Index

accountability,

capacity for growth and, 168–169

expectations of, 224

metrics and, 13–14

acquisition, resisting an, 98

adjustments, targets and, 68

agenda, sample, 72–73

alignment, the secret to, 56

ambiguity, 176–181

annual plan,

coming up with an, 89–93

quantum button in your, 98

architecture of the business, the, 79–99

audits, separating process, 81

avatar, definition of an, 142–143

behavior, paying attention to, 22–23

behaviors, rewarding, 153–158

bias, cognitive, 19

bonuses,

how to pay, 160–161

individually crafted, 16

budgets, developing a culture that masters, 215

business model, tracking subtle change in the, 54

cash, maintaining adequate, 54

categories, the benefits of defining, 89

certainty, seeking clarity instead of, 44

choice of partners, allow for the, 48–50

clarifying what is in employees’ heads, 81–82

clarity, seeking, 44

clear decisions, the unspoken promise of, 177

cognitive bias, 19

collapse slow points, 230–232

commission versus salary, 159

common myths, 9–17

communication,

empathy and, 39

mechanisms for regular, 16

model two-way, 202

the two aspects of, 149–153

communications gap, reducing the, 148–149

company myth finder, 20–21

company vision statement, 26

consulted leader, being a, 85

content,

communication and, 149–153

the three rules of, 150–151

content challenge, the, 149–150

cues, empathy and, 40–41

culture test for top leaders, 107–108

dangerous myths, 9–17

rating, 18

data,

emotional feel of the room and incorporating, 74

the importance of including, 75

data on the power of mastery, using the, 158

decision-making, empathy and, 39

delegate, when to, 102–106

delegation, strong leaders and, 15

delegation

and the faith gap, 197

framework, the, 201

versus dictating, 102

departments, friction between, 122–123

departments and individually crafted bonuses, 16

developing talent, 195–200

dictate, when to, 102–106

dictating versus delegation, 102

dictation leadership, the damages of, 105

dyads, see pairs

emotional connection of pairs, 31

emotional feel of the room,

importance of the, 74

empathetic tradition, 46–48

empathetic understanding,

empowerment and, 131

empathy, 38–39

how to “get,” 40–41

how to use, 41–45

relationship development and, 49–50

the capacity to develop, 40

empathy connection, the, 38–39

empathy toward yourself, 47–48

employees and KPIs, 63

employees as owners, 207–211

employing family members, pros and cons of, 112–120

empowerment

in action, 129–132

inventory, 131–132

providing, 126–129

engagement,

achieving, 121–126

negative, 122–126

entropy,

successful systems and, 94

the danger of, 83

the fastest way to strangle, 156

the noise of, 84

evaluation, empathy and, 39

exceeding expectations, meeting goals and, 14

execution, plans before, 13

expectation-driven people

development, 224–225

expected value, the secret of, 177–181

faith gap, delegation and the, 197

family members, pros and cons of employing, 112–120

fear,

delegating and, 104–105

fundamentals of dealing with, 43

increasing hope and reducing, 43–44

fear engagement, exploring voluntary, 44–45

finding your players, 109–110

focus,

strategy and, 171–173

good metrics and, 13

forced growth, trying, 206–207

forecasting, power, 221–222

foundation of delegation, the, 106

frameworks, setting hard, 81

friction between departments, 122–123

generational transmission of trauma, 46

goal alignment, 56

goals,

developing, 215

exceeding expectations and meeting, 14

grit, gaming for, 45

group

dynamics and group size, the relationship of, 32–33

goals and pairs, 33

size and group dynamics, the relationship of, 32–33

groups, reducing negative

perceptions in, 37–38

growing your players, 110

growth, requirements of successful, 94

hands-on leadership, the limits of, 80–86

high-performance organizations, secrets of, 53

hope, 234–235

reducing fear and increasing, 43–44

humble leadership, 234

identifying your myths, 18

individual behavior and analysis, 12–13

Individual Trust Audit, 35–36

initiatives,

developing a culture that masters, 215

review of, 73–74

innovation and opportunism, 181–187

inputs, the importance of, 11–12

kindness trio technique, 49–51

KPI, figuring out your quality, 66

KPI power, origin of, 63

KPIs, 58–63

aggressively using, 210

developing a culture that masters, 215

employees and, 63

guidelines for, 62–63

limiting your, 61

weekly reviews of, 166

workers and, 60–61

lazy leadership, exceeding expectations and, 14

learners, identify your, 138–139

leverage, the blinding speed of, 67–77

linking people effectively, 34–38

listening,

leadership and, 142

the noise of entropy and, 84

mastery,

bite-size chances of, 154–155

the reward of, 153–154

mastery formula, the, 156–158

measure success, ways to, 58

measures,

coming up with, 65–66

defining performance, 68

measuring the ROI of people

development, 107–112

meeting, strategy grid, 88–89

meeting goals, exceeding

expectations and, 14

meetings,

applying learned techniques in, 148

negative feelings about, 64

the power of Type 5, 87–93

mental experience, myths and, 7

mentorship, 199–200

metrics, 58–63

accountability and, 13–14

minority sales of ownership,

buying and selling, 160

model two-way communication, 202

monthly financials, 54–55

motivation and recognition, 200

myth

definition, 6

energy, 19–20

finder, company, 20–21

relief, how to achieve, 17–23

myths,

learning your personal, 19–20

mental experience and, 7

organizational, 27

personal, 27

physical experience and, 7

replacing negative, 23

the link between patterns to, 6

the most dangerous, 9–17

why we hang on to, 8

myths

and future outcomes, 26–27

and visions,, 25–26

that ruin businesses, 5–29

myth/vision power, 28–29

negative

engagement, 122–126

myths, replacing, 23

perceptions in groups, 37–38

neurosis, definition of, 18

operations targets, selected

initiatives and, 174–175

opportunism and innovation, 181–187

organizational

myths, 27

resilience, 214–215

strength of delegation, the, 103

organizations, secrets of

high-performance, 53

outputs, the importance of, 11–12

owners, employees as, 207–211

ownership, buying and selling

minority sales of, 160

pairs,

linking, 50–52

the power of, 31–52

working in, 31

pairs and goals, 33

partners, the choice of, 48–50

people

connection, the, 84–86

development, measuring the ROI of, 107–112

measures, defining, 68

persistence, 235

personal

myths, 19–20, 27

pride, 132–133

relationships, deep, 234

resilience, 233

physical experience, myths and, 7

plans before execution, 13

players,

finding your, 109–110

growing your, 110

poor performance, the problem with, 198

positions, defining, 81

power forecasting, 221–222

power gap, reducing the, 146

powerful growth, delegating and, 101

problem reset, three steps of the, 226–229

problem-solving, empathy and, 41–42

process, communication and the aspect of, 149–153

process

audits, separating, 81

challenge, the, 151–153

improvement, 10–11

providing empowerment, 126–129

quantum button in your annual plan, including the, 98

quantum opportunity, identifying, 97

railroad leadership, applying, 147

recognition

and motivation, 200

and ROI, 204–205

recruiting talent, 190–195

redesign, how you know when you need to, 93–99

refining problems before acting, 82

relationship development and empathy, 49–50

relationships,

deep personal, 234

taking advantage of strong, 34

the power of, 121–141

relatives, rules for hiring, 115–116

replacement, the process of, 135–136

resilience, 214–235

resilience cycle, 216–218

results, focusing on, 80

rewarding behaviors, 153–158

rewarding simplicity, 82

ROI, recognition and, 204–205

ROI of people development, 107–112

salary versus commission, 159

selected initiatives and operations targets, 174–175

sharing talent, 201–202

simplicity, rewarding, 82

simplification, the noise of entropy and, 84

specifying and approving, the difference between, 103–104

spirit problem, the, 117–118

statement, company vision, 26

strategy, common frames for, 171–173

strategy and tactics, the difference between, 171–176

strategy grid meeting, 88–89

success, different ways to measure, 58

successful growth, 94

surprise, the power of, 165

sustaining talent, 195–200

tactics and strategy, the difference between, 171–176

talent,

changing, 138–141

developing, 195–200

recruiting, 190–195

sharing, 201–202

sustaining, 195–200

talent quest, 189–211

targets, defined measures and, 68

team-building and empowerment, 130

teamwork, process improvement and, 10–11

termination, causes for, 135

time, strategy and, 171–173

time horizons, using, 166

title, getting over your, 146–147

tough calls, making the, 132–137

trauma, generational transmission of, 46

two-way communication, model, 202

Type 5 meetings, the power of, 87–93

vision statement, company, 26–29

visions, changing your beliefs into, 23–26

visions and myths, the connection between, 25–26

Want–Give Review, 36–37

weak responses, reducing the odds of, 221