., 167
human resources functions, 96–97
humility, 39, 156, 205, 227–228
Ibarra, Herminia, 190
IBM Watson, 154
ideas, testing, 69–70
identity, of teams, 87
IKEA, 24
Immelt, Jeff, 166
impact, significant positive, 5–7
sharing yourself and, 210–211
sustainability and, 149
for innovation, 175–177
questions to ask about, 103–105
sharing the philosophy on, 101–105
indecision, 70–71
information, withholding, 85
initiatives, 142
rapid results, 131–133
balancing present and future with, 150, 154–159
bottom-up, 149–150
breakthrough, scanning for, 161–163
champions for, 176
controlled failure and, 170–171
corporate venturing and partnering for, 167–168
getting ready for the future and, 150, 159–163
incentivizing, 175–177
incremental, through adjacencies, 159–160
intentionality in, 164
lean, 168–169
make-or-buy decisions and, 63–64
modeling, 178
portfolio approach to, 156–159
shaping the future and, 150, 163–172
in strategy development, 65–66
sustaining, 165
at Thomson Reuters, 150–154
vision and, 16
innovator’s dilemma, 156
inspiration, 226–227
bold vision and, 25–27
in vision development, 33–35
integration, 217–218
International Paper, 100–101
interpersonal skills, 10, 188–189
Jenkins, Renard, 48
job rotations, 100–101
job titles, 34
Johnson & Johnson, 172
Kaiser, Robert, 205
Katzenbach, Jon, 106
Keller, Scott, 144
communication by, 73
constraints by, 54
on feedback, 193
focused investment by, 72
leadership by, 74
purpose and, 53
purpose of, 184
research on the current situation by, 60–61
skepticism of, 55
strategic goals of, 57
on strategy communication, 56
strategy development by, 47–50
threat scanning by, 163
Kerr, Steve, 102–103
Kinicki, Angelo, 110
knowing yourself, 182–194
knowledge, 190–192
Kraft Foods, 24
Kramer, Steven, 132
Krishnamoorthy, Raghu, 95–96
Lafley, A. G., 51
Laws, Kevin, 27
leaders
authenticity of, 189–190
character of, 183–186
culture changes and, 109–113
development practices for, 9–13
as disruptors, 119–126
emotional intelligence and, 82
energy renewal for, 215–216
forward-looking, 32–33
future-focused culture and, 172–173
indecision in, 70–71
knowing yourself, 182–194
knowledge and skills of, 190–192
leading yourself, 9–11, 181–221
letting go by, 225–226
managers compared with, 4, 8–9
need for, 2–3
personal style and habits of, 186–190
right mix of, 79
sharing incentives philosophy and, 101–105
significant positive impact of, 5–7
social contract and, 78
soft skills of, 10
in strategy development, 74–75
strategy success and, 45–46
time to focus on the future, 155–156
leadership, 3
capability building and, 131–133
definition of, 4–9
importance of, 223–224
integration for total, 217–218
results and, 143–144
leading yourself, 9–11, 181–221
growing yourself, 182, 194–208
knowing yourself in, 182–194
sharing yourself, 182, 208–212
taking care of yourself, 182, 212–220
controlled failure and, 170–171
innovation, 168–169
learning. See also development
capabilities, developing, 173–175
choosing an approach for, 195–196
coaches for, 204
from failure, 171–172, 200–201, 227–228
formal, 196–197
general principles for, 204–208
informal/on-the-job, 197–204
intentionality in, 202–203
from others, 203
styles, 206
Leinwand, Paul, 68
Lenovo, 166
letting go, 225–226
Lundgren, John, 159, 184, 203, 209, 214, 227
Lyons, Richard, 112
accountability and, 125–126
at AIG, 166
capability building by, 131–133
complexity reduction by, 127–129
culture change by, 143
operational reviews by, 138, 140
performance expectations of, 120–121
rapid experimentation by, 170
results focus of, 117–119
vision of, 26
Macmillan, Ian, 52
managerial habits, 127
managers, 4
compared with leaders, 8–9
Manardi, Cesare, 68
Manuel, Katherine, 158, 170, 177
market changes, 148
Martin, John, 215
Martin, Roger, 51
Mayer, Diana, 189–190
McCarthy, Catherine, 215
McChrystal, Stanley, 46, 58, 62, 66, 130, 215, 224
on authenticity, 190
learning from failure by, 228
purpose of, 184
on resilience, 185–186
routines created by, 213–214
teams under, 88
McGinn, Daniel, 130
McGrath, Rita Gunther, 52
McKee, Annie, 82
McKinsey, 25, 65–66, 172–173, 209, 227
McLean, Andrew N., 189–190
McNamara, Robert, 18
McNerney, Jim, 173–174
MD Anderson Cancer Center, 26, 27
Memorial Sloan Kettering Hospital, 209
career development at, 111
merger with Schering-Plough, 201
mergers, 63–64
meritocracy, 103
getting the right, 134–138
for innovation projects, 157–158, 176
for measuring your life, 218–219
tracking multiple, 137–138
mindset, of teams, 87
mission, 20–21, 22. See also vision
Mitchell, Will, 63
candid dialogue, 140–141
cultural behaviors, 110
feedback, 94
innovative thinking, 178
Moore, Joseph, 171
morale, 18
Morse, Gardiner, 204
Mortensen, Mark, 87
sharing incentives philosophy and, 101–105
Motorola, 110
Mulally, Alan, 148
Mulcahy, Anne, 41, 46, 215, 228
communication by, 73
on modeling culture, 110
on-the-job learning by, 201
on resilience, 185
on resource allocation, 72
threat scanning by, 163
time management by, 214
values of, 185
Nadella, Satya, 161
Neal, Philip, 157
Nest, 15–16
Netflix, 165
New Hampshire Charitable Foundation, 39, 93
Nishimizu, Mieko, 20
Nokia, 161
Norton, David, 138
Obama, Barack, 214–215
on-the-job learning, 197–204
open-mindedness, 55–56
operational innovation funds, 176
operational reviews, 134, 138–143
opportunities
balancing present and future, 154–159
for development, 79
new vision development and, 28–30
for specialized learning, 199
strategy development and, 65–66
organizations
building, 7–8
complexity of, reducing, 116, 126–129
definition of, 7
feedback throughout, 94–96
unifying, 228
O’Sullivan, Patrick, 28–29
Outbrain, 155
overconfidence, 205–206
Overdorf, Michael, 165–166
“painted door” test, 170–171
Parry, Charles, 171
PBS. See Public Broadcasting Service (PBS)
Pedersen, Rune Olav, 214
peers, learning from, 203
performance. See also results focus
accountability for goals in, 119–126
expectations for, 120–122
feedback on, harnessing, 90–96
leaders in raising the bar for, 195
measures for, 10
of teams, 87–88
understanding current, 59–62
performance management systems, 94–96
personality assessments, 187
personal strategies, 212–216
personal style, 186–190
perspective, 192–194
P&G, 157
PGS, 214
pilot programs, 177
Porras, Jerry, 22–23, 26, 29, 147–148
Porter, Michael, 45, 51–52, 66, 67–68
portfolio approach to innovation, 156–159
positive reinforcement, 112–113
Pozen, Robert, 214–215
practice, 12–13. See also six practices of leadership
giving feedback, 92–93
on-the-job learning and, 197–204
Prahalad, C. K., 119
priorities, 214–219
problem solving
at PBS, 48
in strategy development, 61–62
strategy development and, 65–66
tough feedback as, 92
process evolution, 127
products
identifying final, 56
lean innovation and, 169
proliferation of, 127
profitability, vision and, 26–27. See also performance
prototypes, 177
Public Broadcasting Service (PBS), 5, 8, 46–50, 51, 54, 163
communication at, 73
focused investment at, 72
lean innovation at, 169
ongoing learning at, 73–74
problem solving at, 61–62
purpose at, 53
research on the current situation by, 60–61
strategic goals of, 57
strategy communication at, 56
testing by, 70
where and how to compete choices, 64–65
purpose
strategy and, 53
sustainability and, 147–148
vision and, 18
Pygmalion Principle, 227
Quicken, 29
rapid results initiatives (RRIs), 131–133
recruiting and hiring, 11, 77–113
development vs., 101
for diversity, 82–83
the right leaders, 82–83
strategy-based, 71
vision and, 16
in strategy development, 70
relationship skills, 188–189
reputation, 13
resilience, personal, 185–186, 200–201
resources
allocating based on strategy, 71–74
influence through allocating, 97
sharing at PBS, 49–50
capability building and, 116, 129–133
culture and, 143–144
discipline and, 133–143
execution discipline and, 116
expectations in, 116
goal setting and accountability for, 119–126
leadership in, 143–144
organizational complexity and, 116, 126–129
at XL Insurance, 117–119
reward systems, 79
culture and, 10
for innovation, 175–177
sharing incentives philosophy and, 101–105
Robert Bosch Corporation, 24
on accountability, 124
on leadership attributes, 82
on learning, 197
Rotenberg, Lesli, 47–50, 51, 56, 66
perspective of, 55
purpose and, 53
research on the current situation by, 60–61
Roth, Michael, 38
routines, creating, 213–214
research on the current situation by, 60–61
SAP, 154
Scarborough, Dean, 157
Schaffer Consulting, 131–133
Schechter, Adam, 201
Schering-Plough Pharmaceuticals, 109, 201
Schnitzer Steel, 55
Schrader, Derek, 98
Schukai, Bob, 170
Schwartz, Tony, 215
scope, 54
self-knowledge, 182–194
sharing yourself, 182, 208–212
guiding principles for, 210–212
Siemens, 100
Sims, Peter, 189–190
six practices of leadership, 9–13, 16, 45, 79, 116, 150, 182
skills
building capabilities for results, 116, 129–133
complementary, 83
diversity in, recruiting for, 82–83
growing yourself, 182, 194–208
knowing your, 190–192
leadership practices for, 9–13
on leadership teams, 80–90
soft, 10
storytelling, 40–42
strategy development and, 74–75
Small Business Administration, 148
Smith, Brad, 29
Smith, Jim, 150–154, 155, 161, 224
learning capability and, 173
surplus building at, 159
Snyder, William, 203
culture and, 106
managing at the Ford Foundation, 79–81
sharing incentives philosophy and, 101–105
signs of trouble in, 84–85
Socrates, 182
soft skills, 10
Spector, Bert, 130
spin-offs, 167
Springer, Dan, 95
stakeholders
strategic goals and, 58–59
in strategy development, 69–71
strategy development and, 53–54
in vision development, 18–19, 34–39
Stanley Black & Decker, 159, 184, 203, 227–228
State Street Corporation, 155–156, 213
status quo
strategy development and, 59–62
understanding, 59–62
storytelling, 40–42
strategic fit, 68
strategy
assessing options, engaging stakeholders, and moving toward decisions in, 69–71
business unit, 46
collaboration in, 55–56
consultants, 61
culture and, 105–113
definition of, 51–52
fads on, 45
five tests for good, 66, 67–68
goal setting, 57–59
leadership in, 74–75
leadership teams for, 80–90
make-or-buy options, 63–64
narrowing, 66–68
at PBS, 46–50
pitfalls in, 51
process for strategic choices in, 53–74
process of, 52–53
setting the stage for, 53–56
trade-offs in, 45–46
understanding the status quo and, 59–62
on where and how to compete, 62–68
Strativity, 34
strengths, 205
stretch assignments, 100, 201–202
structural mitosis, 127
success
measuring your life, 218–219
sustaining, 147–148
surplus, building current to fund the future, 159–161
sustainability, 147–148
responsibility for, 179
taking care of yourself, 182, 212–220
personal strategies for, 212–216
teams, 78–79
behaviors for success in, 104
building and coordinating, 86–90
disruptive innovation by, 166–167
feedback for, 93–94
horizontal thinking for, 89
leadership, assembling, 80–90
leadership, in cultural shifts, 109–111
operational reviews of, 141–142
social contract in, 84–85
stretch goals for, 122–123
structure for, 87
support for, 87
“team of teams,” 88–90, 113, 141
tenure, rewarding, 103
Tesla, 148
Thomas, Robert, 199–200
Thomson Reuters, 6, 150–154, 155, 161
corporate venturing and partnering at, 167
incentivizing innovation at, 175–177
innovation projects at, 158, 164, 170
lean innovation at, 169
learning capability at, 173
modeling innovative thinking at, 178
surplus building at, 159
threats, scanning for, 163
“three box” approach, 156–157, 158–159
TIAA, 158–159, 160, 163, 175, 178, 185
trade-offs, 67
transparency, 177
trials, 69–70
trust, 68, 84–85, 136, 178, 185, 192, 225, 226, 227
uncertainty, paralysis of, 69–70
unity, vision and, 19–20, 228–229
US Department of Education Ready to Learn grants, 70
value chains, 67
value propositions, 67
values. See also vision
culture and, 10
vision compared with, 20–21, 22
vision
aligning people’s work with, 39–42
cascading through the organization, 27
compelling, 23–24
connecting, 16–17
crafting, 27–42
criteria for organizational, 23
culture and, 106–113
definition of, 20–27
elements of, 22–23
examples of statements of, 24–25
exercise for creating, 34
how to gauge whether you need a new, 31–32
knowing yourself and, 182
mission and values vs., 20–22
organizational understanding of, 31, 32
process for, 37–39
simplicity and clarity of, 23
stakeholders in developing, 34–39
starting-point, developing, 32–35
when not to change, 30–31
when to develop a new, 28–30
who to involve in, 36–37
World Bank, 17–20
volunteer service, 209
Walker, Darren, 5, 7, 79–81, 228
capability building by, 130
culture shift by, 109
learning and development fostered by, 96
performance feedback and, 90–91
teams and, 86
Watson, Thomas J., Jr., 77
weaknesses, 205
Welch, Jack, 83, 85–86, 90, 97, 109
on accountability, 124
culture shift by, 109–111
on disruptive innovation, 167
operational reviews by, 139–140
Wenger, Etienne, 203
Wesleyan University, 38
“we’ve arrived syndrome,” 29
what-if exercises, 167
Winn, David, 46, 57–58, 62, 64
Wirth, Mike, 162
Wolfensohn, Jim, 17–20, 33–34, 226, 228
stakeholder engagement by, 34–35
storytelling by, 41
vision development by, 33–34
work-life balance, 216–219
workshops, 196
mission and values of, 21
stakeholder engagement at, 35–36
storytelling at, 41
vision development at, 35–36
what changed and didn’t change at, 23
threat scanning by, 163
accountability at, 125–126
capability building at, 131–133
complexity at, 127–129
culture at, 143
metrics at, 134
operational reviews at, 138, 140
performance expectations at, 120–121
results focus at, 117–119
Zappos, 24
Ziolkowski, Jim, 93–94
Zurich Financial Services, 29