Life/living: accidental, 57, 74, 78
intentional, 74
Loftus, Gavin, 81–82
Loss, fear of, 28
Love: defined, 61
in fighting for others' highest good, 109
speaking truth in, 98, 141
Magic: multiplication of, 137–140
understanding your, 150–151
Making Your Leadership Come Alive (Jeremie Kubicek), 41
Managing expectations, 123–129 in circles of influence, 129
and communication of expectations, 125–129
exercise for, 125
Expectations Scale in, 123, 124
and personality type, 124
process for, 127–128
Manipulation: in dominating leadership, 44, 89
fear-inducing, 88
health effects of, 163
Marriage: inhibitions in, 26
resetting expectations in, 129
Maslow, Abraham, 115
Mental ability, 9
Mental makeup, 77
“The Mental Strategies of Elite Climbing Sherpas” (Kate O'Keefe), 176–177
Mindset: of being “for others,” 105–106, 201
for climbing Everest, 4, 8
of “have to” vs. “want to,” x
of Industrial Age leaders, 72
inhibitions in, 26
of 100X leaders, 23–24
of Sherpa, 76–77
Mirror, metaphorical, 106
Mistrust, with protecting leadership, 46
Moore, Pattye, 71
Moral character, 182–183
Motivation: challenge as, 38
of climbers, 136
of 100X leaders, xiii
as performance factor, 132
Mount Everest, ix acclimating to, 7, 8
Backler's ascent of, 35–36
Beede's ascent of, 3–8
climbing, 95
deaths on, 176, 177, 191–192
death zone of, 4–5
famous climbers of, 97
Sherpa name for, 20, 76
as trainer for Sherpa, 20
Multiplication, xi–xii, 135–152. See also Developing others by apprenticeship, 143–146
by coaching, 142–143
cost of, 194
defined, 10
fruits of, 195
and health of leader, 17
by informing, 140–141
intentional, 136–140
intentional transfer plan for, 148–151
of magic, 137–140
and multiplication kryptonite, 151–152
ranking your preferred methods of, 146–148
by training, 141–142
Multiplication kryptonite, 151–152
Nielsen, Rasmus, 96
Norgay, Tenzing, 113, 191–192
Norms, in organizational culture, 156
Nuru, 6–7
O'Berski, Dan, 11–12
Oechsner, Mike, 45–46
O'Keefe, Kate, 76–77, 176–177
Onboarding, 171–172
100 leaders, 198
100X assessment, 201
100X leaders/leadership, ix–x, 19–34. See also specific topics areas of life for, 10, 197–198
authors' passion for, 199–200
breakthroughs in, 30–32
core motivation in, xiii
counting the cost of, 33–34
defined, 8–9
health check for, 13–14
key attributes of, 21
leaders as multipliers, 23
legacy of, 114
mindset for, 23–24
100 leaders vs., 198
overcoming inhibitions for, 24–27
rewards of, 201–202
secret of, xii–xiii
self-learning in, 32–33
self-preservation and, 27–31
Onysko, Mary, 49–50
Opinions, credible, 178
Oppedahl, Mike, 29, 149–150
Organization: culture of, 156
expectations of, 129
inhibitions in leadership inside, 26–27
leadership in, 73, 82–83
performance issues related to, 131
shaping, 162–163
Out-of-touch leaders, 179–180
Overprotection, 29–30
Patterns of actions and behavior: choosing to change, 66, 72, 74
consequences of, 64–65
in families, 80
in fighting for others' highest good, 109
in liberating others, 98
self-awareness of, 62
working through, 188–189
Performance Diagnostic Tool, 130–133
Personality: and culture, 156
and expectations, 124
Phillips, Suzanne, 103, 104
Pit of despair, 116, 119–121
Plotting your course, 196–198
Positive thinking, 76–77
Prairie at Post, 83–84
Preclimb checklist, 17–18
Pride, 136
Productivity: and company culture, 165
in healthy culture, 173–174
Prohibitions, 24–25
Protecting leadership, 42, 46–48 in family, 79
in multiple circles of influence, 89–90
subcultures with, 168
on teams, 81
unrealistic expectations in, 124
Proving yourself, 29–30
Pulford, Paige, 99–100
Rader, Greg, 129
Rader, Tracy, 129
Raising up, for transformation, 107–108
Readiness to climb, 195–196
Reality: being someone worth following in, 183–184
changing, 60, 61
everyday, 183–184
and protecting leadership, 89–90
quantifying, 201
self-awareness of, 65–66
Reflection, 197 for abdicating leaders, 50
on community leadership, 84
for dominating leaders, 46
on family leadership, 80
for liberating leaders, 52
and a life worth living, 57
on managing expectations, 125
on multiplication, 152
on organization leadership, 83
for protecting leaders, 48
on self-leadership, 78
on team leadership, 82
on your journey to date, 14–15
Re-Orient (Kevin Weaver), 61
Reputation, 53, 62, 184
Respect, 98
Restoration, for transformation, 107
Return on investment (ROI): in apprenticeship, 144
in informing, 141
in multiplication, 195
in training, 142
Rohn, Jim, 172
ROI, see Return on investment
Roles, common language regarding, 158
Safety, common language regarding, 158
Saxum, 138–139
Security, 18
Self-awareness, xii, xiii, 57–70, 197 of actions, 63–64
becoming self-aware, 21
and body language, 58–60
of consequences of actions, 63–65
fear and, 28–29
importance of, 68–69
for influence, 73
journey of, 60–66
lack of, 59, 63, 65, 66
of patterns of behavior or thought, 62
of reality, 65–66
of tendencies, 58, 60–62
in those worth following, 69–70
time needed to acquire, 188–189
of transformed leaders, 67–68
Self-honesty, 74
Self-improvement, life worth living and, 57
Self-leadership, xii, 72, 73, 76–78. See also Developing you as heart of leadership and influence, 196–197
support and challenge in, 37
Self-preservation, 27–31 abdication as, 49
power questions for, 27–29
Serving, mo
ving to fighting from, 111–112
Sherpa, xii belief system of, ix
challenge and support from, 36
experience and quality of, 8
expertise of, 95–96
fears of, 27
focus of, 200
as leaders worth following, 70, 175–177, 204
liberation by, 54
mental strategies of, 176–177
as metaphor for leader, 20–21
and motivation of clients, 136
nobility of, 135
as 100X leaders, 19
others helped by, 32
physiology of, 96
self-leadership by, 76–77
and success of climb, 97
support and challenge from, 38
team atmosphere shaping by, 155
training of clients by, 137
Sherpa challenge, 191–204 for becoming the best leader, 199–200
choosing your guides, 198–199
plotting your course, 196–198
readiness to climb, 195–196
and rewards of 100X life, 201–202
Skills: intentional transfer of, see Multiplication
for training, 141–142
Social media, xi, 72
Socrates, 57
Speaking truth in love, 98, 141
Standards, in organizational culture, 156
Stone, Lee Anne, 138
Stone, Renzi, 138–139
Subcultures: health of, 83
managing, 169–171
and organizational change, 166–169
Success: creating, 41
cultural factors for, 173
Support and challenge, 35–55 calibrating, 21, 37–39, 97, 122
consistency of, 122
by dominating leaders, 88, 89
establishing support before challenge, 39–41
in fighting for others' highest good, 109, 111
integrated into circles of influence, 184
and intent of leaders, 54
in journey to liberating leadership, 86–91
meanings of, 38
moving toward liberating leadership, 52–54
as performance factor, 132
by protecting leaders, 90
for subcultures, 170–171
Support-Challenge Matrix of, 41–54
Support-Challenge Matrix, 41–54 abdicating quadrant in, 42, 49–50
in being a liberator, 185–186
dominating quadrant in, 42–46
and Five Circles of Influence, 84–85
liberating quadrant in, 42, 50–52
protecting quadrant in, 42, 46–48
quadrants of, 42
and subcultures, 166–168
testing leaders against, 52–54
Symbols, in organizational culture, 156
Tact, 59
“Taking out,” for transformation, 107
Teachableness, 21
Team: asking for leadership guidance from, 64
culture of, 156
defined, 81
expectations of, 129
inhibitions in leadership inside, 26–27
leadership of, 73, 81–82
Tendency(-ies): choosing to change, 66–67
default, 62, 72
in families, 80
in liberating others, 98
reality resulting from, 65
self-awareness of, 58, 60–62
of support and challenge, 38–39. See also Support-Challenge Matrix
in team leadership, 81
toward domination, 88–89
working through, 188–189
Thought(s): about yourself, 77
patterns of, 62
positive vs. negative, 76–77
Three Power Questions for Self-Preservation, 27, 28
Thucydides, 22
Time: common language regarding, 158
to keep others from pit of despair, 121
Tone, 59
Toxic cultures, 163–166
Training, multiplication by, 141–142
Transformation, xi–xii. See also specific topics into being someone worth following, 188
as prerequisite for multiplication, 17
questions leading to, 14
secret to, 106–108
and self-awareness, 67–68
Transplanting people among cultures, 171–172
Trust: and consistency, 75
in credibility, 178–182
establishing, 39
and integrity, 182–183
and lack of self-awareness, 66
with liberating leaders, 51
Truth, spoken in love, 98, 141
Tuason, Danielle Tolentino, 110
Tulley, Paula, 82
Turcanu, Adriana, 111
Turnover, company culture and, 165
Unconscious competence, 115–117
Unconscious incompetence, 63, 64, 70, 115–118
Underwood, Ryan, 22–23
Unexamined leaders, 58
Unrealistic expectations, 39–41, 124
Values: culture shaped by, 159
focus on vision vs., 165
framework of, 156
Victim mentality, 25
Vision: culture shaped by, 159
focus on values vs., 165
to keep others from pit of despair, 121
staying focused on, 197
Vocabulary, in organizational culture, 156–158
“Want to,” “have to” vs., x
Weak leaders, working for, x
Weaver, Kevin, 61
Wisdom, intentional transfer of, see Multiplication
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