Index – Peak Leadership Fitness:Elevating Your Leadership Game

    INDEX    

 

4 Fitness Principles

about, x–xi

Principle 1 (taking the first step), 11–12

Principle 2 (putting in the work), 12–15

Principle 3 (learning from adversity), 15–18

Principle 4 (consumption influences output), 18–20

360-degree (multirater) assessments, 35–36, 49–51

A

action learning, 97–99, 107–108

Action Learning in Action (Marquardt), 98

adversity, learning from, 15–18

Anna and Ed (mixed messages) case study, 61–63

Arneson, Steve, 6

assessment(s)

360-degree (multirater), 35–36, 49–51

choosing an assessment type, 38, 42–43

cost-impact matrix, 52–54, 132

costs of, 47, 49, 50, 52–54

frequency, 37

“Give Yourself a Grade” activity, 51–52

importance of, 35–38

performance reviews, 44–48

self-assessments, 43–44

simulations, 48–49

tools, 36–37

athletes

building a strong core, 59–60

building endurance, 112–113

importance of practice, 84

requirements in addition to talent, 15–16

understanding your current state of performance, 36

B

bad habits, 5, 119–124

Barbara (responding to bad habits) case study, 122–123

barriers to leadership fitness, xiv

Best Practices Are Stupid: 40 Ways to Out-Innovate the Competition (Shapiro), 61

Bezos, Jeff, 66

Brad (team collaboration to raise the bar) case study, 13–15

business acumen, 72–73

C

capability, components of, 25

case studies

Anna and Ed (mixed messages), 61–63

Barbara (responding to bad habits), 122–123

Brad (team collaboration to raise the bar), 13–15

Chuck (endurance), 121–122

Clark and Kevin (learning new leadership techniques), 113–116

Dave and Brenda (transformational leadership development), 6–9, 12

Jen and Ava (leadership mindset), 29–31

Jeremy (poor personal skills), 70–71

Jim, Nicole, and Barbara (approaches to feedback), 39–40

leaders-as-teachers apprenticeship program, 94–95

Nancy and Oscar (poor interpersonal skills), 68

Neal (learning from a crisis), 16–17

Ray (poor interpersonal skills), 67

restaurant servers (job shadowing), 101

Sandra (taking on new responsibilities), 82–83

Scott (leadership mindset), 24–25

Stan (informal learning opportunities), 85

Sue (improving old sales tactics), 18–19

Vivian (poor communication skills), 69

challenges facing today’s leaders

choosing the most worthwhile development activities, 4–5

lack of time to work on development, 4

Chuck (endurance) case study, 121–122

Clark and Kevin (learning new leadership techniques) case study, 113–116

coaching, 92–93, 107–108

collaborative learning, 87–88

communication skills, 69

communities of practice (CoPs), 96–97

community service, 99–100, 108

complex process skills, 72–73

conforming to office culture, 70–71

core

building a strong, 59–60

strengthening activities, 73–79

cost-benefit matrix of leadership development activities, 78–79

cost-impact matrix of assessments, 52–54, 132

cost-impact matrix of development opportunities, xvi–xvii, 132

cost-impact matrix of maintaining flexibility, 107–109, 132

D

data as a means of evaluating performance and goal progress, 12

Dave and Brenda (transformational leadership development) case study, 6–9, 12

“deliberate practice,” 22

development

inattention to, xiv, 5

instinctive pursuit of, 119

lack of time to work on, 4

of a leadership mindset, 22–23

development activities

action learning, 97–99, 107–108

choosing the most worthwhile, 4–5, 18–20, 61, 73, 109–110

coaching, 92–93, 107–108

collaborative learning, 87–88

communities of practice (CoPs), 96–97

community service, 99–100, 108

cost-benefit matrix, 78–79

e-learning, 75–76

informal, 86–87

instructor-led courses, 73–75

mentor circles, 91–92

mentoring, 88–91, 136–137

microlearning, 77

most impactful development experiences, 81, 100–101

opportunities to practice what was learned, 75, 83–85

teaching others, 93–96

webinars, 76–77

Drive: The Surprising Truth About What Motivates Us (Pink), 64–65

Dweck, Carol, 21–22

E

Eblin, Scott, 31–32

effort, 64–65, 112–113, 128

endurance, leadership

balancing stability and agility, 124–125

as the exchange of action, feedback, and reflection, 111–112

fitness tips for building, 125

pausing and reflecting, 118–119

seeking feedback, 117

taking action, 112–117

engagement, 5–6

Ericsson, Anders, 22

expertise, 60–61

F

failure, tolerance for, 26–27, 128

feedback, 38–42, 45–46, 117

The Fifth Discipline (Senge), 99

finance, understanding, 65–66

fitness

activity variety, 56

“bonking” (losing energy), 18

cost-impact matrix, 132

importance of assessing, 35–38

and leadership, xi–xiii

reasons for maintaining, ix–x

Sample Fitness Plan, 134

tips summary, 140–141

flexibility

cost-impact matrix of maintaining, 107–109, 132

fitness tips for maintaining, 109–110

taking on new responsibilities, 81–83

formal learning, 78–79

Four Fitness Principles

about, x–xi

Principle 1 (taking the first step), 11–12

Principle 2 (putting in the work), 12–15

Principle 3 (learning from adversity), 15–18

Principle 4 (consumption influences output), 18–20

G

George, Bill, 66

“Give Yourself a Grade” activity, 51–52

giving back, 129

Gladwell, Malcolm, 60

goals

personal leadership development, 54–57

setting ambitious, 11–12

stretch, 55–56

Goldsmith, Marshall, 119

good habits, 60–61, 119–124

Grove, Andy, 66–67

H

habits

bad, 5, 119–124

good, 60–61, 119–124

I

informal learning, 84–87

interpersonal skills, 66–68

J

James, LeBron, 15–16

Jen and Ava (leadership mindset) case study, 29–31

Jeremy (poor personal skills) case study, 70–71

Jim, Nicole, and Barbara (approaches to feedback) case study, 39–40

job rotation, 103–104

Jobs, Steve, 66

job shadowing, 101–103, 138–139

Jordan, Michael, 15–16

K

knowledge retention, 83–84

L

leaders-as-teachers apprenticeship program case study, 94–95

leadership

core, 59–60

employees’ perceptions of, xii–xiii

and fitness, xi–xiii

mixed messages about, 61–63

tracking your performance, 9–10, 19–20, 31–32, 57–58, 79–80, 109–110, 124–125

leadership mindset

complexity of a, 23

defined, 21–23

developing your, 22–23, 28–32

importance of a, 25–28

Jen and Ava case study, 29–31

Scott case study, 24–25

taking risks, 26

leadership skill zones

overview, 64–65, 135

Zone 1 (technical skills), 65–66

Zone 2 (interpersonal skills), 66–68

Zone 3 (personal skills), 69–71

Zone 4 (complex process skills), 72–73

learning

action learning, 97–99, 107–108

active vs. passive, 83

coaching, 92–93, 107–108

collaborative, 87–88

communities of practice (CoPs), 96–97

community service, 99–100, 108

cost-benefit matrix, 78–79

e-learning, 75–76

formal, 78–79

informal, 84–87

instructor-led courses, 73–75

knowledge retention, 83–84

mentor circles, 91–92

mentoring, 88–91, 136–137

microlearning, 77

opportunities to practice what was learned, 75, 83–85

resource-based, 106–107, 108

teaching others, 93–96

webinars, 76–77

Lewin, Kurt, 20

M

Marquardt, Michael, 98

Medtronic, 66

mentor circles, 91–92

mentoring, 88–91, 136–137

mindset. See leadership mindset

Mindset: The New Psychology of Success (Dweck), 21–22

mixed messages, 61–63

motivation, 9, 29, 119

Musk, Elon, 66

N

Nancy and Oscar (poor interpersonal skills) case study, 68

National Training Laboratories learning pyramid, 83–84

Neal (learning from a crisis) case study, 16–17

The Next Level: What Insiders Know About Executive Success (Eblin), 31–32

O

on-the-job activities

job shadowing, 101–103, 138–139

rotational assignments, 103–104

stretch assignments, 104–105

task forces, 105–106

value of, 100–101

Outliers: The Story of Success (Gladwell), 60

P

Peak: Secrets From the New Science of Expertise (Ericsson and Pool), 22

peak leadership fitness

defined, 3–4

as a lifestyle, 127–129

Plan Template, 54–57, 133

requirements for, 4

Sample Fitness Plan, 134

“The Performance Management Revolution” (article), 45

performance reviews, 44–48

personal skills, 69–71

Pink, Daniel, 64–65

Pool, Robert, 22

practicing by doing, 75, 84–85

preparation

effect on others, xi–xii

importance of, vii–x, 28

before job rotation, 104

R

Ray (poor interpersonal skills) case study, 67

recovery, 56, 111

reflection, 20, 28, 118–119, 129

resource-based learning, 106–107, 108

resources

leadership research, xiv

long-form, 107

short-form, 106

restaurant servers (job shadowing) case study, 101

Revans, Reg, 97

risks, taking, 26

Rock, David, 119

rotational assignments, 103–104

S

Sandra (taking on new responsibilities) case study, 82–83

Schwartz, Tony, 66

Scott (leadership mindset) case study, 24–25

self-assessments, 43–44

self-awareness, xiii, 27, 36–37, 124, 127–129

Senge, Peter, 99

Shapiro, Stephen, 61

simulations, 48–49

skills. See leadership skill zones

sports as a metaphor for leadership

author’s golf example of the importance of practice, 84

building endurance, 111–125

importance of preparation, vii–x

Stan (informal learning opportunities) case study, 85

stretch assignments, 104–105

stretch goals, 55–56

Sue (improving old sales tactics) case study, 18–19

support, seeking, 12

T

task forces, 105–106

teaching others, 93–96

technical skills, 65–66

Triggers: Creating Behavior That Lasts, Becoming the Person You Want to Be (Goldsmith), 119

V

Vivian (poor communication skills) case study, 69

Vygotsky, Lev, 86

Y

Your Brain at Work (Rock), 119

Your Leadership Story (Tobin), 51

Z

“Zone of Proximal Development,” 86