INDEX
“n” refers to note.
A
Aaker, David, 168
academic performance, 55
accountability
Creating a Cadence of Accountability (Discipline 4), 80, 90–92, 94, 97
practice, 137
trust and, 91
agenda, agreed-upon, 91
Aguirre, Jorge Carranza, 51
Ahrendts, Angela (Burberry), 35–36, 182n12
Airbus, 39
aircraft factory, 87
airlines, 32
ambition, 23
athlete roles, 2
authority
informal, 47
ISO 9000, 72
moral, 46
of people at the top of the pyramid, 47
real, 55
B
Bang Pa-In Industrial Park (Thailand), 5
banking crisis, global, 32
Barrett, Colleen, 163
Be Proactive (Habit 1), 18, 23
Beacon-News (Aurora), 92
behavior
counterfeit, 133
how to effectively change, 43–44
instinctive, 13
of leaders, collective, 13
paradigm drive, 14
of people, changing the, 56
Bethune, Mary McLeod, 26, 29–30, 64, 182n4
Bonifasi, Juan Mauricio, 165–66
Buffett, Warren, 66
Building a Legacy of Sales Leadership (Practice 5)
balance and inquiry, world-class sales cultures, 150–54
conspiracy, a mutual, 146
guessing what the client wants, 152–53
intent counts more than technique, 147–48
mutual exploration for a solution, 153–54
sales culture, creating a great, 141–44
solution, moving off the, 146–47
solutions have no inherent value, 145–46
Step 1: Check Your Intent, 156
Step 1b: Choose Your Audience, 157
Step 2: Move off Solution, 156
Step 2b: Define Your Target, 158
Step 3: Create a Win–Win Solution, 157
Step 3b: Design the Training, 158
Step 4b: Engaging Execution, 159
Step 5b: Measuring Results, Rinse and Repeat, 159
telling is not always bad, 151–52
what the client wants, accepting, 152
win-win solution, creating a true, 154–55
wrong direction, moving in the, 149–50
business development, face-to-face, 153
buyer-seller relationship, 140
C
calorie reduction, 83
capability (capabilities), 10–12, 49, 103, 131–32, 136, 142, 155
CEO. See Chief Executive Officer
character
behavior and, 13
pressure, under, 5
trust building and, 130
Charan, Ram, 13
Chief Executive Officer (CEO)
Ahrendts, Angela (Burberry), 35–36, 182n12
effectiveness study, 48
Hedin, Niklas, 53
lock themselves in their office, 36
performance survey, global, 10
Chinese workplace, 36
Christensen, Clayton, 12–13, 15, 155, 181n8
Christensen, Craig, 155
chronic stress, 102
city workers (Aurora, Illinois), 92
Clark University experiment, 176
Coca-Cola, 127
commitment(s). See also The 7 Habits Operating System
by accident, 125
on agenda for the next meeting, 91
behavior, trust-creating, 132, 137
blaming others, overpromising and underdelivering vs., 133 breaking, 133
at great personal sacrifice, 125
keeping your, 97
lack of, 41
leadership, 41
to living The 7 Habits, 62
to the mission, 74
for the next week, 91
“no involvement, no commitment,” 31, 67
organizational, 22
to social responsibility, 71
for sustained success, 79
to your role statement, 112, 119–20
to your team, 91
to yourself, 95
compensation, salespeople’s, 144
competitive advantage
from activities of people, 12
high engagement levels and low turnover, 70
organization of people like Denny Flanagan, 50
organizational leaders are effective at every level, 173
power of your team, 20
productivity of people, unleashing latent, 103
trust and extending trust, inspiring, 127
ultimate, 9, 12, 18–19, 42–43, 70, 173
unsolicited praise from clients, 144
of your labour force, 11
Competitive Advantage (Porter), 11–12, 181n6
Conference Board, 8
continuous improvement, 22, 40–41, 62, 117
control freak, micromanaging, 15
core processes, organization’s, 71–72
Corporate Social Responsibility
Task Force (SAS Institute), 71
corporate-speak, 74
Covey, Stephen M. R.
“Character is the foundation of win-win, and everything else builds on that foundation,” 154
“the great jackass theory of human motivation—carrot and stick,” 43
“A high-trust culture is the only sustainable competitive advantage,” 13
“I don’t define leadership as becoming the CEO. A CEO is no more likely to be a leader than anyone else,” 49
“In the Industrial Age, leadership was a position. In the Knowledge Age, leadership is a choice,” 17
intelligence, talent, capability, creativity, and resourcefulness of people, 10
“Leaders are often tossed and turned,” 174–75
regard for people is an end in itself, 37
“There are people who protest that empathic listening takes too much time”, 154–55
“Trust is the highest form of human motivation. It brings out the very best in people,” 123
“Voice lies at the nexus of talent.. passion..conscience..and need,” 67–68
“You can buy a person’s hand, but you can’t buy his heart. His heart is where his enthusiasm, his loyalty is,” 161
“create value” for customers, 19, 141
Creating Intense Loyalty (Practice 6)
employee loyalty leads to customer loyalty, 167–69
intense loyalty – the new paradigm, 163–64
intense–loyalty “application,” 164–65
powerful lead measures: fascinating people, 165–67
productivity loss: passionless people, 167
satisfaction – the old paradigm, 162
Step 1: Measure Your Customer and Employee Loyalty, 171
Step 2: Set a Goal to Improve Your Loyalty Measure, 172
Step 3: Act on Your Lead Measures, 172
creativity
best talents, gifts, and, 112, 118
high-trust inspires, 123
initiative, resourcefulness, vision, strategic focus and, 47
intelligence, talent, capability and, 10
knowledge and, 85
talent, intelligence, capability and, 103
credibility. See also 4 Cores of Credibility
organizational, 132
culture. See also winning culture
change requires change in people’s paradigms, 14
command-and-control, 93
don’t-think, 93
high-trust, 13
leader-led, 43
of micromanagement, 15
7 Habits leads to successful culture, 19
Western Digital (WD), 4–6, 13, 17–18
of winning, 1
customer(s)
create intense loyalty with customers, 19
culture focused on helping, 145
help customers succeed by creating value, 19–20
satisfy, 19
serve our customers with excellence, 28
“We maximize shareholder value,” 28
D
dabbawalas (lunch-box people, India), 63, 66, 72–74. See also lunchbox code
Dathe-Douglass, Sue (Franklin- Covey), 49, 127, 193–94
Dead Poets Society (film), 25, 28
designers, tablet-computer, 170
disengagement of US workers, 64
distrust, 45. See also trust
Dorrance, Anson, 1–2, 43, 181n1
down time, 121
Drucker, Peter, 11
E
employee satisfaction, 93, 161, 165
engagement
brings real results, 95
client, 152
disillusionment and disengagement, 110
framework for, 2
goals and, 79
Golden Rule, 163
high performance and, 88
highly effective leadership and, 18
leadership, 192
low turnover and high, 70
in low-trust organization, 126
loyalty and, 161
obstacles discourage, 113
of people treated as if they are important, 71
performance multiplier and, 126
regular meetings and progress monitoring, 89–90
voice of the organization, connecting with, 64–68, 173
wildly important goals and, 82
engineering firm, Shanghai, 10
Enron scandal, 124
Enterprise, 163
Environmental Defense Fund, 71
European construction firm, 38
everyone(’s). See also people
“360-degree” job, 47
acts with integrity, 134
agrees that if the first goal is not met, nothing else would matter, 83
hails the new merger for its “synergy,” 38
has a common language and set of behaviors, 42
has an unbelievable competitive advantage, 50
has banners, bands, balloons, and T-shirts, 78
has the 7 Habits personal operating system, 23, 53
is a buyer and a seller, 48
is a leader, 18–19, 23, 40, 42–43, 46–51, 174
is assumed to understand the goal, 81
is involved in creating the mission, 67
is part of the strategy, 12
is passionate about their job, 69
is unstoppable, 50
knows how to succeed, 48
knows how to win, 13
knows The 7 Habits are the key, 18
knows the dabbawalas’ system of “carrying the curry,” 72
knows what is expected of them, 22
knows why they are part of the organization, 55
looks out for the interests of one another, 39
masters the art of making the highest-value decisions, 110
monitors customer and employee loyalty measures, 165
owns the mission, 67
owns the mission and leads with it, 67
performance is aligned by an established framework of behaviors and language, 43
role in achieving “wildly important” goals, 83, 88
sees the progress made towards goals, 94
sense of purpose engages everyone, 67
shares in the organization, 48
stands and claps and cheers, 78
takes care of their mental and physical energy, 110
on the team can influence the goal, 90
who sets goals owns them, 83
“win-win” agreements spell out the wins for everyone, 60
on your team can lead and accept that it’s your job to make them a leader, 42
excellence. See also 4 Disciplines of Execution
demonstrate, 50
execute a strategic goal with, 79
execute your strategy with, 19–20
talent and, 173
“We exist to serve our customers with excellence,” 28
Executing with Excellence (Practice 2)
Discipline 1: Focusing on the Wildly Important, 80–83, 96
Discipline 2: Acting on the Lead Measures, 83–86, 96
Discipline 3: Keeping a Compelling Scoreboard, 86–90, 96
Discipline 4: Creating a Cadence of Accountability, 80, 90–92, 97
4 Disciplines and team engagement, 92–95
4 Disciplines of Execution, 80, 94–95
exhaustion syndrome, 108
F
Facebook, 66
Federal Electricity Commission (Mexico), 51
The Fifth Discipline (Senge), 3, 181n2
Fishwick, David, 33, 35–36, 182n11
Flanagan, Denny (United Airlines), 49–50, 183n25
focus, organizational, 78
Forbes Magazine, 10
formal authority, 46
4 Cores of Credibility. See also credibility
action plan for 13 Trust Behaviors, 137
capability (capabilities), 10–12, 49, 103, 131–32, 136, 142, 155
Step 1: assess your character, 135
Step 2: assess your competence, 136
Step 3: practice 13 Trust Behaviors, 136–37
4 Disciplines and team engagement, 92–95
4 Disciplines of Excellence. See Executing with Excellence (Practice 2)
4 Disciplines of Execution, 80, 94–95. See also excellence
Fox, Justin, 28
FranklinCovey
consultant, 87
Execution Practice, 78
publications, 197
Sales Performance Practice, 143
survey on wasted time, 108
Frederickson, Barbara, 104, 187n12
Fridays, casual, 12
G
Gamble, James Norris, 29
Gerstner, Lou, 27
goals
to achieve your mission, 32
achieved with other people, 11
for achieving (Habit 3), 31
adoption of aggressive, 31
capabilities and, 75
of city workers in Aurora, Illinois, 92
clarity around, 2
company’s score card, 169
declined, 32
engagement in demanding, 79
enthusiasm for, 89
failure to execute, 20
focus on no more than three, 81–82
Focusing on the Wildly Important (Discipline 1), 80–83, 96
4 Disciplines of Execution, 80, 94–95
for the future, 31
Health Check Scorecards, 94
key, 81
lead measures that affect outcomes, 84
leaders are owners of, 46
line people and company, 94
longterm, 117
for my team, 31
organizational culture and, 42
organization’s productivity, 100
in our hearts, minds, and guts, 149
people who set the goals owned them, 83
reasonable number of, 81
revenue, personal and organizational, 149
setting, 52
size of the, 37
top, 117
top priorities and key, 81
wildly important, 82–83, 85–88, 90, 94, 96, 169
Goethe, Johann Wolfgang von, 77
“go-to people,” 47
Green, Mike, 94
Habits. See 7 Habits Operating System
Halvorson, Heidi Grant, 37, 183n16
Hamel, Gary, 47, 57, 91–92, 183n23
The Harvard Business Review, 28
Health Check Scorecards, 94
Hieron II, King of Syracuse, 99
Hrebiniak, Lawrence, 79, 81, 88
human
character, 14 (See also character)
Illig, Randy (FranklinCovey), 143–44, 148
incentives, external, 67
Industrial Age legacy, 44
inner motivations, 23
inquiry skills, 151
Inspiring Trust (Practice 4). See also trust
action plan for 13 Trust Behaviors, 137
The 4 Cores of Credibility, 131
Frito-Lay, building trust at, 133–35
Step 1: Assessing Your Character, 135
Step 2: Assessing Your Competence, 136
Step 3: Practicing 13 Trust Behaviors, 136–37
trust is a performance multiplier, 124–27
trust is strengthened by how you act, 132–33
trust starts with who you are, 129–32
Iyimapun, Porntip (FranklinCovey), 4
J
“job used to be” vs. “jobs you must do now”
do more with less vs. people unleashed and engaged, 101
great strategy vs. strategy with excellence and precision, 79
mission statement vs. voice of the organization, 67
provider/employer of choice vs. most trusted provider/ employer, 128
satisfying customers vs. creating intense loyalty, 162
Jordan, Michael, 139
Journal of the American Medical Association, 102
K
Kanter, Rosabeth Moss, 177
karoshi (Japan), 102
key execution principle, 87
Knowledge Worker Age, 106
Kroc, Ray, 127
L
labor force gains, 103
lead measures
about, 87–89, 91, 96–97, 165, 172
Acting on the Lead Measures (Discipline 2), 80, 83–86, 96
leaders
collective behavior of, 13
empathetic, 37
empathy shapes the vision, 35
proactive, 33
requirements of, 20
what kind of leader would you be?, 20
leadership
being passionate and, 25
commitment, 41
framework, 55
“is a choice, not just a position,” 42–43
qualities, 47
leadership operating system. See also The 7 Habits of Highly Effective People
The 7 Habits operating system, 56–57
Leading With Purpose (Practice 1)
Step 1: Find the Voice of Your Team, 75
Step 2: Align with the Mission, 76
learner, continuous, 42
Leavitt, Harold, 45, 183n21–22
Leighs Paints (England), 93–95
Let’s Get Real or Let’s Not Play (Khalsa and Illig), 148
Lipman, Victor, 167
Literary and Industrial Training
School for Negro Girls (Daytona Beach, Florida), 26
Los Angeles County Fire Department, 31
loyalty. See also Creating Intense Loyalty (Practice 6)
engagement and, 161
engendered in stakeholders, 20
measures, 165
satisfying customers vs. creating intense loyalty, 162
of stakeholders, 165
lunchbox code, 73. See also dabbawalas
M
Maeser, Karl G., 130
management techniques, quality, 41
Mantelet, Jean, 41
marriages, 38
McChesney, Chris (FranklinCovey), 88–89
McDonald’s Corporation, 50, 127, 192
McKinsey & Company, 102, 112–13
McKinsey Quarterly, 37, 183n14, 185n3
measures
lead, 80, 83–89, 91, 96–97, 165, 172
loyalty, 165
mental health conditions, workrelated, 102
MICARE/MIMOSA mining company (Mexico), 51–53
Millennials, 92
mindset. See also paradigms
seven (7) Habits, 17
culture focused on helping customers, 145
everyone on your team can lead, 42
of leaders support line people, 94
of leading from an inner core of indifference, 174
mentally stuck, 101
one person has virtually limitless power, 101
people make the organization, 51
of push through each day, postponing the renewal time our bodies and brains need, 108
“sharpen the saw” habit, 41
with skills and toolsets that assist people, 109
team member’s roles are prescribed, 174
win-win, 57
mission. See also Leading With Purpose (Practice 1)
to achieve your great purpose, 174
begin with the end in mind; gain a clear sense of mission (Habit 2: Purpose), 22, 27–31
components: talent, passion, conscience and need, 68–69
core processes of the organization and, 71
corporate-speak, 74
discovered vs. created, 65
engaging, 65
goals to achieve your, 32
sense of purpose engages everyone, 67
social, 66
team’s purpose, 69
voice of the organization, 64–68, 173
voice of the people, collective, 67
mission statement
greater purpose of the organization, 66
voice of the organization, 64–68, 173
mistrust, 20, 124. See also trust
moments of truth, 164
Moon, Shawn A. (FranklinCovey), 14, 65, 81–82, 86, 125, 169–70, 193
moral authority, 46
motivational fit, 37
Moulinex, 41
Myerson, Harold, 167
N
National Association of Colored Women, 29
National Player of the Year, 2
Net Promoter Score, 165
Newsom, Gavin, 113, 122, 187n18, 188n8
“not invented here” syndrome, 40
O
organization (organizational)
commitments, 22
core processes of, 71
credibility, 132
culture and goals, 42
everyone shares in the, 48
focus, 78
high-trust, 124
low-trust, 125
people make the, 51
productivity goals, 100
P
paradigms (essential mind sets). See also mindset
as an operating system, 20
based on false principles will fail, 15
of control, 15
drive practices, 15
unproductive, 44
participatory management, 46
passionate, 25–26, 30, 68–69, 75, 104, 154
passive-aggressives, 48
Patawaran, A. A., 173
people. See also everyone(’s)
as assets, 100
disengaging, 81
emotionally engaged, 88
engaging, 10, 88, 103–4, 106, 110
“every person is uniquely powerful,” 101
help those running into barriers, 91
highly motivated, 44
humanizers vs. systemizers, 45
inspiring and motivating, 9
power of, unleashing the, 103–6
productivity of, unleash latent, 103
unengaged, 9
“unleash people and they will choose to do infinitely more than you ever imagined they could,” 101
work strain on family life and social relationships, 102
performance improvement, 11
performance review, 100
personal credibility, 129, 132
Pink, Daniel, 104
playground, inner-city, 86
polarity response, 149
power
of discouragement, 176
of extending trust, 127
of focus, 82
of intent, 148
of a paradigm shift, 15
of the scoreboard, 88
of a synergistic team, 40
of vision, 29
of your people, 74
principle of “no involvement, no commitment,” 31, 67
priorities
annual, 81
client, 152
high, 107
highest, 154
lesser, 81
management of, 117
must do, 81
real, 80
secondary, 60
shared, 40
top few, 81
for trust building, 126
urgent, 30
useless, 57
of what’s most important, 30
proactive leader
productivity
barriers, twenty-first-century, 106–7
choice, 105
global, 102
goals, organization’s, 100
passion and, 115
purpose. See mission
R
Rauch, Dave (Western Digital), 18
reactance, 149
regression effect, 89
Reichheld, Fred, 163, 165, 189n1
relationship, buyer-seller, 140
respect for others and for yourself, 32
role(s)
in achieving “wildly important” goals, 83, 88
athlete, 2
supervisory, 10
S
sales. See also Building a Legacy of Sales Leadership (Practice 5)
culture, creating a great, 141–45
professionals, 145, 147, 151, 153, 156
Sales Executive Council, 169, 190n12
Sarbanes-Oxley regulations, 124
satisfaction
the old paradigm, 162
school teacher, elementary, 110
scoreboard
Keeping a Compelling Scoreboard (Discipline 3), 86–90, 96
self trust, 128
self-gratification, 104
self-interest, 124
self-starting team, 92
The 7 Habits
Centiro (software company), 53–56
character and motives, requires introspection into your, 23
common practices vs. highly effective practices, 19
dabbawalas (lunch-box people, India), 63, 66, 72–74
instructions for downloading, 58–62
Leighs Paints (England), 93–95
MICARE/MIMOSA mining company, 51–53
operate from the inside out, 23
Western Digital (WD) leaders and professionals trained in, 17
Western Digital (WD), 4–7, 17, 18
The 7 Habits of Highly Effective People (Covey), 4, 17–18, 21–22, 62, 182n1
The 7 Habits Operating System
Habit 1: Proactive – take initiative and responsibility for results, 18, 22, 24–27
Habit 2: Purpose – begin with the end in mind; gain a clear sense of mission, 22, 27–31
Habit 3: Focused – put first things first; focus on getting the right things done, 18, 22, 30–32
Habit 4: Think Win–Win – provide mutual benefit by seeking to benefit others as well as yourself, 18, 22, 32–34
Habit 5: Seek First To Understand – empathize to understand people and their perspectives before sharing your own, 22, 34–37, 90
Habit 6: Synergize – leverage gifts and resources of other people, 22, 38–40
Habit 7: Sharpen The Saw – keep getting better and more capable, never standing still, 22, 40–42
leadership operating system, installed in, 56–57
operating system defined, 56
Principle 1: Proactivity, 19, 58
Principle 2: Vision, 59
Principle 3: Productivity, 19, 60
Principle 4: Mutual Benefit, 20, 60
Principle 5: Empathy, 61
Principle 6: Synergy, 61
Principle 7: Continuous Improvement, 62
The 7 Habits Practices
Practice 1: (See Leading with Purpose)
Practice 2: (See Executing with Excellence)
Practice 3: (See Unleashing Productivity)
Practice 4: (See Inspiring Trust)
Practice 5: (See Building a Legacy of Sales Leadership)
Practice 6: (See Creating Intense Loyalty)
Sherwin-Williams (paint), 93
short-term focus, 124
short-term thinking, 48
Silapadan, Sampan (WD), 18
silos, 46
Six Practices, 19
Six Sigma process, 72
60 Minutes, 70
skills and genius, leveraged, 40
Sloan School of Management, 38
social mission, 66
solution-seller/problem-solving model, 140
Southwest Airlines, 163
The Speed of Trust (Covey), 123, 128–29, 132–33, 148, 188n11
St. Exupéry, Antoine de, 99
stakeholders
empathy for, 34
identifying, 75
loyalty engendered in, 20
loyalty of, 165
standard operating procedures, 48
Stanford University’s Center for Leadership Development and Research, 10
Stanford University’s study of CEO effectiveness, 48
steel container manufacturer, 85
storage solutions company, 44
strategic advantage, 126
strategic performance against plan, 88
student leaders, 54
Sturtevant, Sarah, 63–64, 184n1
success celebration, 91
Summer Olympics (1936), 141–42
supervisory roles, 10
synergies, psychological, 39
synergistic team, 40
T
talent
about, 10, 18, 20, 37–39, 65, 67
capabilities and, 131
competitive advantage and, 70
enormous, 49
excellence and, 173
extraordinary, 2
loss of top young, 167
passion and, 166
team, 142
unleashing, 103
valuing, 70
wins games, 139
worker’s, 161
Taylor, Andy, 163
Taylor, Paul, 94
team(s)
building activity, 89
commitments to your, 91
everyone on your team can lead, 42
goals, 31
member’s roles are prescribed, 174
power of your, 20
purpose, 69
self-starting, 92
synergistic, 40
Western Digital, 6
thinking, short-term, 48
“360-degree” job, 47
time management, 117
time to refuel yourself, 121
trust. See also Inspiring Trust (Practice 4); mistrust
accelerator effect of, 126
accountability and, 91
building, priorities for, 126
in business leaders, 124
in corporations, 124
credibility and, 129–32, 135–37
deposits, 132
economics of, 125
extending trust and, inspiring, 127
high, 126
high-trust behavior, 135
high-trust culture, 13
high-trust interactions, 123
high-trust organizations, 124
high-trust relationships, 125
loss of, 123
for one another, 95
performance multiplier, 124–28
provider/employer, most trusted, 19, 126, 128, 173
relationship, 128
self, 128
ulterior motives and hidden agendas vs., 125
of unofficial leaders, 46
your actions strengthen, 132–33
trust building
action plan for 13 Trust Behaviors, 137
Step 1: assess your character, 135
Step 2: assess your competence, 136
Step 3: practice 13 Trust Behaviors, 136–37
turf wars, 46
Twenty Questions game, 140
tyrants, 48
U
University of North Carolina (UNC), 1–2
Unleashing Productivity (Practice 3) about, 103–6
energies, tapping untold, 113–15
productivity barriers, twenty-first-century, 106–7
productivity choice illustration, 105
Productivity Problem 1: We’re making more decisions than ever, 106–107
Productivity Problem 2: Our attention is under unprecedented attack, 107–8
Productivity Problem 3: We suffer from a personal energy crisis, 108–13
Step 1: Act on the Important, Don’t React to the Urgent, 116–17
Step 2: Go for Extraordinary; Don’t Settle for Ordinary, 118–19
Step 3: Schedule Your Priorities, Don’t Prioritize Your Schedule, 120–21
Step 4: Rule Your Technology; Don’t Let It Rule You, 121
Step 5: Fuel Your Fire; Don’t Burn Out, 121
Up With Downs Early Pre-School, 114
urgent priority, 30
US space program, 82
W
The Wall Street Journal, 24, 31
WD. See Western Digital
Western Digital (WD), 4–67 17, 18
the whole is greater than the sum of the parts, 38
wildfire (Topanga Canyon, California), 30–31
Wildly Important
about, 82–83, 85–88, 90, 94, 96, 169
Focusing on the Wildly Important (Discipline 1), 80–83, 96
winning culture
designed, maintained, and rare, 4
develop and sustain, 54
left to chance, 11
mindset of the team and leaders, 42
people deliver as promised, 4
sustainable competitive advantage, 3
win-win
agreements spell out the wins for everyone, 60
mentality, 33
mindset, 57
provide mutual benefit by seeking to benefit others as well as yourself (Habit 4), 18, 22, 32–34
solution, creating a true, 154–55
workforce, disengaged, 9
World Wildlife Fund, 71
WorldCom, 124
WorldCom scandal, 124
Y
Z
Zuckerberg, Mark, 66