action, willingness to take, 135. See also nimble leadership
adhesives, 88. See also collaboration, horizontal
agenda
of CEOs, 105–108
pursuing an, 12–14
Akamai Technologies, 74–75
alignment, 37–38. See also strategic leadership
amygdala, 150, 157. See also self-awareness
Ancona, Deborah, 133–147
anticipate, ability to, 32–33
architecting leaders, 134, 141–144, 146
Athenahealth, 4–5
attention
direct, 149
power and, 159–160
strengthening, 152
toward others, 154–160
toward self, 149–154
to wider world, 160–162
See also focus
authenticity, 43–55
authentic selves, 150–151
awareness
expanding your, 153
systems, 162
Backman, Elaine, 133–147
Ballmer, Steve, 143
Baron-Cohen, Simon, 162
Beers, Charlotte, 54
Benioff, Marc, 71–72
boards of directors, 119. See also chief executive officers (CEOs)
Bock, Laszlo, 90
Bohr, Niels, 70
both/and leadership, 57–70
boundaries, 59–60
boundary crossing, 86–97
Boyatzis, Richard, 153
bridges, 87–88. See also collaboration, horizontal
Brinker, Norman, 126–127, 129, 131
business environment, 57–58, 65
buy-in, obtaining, 47–48
Carlucci, Alessandro, 78–79
Casciaro, Tiziana, 85–97
challenge, ability to, 33–35
Chambers, John, 9
change
economic change, 7
embracing, 65–66
generational change, 7
global change, 7
managing, 24
technological change, 7
chief executive officers (CEOs)
accessibility of, 116
agendas of, 105–108
alone time for, 116–117
constraints on, 121
direct reports of, 109–110
executive assistants of, 106–107
external constituencies of, 117–119
face-to-face interactions by, 103–105
importance of, 124
integrating mechanisms used by, 111–113
chief executive officers
legitimacy of, 122
meetings attended by, 113, 115–117
personal well-being of, 103
relationship development by, 113
routine responsibilities of, 108
schedules of, 102–103
time management by, 99–124
Children’s Minnesota, 93–94
Chubb, 88–89
Cisco Systems, 8–9
coaching, leadership, 139–140
Coca-Cola, 10
cognitive control, 153–154, 155
cognitive dissonance, 63–64
cognitive empathy, 156, 158, 159
collaboration, horizontal, 86–97
collaborative leadership, 71–83
collective decision making, 137–138
command-and-control approach, 1, 72, 80, 82, 133
communication
corporate, 2
enabling leaders and, 140–141
flow of information, 1
internal, 6
organizational conversation, 1–14
with stakeholders, 37–38
compassion, 128–129
compassion fatigue, 157–158
Comstock, Beth, 75–76
connectors, 73–76
conversation, leadership as, 1–14
Coors, 32
corporate culture, 8, 112, 134, 136, 144–146
Costco Wholesale, 128
crisis management, 107–108
cross-functional teams, 94–95
cross-silo leadership, 85–97
cultural brokers, 86–89
cultural differences, 53
cultural norms, 134, 136, 144–146
customized instruction, 130–131. See also teachers, leaders as
Damasio, Antonio, 150
Danone, 76
decision making, 36–37, 82, 141
collective, 137–138
Deloitte Canada, 90
dialogue
cross-silo, 93–94
promotion of, 6–9
See also communication
Digital Divide Data (DDD), 67, 69
distributed leadership, 145
Dougherty, Deborah, 92
Duke Energy, 5
dynamic equilibrium, 58, 66–70
economic change, 7. See also change
Edmondson, Amy C., 85–97
Ellison, Larry, 128
EMC, 11
emergence, 145–146
emotional empathy, 156–157, 158
emotional intelligence, 149–150, 154, 162
empathic concern, 156, 157–158
empathy, 94, 128–129, 143, 155–158, 162
employee engagement, 3, 10, 49
employees
CEOs’ connections with, 110
development of, 139–140
expanding roles of, 9–12
feedback from, 5–6
gaining trust of, 4–5
intimacy between leaders and, 3–6
listening to, 5
promoting dialogue with, 6–9
relating to, by leaders, 2
self-management by, 134
vision of, 94–96
enabling leaders, 134, 139–141, 145, 146
entrepreneurial leaders, 134, 135–138, 145
Ericsson, 75
Eriksen Flanker Task, 155
ethical standards, 126
executive assistants (EAs), 106–107
Exelon, 6
external constituencies, 117–119, 121. See also chief executive officers (CEOs)
360-degree, 81
Festinger, Leon, 63
Finkelstein, Sydney, 125–132
“five whys,” 34. See also strategic leadership
Flexner, Abraham, 95–96
focus
on others, 154–160
on self, 149–154
on strategy, 160–161
on wider world, 160–162
focused event analysis (FEA), 93–94. See also collaboration, horizontal
focused leaders, 149–163
Frist, Tommy, Jr., 127, 128, 130, 131, 132
gamma waves, 161. See also self-awareness
Gamson, Mike, 128–129
Gardner, Heidi, 85
Gates, Melinda, 160
General Electric, 75
generational change, 7. See also change
Generation Y, 77–78
Gillmor, Steve, 72
Gladwell, Malcolm, 73
global change, 7. See also change
global connectors, 73–76
globalization paradoxes, 59–60
global virtual teams, 72
goals
strategic, 136
Golden, Andrew, 132
Goleman, Daniel, 149–163
Google, 90
Gopalakrishnan, Kris, 13
Gregersen, Hal, 90
Grossman, Mindy, 128
Groysberg, Boris, 1–14
Hansen, Morten T., 71–83
Hauck, Frank, 11
hippocampus, 159. See also self-awareness
horizontal collaboration, 85–97
Hospital Corporation of America (HCA), 127, 128, 131
Howland, Samantha, 31–41
Huennekens, Scott, 12
Ibarra, Herminia, 43–55, 71–83
IBM, 58–59
ideas
getting buy-in for, 47–48
selling your, 47–48
identity, 54. See also authenticity
IDEO, 95
information
access to, 141
flow of, 1
Infosys, 13
innovation, 61, 65, 69, 77, 85, 95–96, 134, 161
innovation paradoxes, 58–59
inquiry, 89–92. See also questions
insula, 150. See also self-awareness
integrating mechanisms, 111–113
integrity, 126
internal communication, 6
internal constituencies, 121. See also chief executive officers (CEOs)
international mindset, 89
interpret, ability to, 35–36
investors, 118. See also chief executive officers (CEOs)
Isaacs, Kate, 133–147
Jang, Sujin, 85–97
Juniper Networks, 10–11
Kamath, Kundapur Vaman, 125, 126, 130
Kelly, Terri, 62–63
Keltner, Dacher, 159
Kenny, David, 74–75
Kingfisher plc, 13–14
Kraay, Norma, 90
Krupp, Steve, 31–41
Lauren, Ralph, 128
leaders
architecting, 134, 141–144, 146
authenticity and, 43–55
challenges facing, 57
consistency in, 57
enabling, 134, 139–141, 145, 146
encouraging inquiry by, 89–92
entrepreneurial, 134, 135–138, 145
focused, 149–163
how managers become, 15–29
intimacy between employees and, 3–6
new, 46–47
personal styles of, 46
responsibilities of, 19–20
skills needed by, 17–18
strength in, 82–83
as teachers, 125–132
thought, 10–11
time management by, 99–124
types of, 134
See also chief executive officers (CEOs)
learning
authenticity and, 44
customized, 130–131
on-the-job, 129
organizational, 38–39
level shifting, 21. See also strategic leadership
Lewis, Marianne W., 57–70
life lessons, 128–129. See also leaders, as teachers
LinkedIn, 128–129
long-term view, 58–59
management, command-and-control approach to, 1, 72, 80, 82, 133
managers
becoming leaders, 15–29
CEOs’ connections with, 109–110
“marshmallow test,” 154
McAdams, Dan, 54
McEvily, Bill, 89
McLean, Ian, 6
meditation, 152, 155. See also self-awareness
meetings
effective, 115
length of, 115
spontaneous, 116
mental simulation, 21. See also strategic leadership
Meyer, Erin, 53
mindfulness, 155. See also self-awareness
mindset
international, 89
paradoxical, 63–66
playful, 50–51
Mintzberg, Henry, 100
Mischel, Walter, 154
Mizner, Wilson, 51
Moët Hennessy España, 87–88
multicultural environments, 53
Nadella, Satya, 142–143
narratives, personal, 54. See also authenticity
Natura Cosméticos, 78–79
Nayar, Vineet, 81
neural networks, 161. See also self-awareness
New CEO Workshop, 100–101, 122
Newmark, Craig, 131
New Songdo, 92–93
nimble leadership, 133–147
Nohria, Nitin, 99–124
Nokia, 77
obligation paradoxes, 59, 60–61
on-the-job learning, 129. See also learning
open-ended questions, 91. See also questions
opportunities, anticipating, 32–33. See also strategic leadership
Oracle, 128
organizational change, 7, 24, 65–66. See also change
organizational content, development of, 2
organizational conversation, 1–14
benefits of, 3
organizational culture, 8, 112, 134, 136, 144–146
organizational learning, 38–39
organizational structure, 86, 89, 112
others, focusing on, 154–160. See also nimble leadership
outward focus, 160–162. See also self-awareness
Paasikivi, J. K., 35–36
paradoxes
globalization, 59–60
innovation, 58–59
leadership, 58–66
paradoxical mindset, 63–66
PARC, 133–147
pattern recognition, 21. See also strategic leadership
Pedote, Roberto, 79
performance reviews, 112–113, 143
personal narratives, 54
perspective taking, 92–93
playful mindset, 50–51
points of view, considering others’, 92–93
Polaroid, 65
Polman, Paul, 60
Pond, Randy, 9
Porter, Michael E., 99–124
power, attention and, 159–160
power of many, 145–146
prefrontal cortex, 157, 158, 159
process improvements, 112–113
product development, 136–138
professional identities, 44, 45
professionalism, 126–127
questions
asking right, 89–92
open-ended, 91
overly general, 91
precision, 143
teaching through, 131
yes-or-no, 91
Reckitt Benckiser, 76–77, 81, 82
Redzepi, René, 130
Riess, Helen, 157
relationship development, 113, 158–160
resilience, 134. See also nimble leadership
Riboud, Franck, 76
Roberts, Gene, 130
Robertson, Julian, 127, 128, 129, 131
Rogers, James E., 5–6
role models, 19, 27–28, 51–52, 90, 132
Rose, Charlie, 160
Rothschild, Nathan, 31
Schein, Edgar, 90–91
Schoemaker, Paul J. H., 31–41
self, focusing on, 149–154
self-assessment, 38
self-concept, 50–51
self-confidence, 135. See also nimble leadership
self-management, 134
Simon, Herbert, 163
Singer, Tania, 156
Slind, Michael, 1–14
Smith, Wendy K., 57–70
Snyder, Mark, 46
social and emotional learning (SEL), 155
social hierarchy, 160
social mission, 63, 67, 69, 70
social relationships, 154, 158–160
social responsibility, 60–61
social sensitivity, 158–160
somatic markers, 150. See also self-awareness
Southwest Airlines, 94
stakeholders
communication with, 37–38
value creation for, 60–61
status quo, questioning, 33–35
storytellers, 11–12. See also communication
strategic leadership, 31–41
strategic mindset, 135, 145. See also nimble leadership
strategic paradoxes, 59, 62–63
strategic thinking, 21
strategy, 13
conveying, 2
execution of, 112–113
focusing on, 160–161
harnessing, 111
styles, leadership, 80
Swensen, David, 132
talent development, 18–19, 139–140
teachers, leaders as, 125–132
teaching moments, 130
teams
cross-functional, 94–95
diverse, 76–78
leadership, 78
virtual, 72
technological change, 7. See also change
TelePresence, 8–9
Tenacity, 152
Thatcher, Margaret, 50
threats, anticipating, 32–33. See also strategic leadership
time management, by CEOs, 99–124
top-down leadership model, 1, 3
Toyoda, Sakichi, 34
traditional leadership, 68
transitions, leadership, 15–29, 44
trust, gaining, 4–5
Tushman, Michael L., 57–70
uncertainty, 65–66
unfamiliar roles, 46–47
Uzzi, Brian, 93
value statements, 6
vertical relationships, 85
videoconferencing, 104–105
viewpoints, considering others’, 92–93
Volcano Corporation, 12
Watkins, Michael D., 15–29
Weiner, Jeff, 128–129
Welch, Jack, 57
Whole Foods, 64
W.L. Gore & Associates, 62–63, 133–147
Wolfe, Claudine, 88–89
workforce diversity, 76–78, 94–95
Xerox, 142
Zensar Technologies, 65
Zhang, Evelyn, 89