acceptance phase
actions and behaviours, 2nd, 3rd
The Apprentice (TV series)
attitude
audience, understanding
authenticity, 2nd, 3rd
awareness, 2nd
of business sustainability
of values
B2B (business to business)
B2C (business to consumer)
behaviours
and actions, 2nd, 3rd
and awareness
change-driving
and collaboration
creating innovative culture
impact through
ineffective/effective, 2nd, 3rd, 4th
leadership, 2nd
for positive/negative impact
sustainability
and task execution
blame game, 2nd
BlessingWhite
board of directors
effect on culture
executive presence, 2nd
impact on
importance of
needs
self-assessment, 2nd
solutions and tools for positive impact on
communicating and coaching
demonstrating confidence
inspiring and relating
relating to vision and strategy
showing respect
Boss Swap (TV show)
brand and reputation, 2nd, 3rd, 4th, 5th
brand manager
business sustainability impact
assessing current reality
behaviours
giving hope
case for
challenging the Roadmap
communication
effect on culture
Game Plan
education on sustainability
expectations, managing
involving people
staying focused
value proposition, creating
learning about
measuring success
obstacles to
outcome
Roadmap
self-assessment, 2nd
stakeholders, understanding
target date, setting
Triple P bottom line
change-driving impact
assessing current reality
behaviours
case for embracing and driving change
challenging the Roadmap
change leadership, involving
communication
effect on culture
Game Plan
adding value through change
asking for help
emotional aspect of change
holding regular change meetings
prioritising the changes
staying focused
using positive change influencers
learning about
measuring success
obstacles to
outcome
Roadmap
self-assessment, 2nd
stakeholders, understanding
target date, setting
change fatigue
closed question
coaching
and communication, 2nd
for innovation
collaboration, 2nd, 3rd, 4th
collaborative impact
assessing current reality
behaviours
case for
challenging the Roadmap
communication
conflict
as difference of opinion
management
negative impact of
effect on culture
Game Plan
agree on team purpose and direction
behavioural TOP feedback
building on strengths
creating commitment document
creating team
creating trust
knowledge sharing
promises, keeping
talking to each other
working together and measuring success
learning about
measuring success
obstacles to teamwork
outcome
Roadmap
self-assessment, 2nd
stakeholders, understanding
target date, setting
commitment
document
phase
communication
and coaching, 2nd
and listening
from position
with senior leaders
two-way, 2nd, 3rd, 4th, 5th
confidence
building innovation
demonstrating, 2nd
conflict
as difference of opinion
management, 2nd
negative impact of
and tension
using to drive innovation
constructive thought/feeling, 2nd, 3rd, 4th
courageousness, 2nd
cross-calibration meeting
cultural fit
culture, effect on
business sustainability impact
change-driving impact
collaborative impact
impact on board of directors
impact on employees
impact on external world
impact on leader more senior than you
impact on peers
innovative impact
curiosity, as leadership behaviour
customer-centric approach
customers
impact and experience
treating peers as
de Bono’s Thinking Hats tool
deadlines see target date
denial phase
directors, board of see board of directors
disruption
disruptive leaders, five agile steps for
building strategic ability
leaving egos
providing enough stability
teaming and collaboration
think H2H
education on sustainability
egocentric behaviours
egos
emotional aspects of change
emotional intelligence (EQ)
emotional phase
emotional reaction
employee(s)
behaviours
benefits of diversity in
effect on culture
engagement, 2nd
engaging in sustainable business practices, 2nd
impact on
importance of
involvement
needs
rewards
self-assessment, 2nd
solutions and tools for positive impact on
authenticity
brand and reputation
self-esteem
treating people as individuals
visions
engagement, employee, 2nd
executive presence
communicating and coaching
demonstrating confidence
as impact tool
inspiring and relating
relating to vision and strategy
showing respect
Executive Presence Sweet SpotTM
expectations
managing
of transparency
external stakeholders
effect on culture
impact on
importance of
needs
self-assessment, 2nd
solutions and tools for positive impact on
choosing behaviours
customers impact and experience
managing media/press
social media and brand management
working with partners/suppliers/subcontractors
feedback, 2nd, 3rd
Ferris, Gerald R.
Game Plan
business sustainability impact
change-driving impact
collaborative impact
innovative impact
generosity, 2nd, 3rd
Golden Rule, 2nd
governance, and leadership
‘gravitas’, 2nd
hackathons
Hay Group
hope and excitement
human to human (H2H) focus, 2nd
impact
achieving
actions and behaviours driving, 2nd
through behaviour
on board of directors
business sustainability
change-driving
collaborative
concept of
conducting business
creating strategy
on employees
on external stakeholders
five-step impact strategy creator
influence and
innovative
negative/positive, 2nd, 3rd
on peers
research on leadership
ripple effect
on senior people
starts from within
taking responsibility for
understanding audience
using unique leadership points (ULPs), 2nd
voices of, 2nd, 3rd, 4th, 5th
Impact Meter
Impact Roadmap Template
influence and impact
informal leader
inner self
innovative impact
assessing current reality
behaviours
case for
challenging the Roadmap
communication
disruptive leaders, five agile steps for
building strategic ability
leaving egos
providing enough stability
teaming and collaboration
think H2H
effect on culture
Game Plan
building innovation confidence
conflict, use of
finding opportunities
hackathons
PODSTM (power of dynamic sharing)
learning about
measuring success
obstacles to
outcome
Roadmap
self-assessment, 2nd
stakeholders, understanding
target date, setting
inspiration, 2nd
involvement
King, Martin Luther, Jr.
knowledge sharing, 2nd, 3rd
leaders
adding value through change
appointing
disruptive
reassigned to specific division
responsibility, 2nd
role of
senior, 2nd, 3rd, 4th
see also senior peoples
leadership
behaviours, 2nd
board and
change, 2nd
conflict
governance and
peers
radar
reputation and brand
research on impact
sharing
learning
about business sustainability
about change
about collaboration
about innovation
opportunities with peers
listening
long-term thinking skill, 2nd
managing change
McKenzie model
media/press, managing
meetings, preparing for
mentoring, 2nd
negative impact, 2nd, 3rd
behaviours for
of conflict
negative thought/feeling, 2nd, 3rd, 4th
non-executive directors
obstacles
to business sustainability
to effective change
to innovation
to teamwork
open questions
opportunities
finding
learning, with peers
seizing
organic mentoring
process
outcome
business sustainability
change-driving
collaborative
innovative
oxytocin
Paris Agreement
partners, working with
peers
effect on culture
impact on
importance of
needs
self-assessment, 2nd
solutions and tools for positive impact on
awareness
generousness with credit
giving peer-to-peer observations
learning opportunities
treating as customers
personal values
Pink, Daniel H.
Platinum Rule, 2nd
PODSTM (power of dynamic sharing)
Political Skills Inventory
positive change influencers
positive impact, 2nd, 3rd
behaviours for
on board of directors
on employees
on peers
on senior peoples
press/media, managing
questions
asking strategic
open/closed
smart, 2nd
recognition, 2nd
red thread
reputation and brand, 2nd, 3rd, 4th, 5th
resilience
resistance
respect, showing, 2nd
responsibility
reverse mentoring, 2nd
process
self, inner system of
self-assessment
business sustainability impact, 2nd
change-driving impact, 2nd
collaborative impact, 2nd
impact on board of directors, 2nd
impact on employees, 2nd
impact on external stakeholders, 2nd
impact on peers, 2nd
impact on people more senior than you, 2nd
innovative impact, 2nd
self-esteem, 2nd
self-leader
self-leadership development programme
inspiring to others
self-promotion, 2nd, 3rd
senior peoples
effect on culture
impact on
influencing
need
self-assessment, 2nd
solutions and tools for positive impact on
mentoring
preparing for meetings
stakeholder influencing
stakeholder planning
shared leadership, 2nd, 3rd
smart questions, 2nd
social media
and brand management
softening phrases, 2nd
speaking up, 2nd
Stakeholder Map
stakeholders
influencing
planning
understanding, 2nd, 3rd, 4th
see also external stakeholders
storytelling
strategic ability, building
strategic questions, asking
strategic thinking skills
strengths
assessment
building on
subcontractors, working with
success, measuring and celebrating
business sustainability impact
change-driving impact
collaborative impact
innovative impact
suppliers, working with
Sustainable Development Goals
system thinking, 2nd, 3rd, 4th
target date, 2nd, 3rd, 4th
The Team Formula: A Leadership Tale of a Team Who Found Their Way
team self-esteem, building, 2nd
teamwork, obstacles to
Thinking Hats tool, de Bono’s
thoughts and feelings
negative/constructive, 2nd, 3rd, 4th
title
TOP feedback model, 2nd
transparency
authenticity and
expectation of
Triple P bottom line
trust, 2nd, 3rd
The (2020 Vision) Leader Impact ModelTM, 2nd
two-way communication, 2nd, 3rd, 4th, 5th
unique leadership points (ULPs), 2nd
value proposition, creating
values
visions
and purpose
and strategy, 2nd
working climate, shaping
work–life balance
Yellow Hat
Zak, Paul
