Index339
silos and, 76–77
strategy development and, 259,
260–261
respect, 26
creativity and, 219
personal power and, 70
in teams, 198
responsibility, 182–183
in job descriptions, 234, 235–236
for tough calls, accepting, 33
résumés, 238–239
retention of employees, 244–250
returns on investment (ROI), 283
revenues, 287, 289
budgeting and, 291–292
in cost/benefi t analysis, 303–304
reverse delegation, 151–152
risk
analysis of strategic objectives and,
59–60
creativity and, 226, 227
external, 59
fi nancial leverage and, 283
identifi cation and mitigation, 305–307
internal, 59
personal, 60
professional, 59–60
rivals, making peace with, 25
Roberts, Laura Morgan, 132–133
role strain, 14, 15
Roth, Alvin, 272
routines
in stress management, 112–114
safety, 34, 219, 226
Saunders, Elizabeth Grace, 104
“Saving Your Rookie Managers from
Themselves” (Walker), 18
saying no, 108–109
scenarios, in budgeting, 293
schedules and scheduling, 104–107
delegation and, 144–145
risk factors related to, 306
sticking to, 96
work-life balance and, 115–116
scope, 306
second thoughts, 226–227
security issues, 205
self-awareness, 12, 30–31, 38–43
defi nition of, 39
in emotional intelligence, 39–43
stress responses and, 44–45
self-development, 121–136
feedback for, 130–134
knowing your strengths and, 132–134
self-doubt, 13–14, 17, 32
self-image, 11
self-regulation, 40, 43–45
Shapiro, Mary, 199–200
Sheen, Raymond, 298, 301, 304–306,
309–310
Shine: Using Brain Science to Get the
Best from Your People (Hallowell),
179–181
silos, working across, 76–78, 182
Sims, Peter, 31
skills, 1
delegation based on, 141, 143–144
developing direct reports’, 56
emotional intelligence, 37–54
employee development and, 176, 179
feedback on, 160
hiring for, 233–236
job interviews on, 241
of leadership, 10–11
social, 41
strategy development and, 260–261
in teams, 194–196, 200
sleep, 19, 113
slides, 92–96
Smith, Douglas, 196, 197
Snook, Scott, 123–124
social awareness, 48–50
social capital, 69–71
social life, 25
social skills, 41
socio-emotional traits, 12–13
solution-centric approach, 220–221, 222
Southwest Airlines, 257, 262, 272
stakeholders
demonstrating concern for, 34
perspectives of in business cases,
298–300
Stalk, George, 273
standards, setting high, 268
statistics, 81
status updates, 99
340Index
steadiness, 12
Steele, Richard, 273
“Stop Making Plans; Start Making
Decisions” (Mankins & Steele), 273
storyboards, 94
storytelling, 80
patterns in persuasive, 92–93
in presentations, 92–93
strategy, 255–274
alignment with, 263
career, 177–183
competitive, 257
defi nition of, 259–260
developing, 259–263
frameworks for, 259–260
information gathering on, 57–59
leading change and transitions,
263–268
manager’s role in, 256
risk analysis and, 59–60
schools of thought on, 270–274
understanding your organization’s,
57–60
vision and, 264–266
“Strategy as a Portfolio of Real Options”
(Luehrman), 267
strengths, knowing your, 132–134
stress, 12–20
emotion regulation in, 44–45
good, 112
managing, 111–114
regulation of emotions and, 25
routines to regulate, 112–114
sources of, 14, 15–17
team guidelines on, 48–49
work-life balance and, 115–118
stretch assignments, 182, 185–187
stretch goals, 32
stretching, 114
success, 1
helping others with, 70
high performers and, opportunities for,
186–187
infl uence and, 67–68
learning from, 42
managing people vs. tasks and, 8
organization strategy and, 57–60
partnering with peers for, 74–76
planning for strategic alignment and,
60–61
positioning yourself for, 55–63
redefi ning, 55–56
risk analysis and, 59–60
working across units and, 76–78
supplies, 218–219
support, 184
“Surviving Disruption” (Wessel &
Christensen), 273
talent development programs, 124–125.
See also employee development
Target, 258
tasks, 143
teams
assembling, 194–196
auditing, 194, 195
building social awareness in, 48–50
confl ict resolution in, 208–214
cross-cultural, 199–203
cross-functional, 129
culture and dynamics in, 194–200, 235
defi ning success for, 56
delegation and dynamics of, 144
diversity in, 194–196
ensuring ethical behavior in, 34–35
fostering creativity in, 217–231
hearing all perspectives in, 224–227
hiring and retention for, 232–252
leading, 191–216
managers’ role with, 7–8
negativity in, 227–228
norms for, 47, 198–200
performance goals for, 197
personal power and, 69
purpose in, 196–197
shared goals in, 213
strategic objectives and, 57–58
virtual, 99, 203–207
technology
crisis cards, 206, 207
as risk factor, 306
for virtual meetings, 204–207
TED talks, 92
temporary assignments, 125, 182
testimonials, 81
Index341
thank-you notes, 127
threat responses, 131
threats, 260
time boxing, 105–107
time management, 18, 103–120
for collaboration, 77–78
creative sessions and, 218
essentials of, 104–107
focus in, 107–111
logging current, 104–105
for meetings, 97, 99
performance plans and, 170
team social awareness and, 48–49
Toyota, 257
training, 180–182
traits of leaders, 10–11, 12–13
transition costs, 303
transitions, leading, 263–268
transparency
ethics and, 34
self-awareness and, 30
trust, 9
arranging backup in, 29
building, 23–36
defi nition of, 23–24
emotion regulation and, 45
employee retention and, 245
ethics/integrity and, 32–35
leadership and, 13
in teams, 199–200
working across units and, 76–77
“21st-Century Talent Spotting”
(Fernández-Aráoz), 236–237
uncommitted, courting the, 265–266
US Department of Labor, 244
value creation, 155, 300–302
values, 25
authenticity and, 29–31
communicating, 86
employee development and, 176,
180–181
ethics/integrity and, 31–34
fi nding your purpose and, 122
variety-based positioning, 258
video conferencing, 98
virtual teams, 98, 203–207, 225–226
vision, 61, 264–266
visioning, 221–222
visuals, 81, 94–95. See also presentations
voice, fi nding your, 85–87
Walker, Carol, 13, 18
Wallraff, Barbara, 90
Walmart, 258
Watkins, Michael, 27–28
Wedell-Wedellsborg, Thomas, 220
weekends, protecting, 115–116
Wessel, Maxwell, 273
“What Is Strategy, Again?” (Ovans),
270–274
“What Makes a Leader” (Goleman),
40–41
white space, 95
“Why the Lean Start-Up Changes
Everything” (Blank), 273
Wolff, Steven B., 48
working capital, 282
work-life balance, 18, 115–118, 184,
246–247
work styles, 73–74
writing, 87–92
business cases, 307–308
editing, 89–92
fi rst drafts, 88–89
presentations, 92–96
style in, 90–91
Yoffi e, David, 273
yoga, 114
Zaleznik, Abraham, 9–10
zero-based budgeting, 292
Zook, Chris, 273
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