Accountability agreements, 399-401
ACORN model for goal statement, 63
Actions of effective leaders, 8-10
Active listening, 251-253
Administrator of meeting, role of, 348
Adult learning principles, 438-440
Affection, 308-310
Affinity diagrams, 227-230
Agenda of meeting, 353-355
Aggressors, dealing with, 384-386
Aligning systems, 153-155
Alliances, 92
Appreciative inquiry, 166-168
Argyris, Chris, 462
Assumption analysis, 173-175
Assumptions, personal, understanding,
462-466
Ladder of Inference, 462-463
Attitude, importance of, 428-430
Attribution theory, 409-411
Balance in life, 451-454
Biases, personal, understanding, 462-466
Ladder of Inference, 462-463
“Big fuzzies,” 176-178
“Big picture” thinking, tools for, 39-67
affinity diagrams, 227-230
directional statements, 48-50
measuring success, 65-67
purpose, clarifying, 59-61
7S model, 45-47
hard and soft S’s, 45
systems thinking for managers, 40-44
values and leadership, 55-58
visioning and vision statements, 51-54
writing goal statements, 62-64 (see also
Writing)
Blanchard, Ken, 268
Board of directors of nonprofit organiza-
tion, revitalizing, 129-131
Boards of play, leadership and, 18-20
Body Shop, value statement of, 56
Boston Consulting Group, 69
Bottleneck, 189
Brainstorming, 196-198
Brandenburger, Adam, 70
Breakthrough approach to change, 147-148
Built to Last, 59
Business process reengineering, 108-111
Business-unit strategy, fundamentals of,
79-81Career planning, Four Stages®model and,
421-423
Caring for self, tools for, 450-475
assumptions and biases, personal,
understanding, 462-466
Ladder of Inference, 462-463
balance in life, 451-454
defensive reactions, managing, 470-471
habits, 467-469
Personal Change Equation, 468-469
JoHari Window, 459-461
Leadership Emotional Quotient (LEQ),
455-458
stress factor, managing, 472-475
distress, 472
eustress, 472
Carver, John, 130
Chairperson of meeting, role of, 347, 350-
352 (see alsoMeetings)
opening remarks, 356-358
Champy, James, 109, 147
Change, tools for leading, 139-168 (see also
Leading change)
Change equation, 140-141Change window, 150-152
Character ethic, 15
Checklist for meeting, 342-346
Closure for group activity, 326-328
Coaching success of others, seven elements
of, 391-394
high performers, 395-398
problem-based vs. high performers, 395-398
Commitment vs. compliance, 314-316
Commitment and teamwork, developing,
308-310
Communication, tools for, 231-262
active listening, 251-253
conversations, powerful, 232-235
negative communication cycle, 233-234
positive communication cycle, 234-235
understanding, four levels of, 232
cross-cultural, 257-259
80-20 rule, 231-232
feelings, dealing effectively with, 248-250
leader-to-employee communication,
direct, 236-238
with frontline employees, 236
levels of, 242-244
listening techniques, 254-256
media relations for leaders, 260-262
metacommunicating, 245-247
organizational, leader’s role in, 239-241
Socratic method, 251
Competency, 415-417
Complex situations, sorting out, 176-178
“big fuzzies,” 176-177
Conflict, 249
five levels for dealing with, 381-383
Confrontation, evaluating judiciously,
378-380
Consensus, 326
Consultation, 326476