The 100X Leader
Page 18
Behavior, patterns of, 62. See also Patterns of actions and behavior
Being “for others,” 105–106. See also Fighting for highest good of others
Being someone worth following, 175–190, 198 as being a liberator, 185–188
credibility in, 178–182
eliminating gaps in, 184–185
establishing support in, 39
in everyday reality, 183–184
integrity in, 182–183
making the decision for, 21
questions for, 54
through continuous growth, 188–190
Belief(s): expectations as, 123
in leaders, xi
in organizational culture, 156
of Sherpa, ix
Bell, Tom, 132
Bell Lumber & Pole, 132
Blame, 63
Bocaneala, Diana, 86–87
Body language, 58–60
Branch, John, 96
Breakthroughs: in developing others, 117–118
for 100X leaders, 30–31
Breakthrough Moment from Unconsciously Incompetent to Consciously Incompetent, 117, 118
Burch, Noel, 115
Busyness, 59
Challenge, see Support and challenge
Change: in children, 103, 104
in culture, 165, 169
depth of, 72, 100–101, 197
helping others toward, 101–104. See also Developing others
inspiring, see Liberating leadership
intentional, 74–75
and metaphorical mirror, 106
for 100% leadership, 58
and organizational subcultures, 166–171
in our reality, 60, 61
in patterns of behavior/action, 64–66, 72, 74
in subcultures, 168
in yourself, xii–xiii. See also Developing you
Charles White Company, 35
Children, change in, 103, 104
Chomolungma, 20, 76. See also Mount Everest
Choosing to climb, 3–18 acknowledging your journey to date in, 14–15
as aiming higher, 8
areas of concentration in, 10–11
authors' experiences of, 192–194
because you can't give what you don't possess, 15–17
health check in, 13–14
importance of, 18
to 100X leadership, 8–10
preclimb checklist for, 17–18
questions to ask prior to, 200–201
Choosing your guides, 198–199
Coaching, multiplication by, 142–143
Columbia University, 165
Commitment(s): in apprenticeships, 145
to changing your tendencies, 66–67
to depth of change, 100–101
to intentional self-improvement, 21
in journey to self-awareness, 60
to liberating others, 100
Communication: of expectations, 124–129
by informing, 140–141
language components of culture, 157–158
by others, effect of, 15
through body language, 58–60
Community: expectations of, 129
leadership in, 83–84
Competence: conscious, 115, 116, 118, 119
and credibility, 178
expectations of, 117
in reviewing performance, 132
of Sherpa, 175
unconscious, 115–117
Compliance, 45
Confidence, 18, 76
Conflict, 127
Connectedness, 72
Conscious competence, 115, 116, 118, 119
Conscious incompetence, 38–39, 64, 115, 116, 118, 120
Consequences of actions, 63–65
Consistency, 21 in being someone worth following, 184–185
in calibrating support and challenge, 122
in dominating leaders, 89
intentionality leading to, 75–76
modeling, 72
in organizational communication, 157
in reinforcing culture, 159
in team leadership, 81
Continuous growth, 188–190
Continuous performance review, 130–133
Conversations: of continuous performance review, 130–133
of others, effect of, 15
Cornelius, Scott, 80
Cost: of apprenticeship, 145
of climbing, 33–34
of multiplication, 194
Courage, 22
Courtesy, 88–89
Creating 100X cultures: atmosphere for growth, 155–174
by being someone worth following, 175–190
Sherpa challenge in, 191–204
Credibility, 178–182, 184–185
Cultural success factors, 173
Culture(s), 156 with abdicating leaders, 49
as atmosphere, 156, 159–166. See also Atmosphere for growth
changing, 165, 169
defined by expectations, 127
defined by leaders, 69, 156, 159
definitions of, 156
with dominating leaders, 45
of empowerment and growth, 21
of fear, 88
greenhouse metaphor for, 159–160
healthy, 172–174
with liberating leaders, 51
multiple, 156
people toxic to, 125
performance issues related to, 131
and productivity, 165
with protecting leaders, 46
shaping, 157, 162–163. See also Creating 100X cultures
toxic, 163–166
and turnover, 165
Daniel, Mickey, 67–68
Default mode, 62, 72, 74
Depth of change, 72, 100–101, 197
Developing an Intentional Transfer Plan, 148, 149
Developing others, 113–122. See also Getting others to higher levels; Multiplication accountability when, 130–133
breakthroughs in, 117–118
and Hierarchy of Competence, 115–119
key to, 122
and legacy of 100X life, 114
necessary conditions for, 96–97
pit of despair in, 116, 119–121
what leader must provide for, 121
Developing Others model, 116, 117
Developing you. See also Transformation choosing to climb, 3–18
and Five Circles of Influence, 71–91
the making of a 100X leader, 19–34
self-awareness in, 57–70
Support Challenge Matrix in, 35–55
Doe, Taylor, 171–172
Dominating leadership, 42–46 in family, 79
health effects of, 163
impossible expectations in, 124
improving tendencies toward, 88–89
in multiple circles of influence, 87–88
subcultures with, 168
on teams, 81
Drange, Paul, 121–122
Driscoll, Suraya, 30–31
Drucker, Peter, 157
Emotional intelligence, 9, 59–60
Empowerment: culture of, 21, 161
in liberating leadership, 50
by 100X leaders, 104
Encouragement, to keep others from pit of despair, 121
Engagement: and company culture, 165
in healthy culture, 173
with liberating leadership, 45
managing subcultures for, 169–171
Engagement Bell Curve, 169–170
Entitlement, with protecting leadership, 46
EOTE Coffee Company, 16, 17
Equipment, common language regarding, 158
Everest (movie), 177
Expectations: of dominating leaders, 88
impossible, 124
of levels of competency, 117
managing, 123–129
mastering, 122
of others, effect of, 15
in protecting leadership, 46
sharing, 90
unmet, 123
unrealistic, 39–41, 124
Expectations Scale, 123, 124, 129
Eye contact, 59
Family: culture of, 156
expectations of, 129
ignoring, 78–79
inhibitions in, 26
leadership of, 72, 73, 78–81
Farmer, Deanna, 130
Fear, 25, 27–30 abdication due to, 49
creating culture of, 88
in dominating leadership, 44
engendered by unrealistic expectations, 39–40
in toxic cultures, 164–165
Fighting for highest good of others, 36, 106–112, 198 moving from serving to, 111–112
recognizing time for, 108–110
Filer, Cindi, 47–48
Five Circles of Influence, 72–73 assessing behaviors in, 84–85
community, 83–84
family, 78–81
managing expectations in, 129
organization, 82–83
self, 76–78
and Support-Challenge Matrix, 84–85
team, 81–82
Five Voices color code test, 84–85
Focus: of Sherpa, 200
on values, 165
on vision, 165, 197
Ford Motor Company, 173
“For others” mindset, 105–106, 201
Fruitfulness, 174
Gap(s): credibility, 180–181, 184–185
eliminating, 184–185
integrity, 182–185
Getting others to higher levels: developing others, 113–122
holding people accountable, 130–133
liberating leadership for, 95–112
managing expectations, 123–129
through multiplication, 135–152
GiANT TV, 198, 205
GiANT Worldwide, 107, 192, 199
Giving, of what you don't possess, 16
González, Ricardo, 156
Gordon International Training, 115
Green, Nick, 43
Greenhouse metaphor, for culture, 159–160
Growth: continuous, 188–190
and culture as atmosphere, 159–166. See also Atmosphere for growth
culture of, 21, 161
of leaders, 162
and a life worth living, 57
Guides, choosing, 198–199
Habit(s): culture built from, 162
domination as, 44
excellence as, 162
in fighting for others' highest good, 109
reality resulting from, 65–66. See also Patterns of actions and behavior
“Have to,” “want to” vs., x
Healthy cultures, 172–174
Healthy leaders, 8–9. See also 100X leaders/leadership checkup for, 13–18
consistency of, 75–76
healing for, 107
as leaders worth following, 69–70
for multiplication, 17
Heifetz, Ronald, 37–38
Hiding, 28–29
Hierarchy of Competence, 115–119
Highest good in others. See also Getting others to higher levels fighting for, 36, 106–112
taking others higher, 97–100
Hill, Joe, 31
Hillary, Edmund, 57, 191–192
Hinting, 46–47, 126
Hodge, Hunter, 150
Holistic leadership, 9
Holm, Jeff, 161
Holm, Molly, 79
Honesty, 98
Horrell, Mark, 191–192
Humility, 18, 21, 74, 76, 199, 204
Hutchins, Brandon, xii
Ildan, Mehmet Murat, 95
Impossible expectations, 124
Incompetence: conscious, 38–39, 64, 115, 116, 118, 120
unconscious, 63, 64, 70, 115–118
Increasing Conscious Competence, 119
Influence, 71–91 circles of, xi. See also Five Circles of Influence
and consistency, 75–76
and credibility or integrity gaps, 178–183
of dominating leaders, 44
in extreme busyness, 59
and growth, 162
as inside-out game, 73
and intentionality, 75
in leadership, 69
of liberating leaders, 50
in liberation journey, 74–75, 86–91
maximizing, 38
self-awareness for, 73
in your community, 83–84
in your family, 78–81
in your organization, 82–83
on yourself, 76–78
in your team, 81–82
Information proliferation, xi
Informing, multiplication by, 140–141
Inhibitions, 24–27 evaluating, 26–27
in multiplication kryptonite, 151–152
prohibitions vs., 24–25
Inner health, 197
Inner voice, 76
Integrity, 182–183 eliminating gaps in, 184–185
modeling, 72
of Sherpa, 175–176
Intentionality, 75 in changing tendencies, 66–67
in choosing actions, 63, 64
in creating culture, 161
in defining culture, 156
in every area of life, 185
in family circle, 79
in journey toward liberating leadership, 74–76
in leadership, 74
in leadership journey, 195
legacy of, 114
in liberating others, 100
in living, 8, 57–58
in multiplication, 136–140, 148–151
in self-improvement, 21
of Sherpa, 36
in targeting areas of growth/learning, 61
Intentional transfer plan, 148–151
Intent of leaders, 54
Into Thin Air (Jon Krakauer), 176
Irrelevance, 181, 183
Jangbhu, 35
Kaloostian, Damita, 51–62
Kersey, Kayla, 87–88
Knowledge, intentional transfer of, see Multiplication
Know Yourself to Lead Yourself, 60, 61, 65, 107. See also Self-awareness
Kofron, Clay, 33–34
Krakauer, Jon, 176
Language: leveraging, 197
in organizational culture, 156–158
Language Components of a Healthy Culture, 157–158
Lantz, Suzi, 186–188
Lara, Mickie, 139
Lazy leaders, 89
Leader(s), x–xi authentic, 72, 73, 90
becoming the best, 199–200
culture defined by, 69, 156, 159
healthy, 8–9, 13–18, 69–70, 75–76, 107
intentionality in, 57–58
intent of, 54
with lack of attention, 180–181
lazy, 89
100X, see 100X leaders/leadership
out-of-touch, 179–180
in real life, xii
responsibility for personal growth of, 162
shaping of, 15
subcultures defined by, 166–168
toxic culture traced back to, 164–165
traditional, 23
training of, 20
transformation of, xi–xii, 10. See also Developing you
unexamined, 58
who are all talk, no action, 181
who are worth following, 69–70. See also Being someone worth following
Leaders Define Culture tool, 166–168
Leadership: accidental vs. intentional, 74, 75, 136, 160, 195
applied, 20
art of, 41
for the benefit of others, xiii
biggest problem in, 66–67
defined, 37
failure of, 75
in Industrial Age, 72
in living out principles, 68–69
noble role of, 98
100X, see 100X leaders/leadership
Leadership journey: acknowledging your, 14–15
courage for, 22
influence and support-challenge in, 86–91
intentional g
rowth in, 189–190
as journey of being intentional, 195
as journey of self-awareness, 60–66
pit of despair in, 116, 119–121
requirements for, 23
tendencies and patterns in, 188–189
as trainer of the leader, 20
Learning: applied, xii
to fight instead of serve, 111–112
in multiplication by training, 141–142
shift in ways of, xi
Legacy: of 100X life, 114
of leaders, 202, 203
unlocking your magic for, 137–138
Lencioni, Pat, 75, 172–173
Lewington, Mark, 90
Liberating leadership, 42, 50–52, 95–112, 202–203. See also 100X leaders/leadership commitment to depth in, 100–101
in community, 84
defined, 97
different perceptions of, 90–91
dominating leadership vs., 45
in family, 79–80
fighting for highest good in others, 108–110
how to get people to change, 101–104
influence and support-challenge in journey to, 86–91
intentionality in journey toward, 74–76
learning to fight instead of serve, 111–112
managing subcultures in, 170–171
moving toward, 52–54
secret to transformation in, 106–108
to take others higher, 97–100
why being “for others” works, 105–106
as worth following, 185–188. See also Being someone worth following
Liberating Others tool, 97–98, 101, 143
Liberators Intent, 103–104