Index – HBR's 10 Must Reads on Leadership, Vol. 2 (with bonus article "The Focused Leader" By Daniel Goleman)

Index

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

autonomy, 138, 144–145

awareness

expanding your, 153

open, 151, 153, 161

self-awareness, 28, 149–152

systems, 162

Backman, Elaine, 133–147

Ballmer, Steve, 143

Baron-Cohen, Simon, 162

Becht, Bart, 77, 81

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

Campbell, Jeff, 126–127, 129

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

organizational, 7, 24, 65–66

technological change, 7

Chatter, 71–72, 78

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

influence of, 119–122, 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

role of, 99, 119–122

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

Coleman, Chase, III, 129, 131

collaboration, horizontal, 86–97

collaborative leadership, 71–83

collective decision making, 137–138

command-and-control approach, 1, 72, 80, 82, 133

communication

channels, 2, 8

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

connecting, 67, 69–70, 140

connectors, 73–76

consensus, 80, 82

conversation, leadership as, 1–14

Coors, 32

corporate culture, 8, 112, 134, 136, 144–146

Costco Wholesale, 128

creativity, 70, 75, 76, 161

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

Davidson, Richard, 153, 159

Davis, Jeff, 59–60, 69

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

diversity, 76–78, 94–95

Dougherty, Deborah, 92

Duke Energy, 5

Dweck, Carol, 52, 81, 142

dynamic equilibrium, 58, 66–70

economic change, 7. See also change

Edmondson, Amy C., 85–97

either/or choices, 58–63, 68

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

autonomy for, 138, 144–145

CEOs’ connections with, 110

development of, 139–140

diversity in, 76–78, 94–95

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)

feedback, 5–6, 151

negative, 48, 50

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, Bill, 143, 160

Gates, Melinda, 160

General Electric, 75

generational change, 7. See also change

Generation Y, 77–78

George, Bill, 151, 152

Gillmor, Steve, 72

Gino, Francesca, 89, 90

Gladwell, Malcolm, 73

global change, 7. See also change

global connectors, 73–76

globalization, 1, 7, 45

globalization paradoxes, 59–60

global virtual teams, 72

goals

learning, 52–53, 81

performance, 52–53, 81

strategic, 136

Golden, Andrew, 132

Goleman, Daniel, 149–163

Google, 90

Gopalakrishnan, Kris, 13

Gregersen, Hal, 90

Grossman, Mindy, 128

growth mindset, 88, 142, 143

Groysberg, Boris, 1–14

Hansen, Morten T., 71–83

Hauck, Frank, 11

HCL, 78, 81

hippocampus, 159. See also self-awareness

Hockenstein, Jeremy, 67, 69

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

ICICI Bank, 125, 130

ideas

getting buy-in for, 47–48

selling your, 47–48

identity, 54. See also authenticity

IDEO, 95

inclusion, 2, 9–12

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

intentionality, 2, 12–14

interactivity, 2, 6–9, 10

internal communication, 6

internal constituencies, 121. See also chief executive officers (CEOs)

international mindset, 89

interpret, ability to, 35–36

intimacy, 2–6, 10

intuition, 150, 157

investors, 118. See also chief executive officers (CEOs)

Isaacs, Kate, 133–147

Jang, Sujin, 85–97

job autonomy, 138, 144–145

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

developing, 22–23, 113

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

goals, 52–53, 81

on-the-job, 129

organizational, 38–39

Lego, 32, 66, 69

level shifting, 21. See also strategic leadership

Lewis, Marianne W., 57–70

life lessons, 128–129. See also leaders, as teachers

LinkedIn, 128–129

listening skills, 4, 5

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

of CEOs, 113, 115–117

effective, 115

length of, 115

spontaneous, 116

mental simulation, 21. See also strategic leadership

Meyer, Erin, 53

Microsoft, 78, 142–143

mindfulness, 155. See also self-awareness

mindset

growth, 88, 142, 143

international, 89

paradoxical, 63–66

playful, 50–51

strategic, 136, 145

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

NASA, 59–60, 65, 69

Natura Cosméticos, 78–79

Nayar, Vineet, 81

negative feedback, 48, 50

networking, 74–76, 95–96

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 awareness, 151, 153, 161

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

elements of, 2, 3–14

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

obligation, 59, 60–61

strategic, 59, 62–63

paradoxical mindset, 63–66

PARC, 133–147

pattern recognition, 21. See also strategic leadership

Pedote, Roberto, 79

performance goals, 52–53, 81

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

Price, Sol, 128, 129

Price Club, 128, 129

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

Salesforce.com, 71–72, 78

Sanders, Bill, 126, 131

Schein, Edgar, 90–91

Schoemaker, Paul J. H., 31–41

self, focusing on, 149–154

self-assessment, 38

self-awareness, 28, 149–152

self-concept, 50–51

self-confidence, 135. See also nimble leadership

self-control, 153–154, 155

self-management, 134

silos, 85, 86, 96–97

Simon, Herbert, 163

Sinegal, Jim, 128, 129

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 media, 8, 72, 73

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

systems thinking, 23–24, 162

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

true-to-selfers, 46–47, 52

trust, gaining, 4–5

Tushman, Michael L., 57–70

uncertainty, 65–66

unfamiliar roles, 46–47

Unilever, 60, 61

Uzzi, Brian, 93

value creation, 60–61, 85

value statements, 6

vertical relationships, 85

videoconferencing, 104–105

viewpoints, considering others’, 92–93

vision, 28, 94–96

Volcano Corporation, 12

Watkins, Michael D., 15–29

Weiner, Jeff, 128–129

Welch, Jack, 57

Whole Foods, 64

willpower, 153–154, 155

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