Authentic Gravitas
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and gratitude, 141, 156
identifying strengths, 147–52, 156
nerves and anxiety, 141–47, 156, 241n20
power stress, 152–56
practices for dealing with, 155–56
rejection, 135
See also negative self-talk
Hackman, J. Richard, 139–40
happiness and wisdom, 129
humility
in collaboration, 206, 220, 225
and generosity of spirit, 36
intellectual, 131, 134
of those with gravitas, 26–27, 29–30, 225
idea generation, 168–72
If I Could Tell You Just One Thing (Reed), 19
IMPACT model, 57–81
advocacy (focus on memorable messages), 58, 69–71, 80
balancing clarity and curiosity, 79
content, 58, 72–79, 81
insight, 58–60, 80, 236n1
motivation, 58, 60–64, 80, 236n7
perception, 58, 64–69, 80, 236–37n9
practices for leading the room, 80–81
See also technique
imposter syndrome, 21
incivility in the workplace, 50–51
influence, 181–203
by apprising, 189
via coalitions (forward influence), 195–97, 200
and collaboration, 211
by consulting, 193–94, 196, 200
defined, 181
by exchange, 189
executive, 182–85
by favors, 188–89
by ingratiation, 193, 196
by inspirational appeals, 189–93, 196–97
by legitimating tactics (invoking someone’s authority), 187–88
vs. manipulation, 185
need for, 182
on peers, 183–84, 198
practices for, 202–3
by rational persuasion, 185–87, 190
target assessment, 184, 189, 198
techniques, application of, 196–97
techniques, overview of, 184–85, 201–2
in unplanned encounters, 197–200, 202–3
in virtual contexts, 200
information overload, 69–70, 77
ingratiation, 193, 196
insight, 58–60, 80, 236n1
inspirational appeals, 189–93, 196–97
integrity, behavioral, 11, 17, 21
intellectual humility, 131, 134
intentional impact
clarifying your intention, 34–35, 37
gaps in, 9–12, 30, 34, 37, 54, 223–24
gaps of others, graciousness about, 97–98, 217
practice for building, 31
professional footprint, 10–12
interested vs. interesting people, 69
Journal of Personality and Social Psychology, 65
Ketait, Samya, 210
Klofstad, Casey, 91
Kouzes, Jim, 192, 243n9
Lawler, Edward E., 211
Lawrence, Anne T., 60
Lawrence, Paul R.: Driven, 60–61
leadership
active vs. passive, 108–9
change, 194
collaborative (shared), 208–12 (see also collaboration)
effective, and versatility, 159
forceful/enabling vs. strategic/ operational, 159, 242n1
impact of, 36
intent of, 36
laissez-faire, 109
leader–follower relationship, 234n12
professional footprint, 10–12
servant, 234n12
social intelligence, 159
taking ownership/responsibility vs. waiting for a title, 26–28, 224
transactional, 108–9
transformational, 109
See also self-leadership
leading the room, 5, 12
See also IMPACT model
learning, deliberate vs. experiential, 125
legitimating tactics (invoking someone’s authority), 187–88
Lerner, Jennifer, 37–38
listening, 36, 48, 153, 235–36n13
manipulation, 7
meetings
ad-hoc, 67–69
beginnings and endings of, 73–75, 81, 99–100
intention-impact gap in, 35, 54
nervousness about, 142–43
personalizing, 76–77
preparation for (see IMPACT model)
scripting the content of, 72–75, 81, 87
small talk during, 75–76
storytelling in, 78–79
30-minute, 42–43, 55
mentors, 127–28, 134, 154
Miller, William I., 18–19
mind-set, growth vs. fixed, 138–39
motivation, 58, 60–64, 80, 130, 224, 236n7
negative self-talk
about authenticity, 15
about confidence, 19, 21
contending with, 135–41, 156
about credibility, 22
overview, 135–37
about peers, 216–17
and performance, 138–39
vs. positive self-talk, 136
practices for dealing with, 156
reframing, 139
nerves and anxiety, 141–47, 156, 241n20
newcomer experience, 120–21
Nohria, Nitin: Driven, 60–61
Nonaka, Ikujiro, 129–30
Nuijten, I., 234n12
OCB (organizational citizenship behavior), 196
O’Toole, James, 211
pace, 163–68
passion, 147–49
PEA (positive emotional attractor), 154–55
peers
competitiveness among, 217
disagreements with, 216–18
influence on, 183–84, 198
Pentland, Alex (“Sandy”), 197–98
perception, 58, 65–69, 80, 236–37n9
personality types, 4–5
persuasion, 185–87, 190
phoniness, feelings of, 21
positive emotional attractor (PEA), 154–55
Posner, Barry, 192, 243n9
posturing, 7
powerful vs. powerless language, 84–86, 99–101
power stress, 152–56
presentations
beginnings and endings of, 73–75, 81, 99–100
intention-impact gap in, 34–35, 52–54
nervousness about, 142–43
personalizing, 76–77
preparation for (see IMPACT model)
scripting the content of, 72–75, 81, 87
storytelling in, 78–79
productivity and group cohesion, 197–98
professional chemistry. See influence
professional footprint, 10–12
questions, open, 44–46
Rath, Tom, 148
rational persuasion, 185–87, 190
Reed, Richard: If I Could Tell You Just One Thing, 19
reframing situations, 150–51, 156
rejection, 135
role-playing, 69–70, 79
rudeness, 50–51
Sander, D., 5–6
self-awareness, 10–11, 143–44, 159–60
self-efficacy, 17–18
self-importance, 4, 7, 224
self-leadership, 107–34
commute time, 123–24, 134
curiosity through busyness, 120–22, 133
defined, 108
developmental relationships/mentors, 127–28, 134
expressivity linked to, 109
gravitas game plan, 115–20
important but not urgent tasks, 121–22, 133
inspiring greatness in others, 126–27
intellectual humility, 131, 134
mind-stretching routines, 130
overview, 107–9
performance linked to, 109
practices for, 133–34
Pregame Thinking Time, 116–17, 133
prospection, work-related, 123–24, 134
the Reactive Rule, 117–18, 133
reading, 122–23
reflection, 125, 134
Routines of Exceptions (making excuses), 110, 133
and self-regulation, 110
self-talk, 136 (see also negative self-talk)
tendency to deliver as soon as possible, 118–19, 133
thinking, free-flow, 111–13
thinking, strategic, 113–15, 133
wisdom, 128–32, 134, 240n28
self-regulation, 11–12, 110
self-talk, 136, 147
See also negative self-talk
seriousness, 4, 224
The 7 Habits of Highly Effective People (Covey), 121
Shapira, Allison, 87
small talk, 44, 75–76, 103
Soane, Emma, 12
social intelligence, 159
social isolation, 52
Solomon’s Paradox, 131
source likeability, 190
speeches. See IMPACT model; presentations
storytelling, 78–79
strengths, 147–52, 156
Strengthscope model, 148–49
Takeuchi, Hirotaka, 129–30
target assessment, 61–63, 80, 162, 184, 189, 198, 236n7
technique, 58, 83–106
message “fit,” 88–90, 106
natural style vs. authenticity, 86–97, 101
practices to develop, 105–6
silent messages/body language, 98–101
sitting/leaning in, 98–99
See also body language
Thatcher, Margaret, 90–91
thinking
free-flow, 111–13
strategic, 113–15, 133
threat response, 49
TMT (top management teams), 166, 206
trait self-control, 124
trust
affective vs. cognitive, 219
collaboration built on, 218–19, 221
seeking out confidantes, 140–41
as willingness to be vulnerable, 23, 47
value
banner values, 192
and behavior, 63–64, 236n7
gravitas as the value you bring, 5–6, 224
and inspirational appeals, 191–93
as reciprocated, 49
silent messages of, 46–52, 235n13
van Dierendonck, D., 234n12
voice pitch, 90–92, 106
vulnerability
in adapting your style, 171
in collaboration, 208, 220, 225
power of, 78
and trust, 23, 47
Walker-Wise, Charlie, 145
Water Cooler Effect, 198
Westpac Group, 35–36
Zander, Benjamin, 1
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ABOUT THE AUTHOR
Rebecca Newton, PhD, is an organizational and social psychologist and Senior Visiting Fellow at the London School of Economics and Political Science in the Department of Management. She has spent the past two decades researching and teaching on leadership, communication, professional development, organizational culture, change, and management practice. Newton is the CEO of CoachAdviser and has twenty years’ experience advising and coaching business leaders and teams in organizations around the world. She writes for the Harvard Business Review, was formerly a Visiting Fellow at Harvard University, and has facilitated executive education for the University of Cambridge. Originally from Sydney, Australia, she lives in London with her husband and three children.
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