INDEX

A ATS Corp., 19 Abdul-Jabbar, Kareem, 36 Autodesk, 157 Abu Ghraib scandal, 121–122 Axelrod, David, 212 Adams, Scott, 235 “Allow questioning” philosophy, B 122 Baldwin, Darlene Darby, 225 Allstate Property and Casualty, 60, Balko, Radley, 136 138, 211, 226 Ballmer, Steve, 237 Amazon, 198 Bank of America, 37 Ambiguity, 185 Barad, Jill, 176–177, American Express Open Forum “10 231–232 Dumbest Business Mistakes” Barrett, Craig, 32 list, 84 Bartz, Carol, 157 Andersen Consulting, 88 Bazerman, Max, 11 Anderson, Tom, 43, 44 Bechtel, 88 Andreessen, Marc, 70 Beer, Gary, 204 Apple, 48,COPYRIGHTED 67–68 Behaviors: MATERIAL bullying culpability, The Apprentice (TV show), 234 109–111; defi ning appropriate, Aristotle, 223 120–121; hoarding power, Arrogance, 223 185–188; passive-aggressive, Ashridge Strategic Management 133–137, 149; self-absorbed, Centre, 161 223–229; “talk big,” 231–232; Assertive leadership, 108–111 walking the line, 241–243

261 262 Index

Being all things to all people: Box paradigm: avoiding aimless description of, 32, 45–46; wandering within the, 60; Kmart example of, 46–48; danger of strategic direction Mercedes-Benz USA example using the, 58–60; “thinking of, 46, 47–48; Nokia example inside the box,” 67–74; of, 48 understanding the limitations Benson, Phill, 178–179 of the, 58. See also “Roaming Berkshire Hathaway, 115, 117 outside the box” Bernthal, Paul R., 176 Box paradigm mistakes: Coca- Bertiger, Barry, 42 Cola’s roll-out of New Coke, Best Buy, 21 63–67; Netscape’s failure to Bezos, Jeff, 198 “think inside the box,” 70; Big picture: combating hoarding real-estate developer going into by focusing on the, 185–186; grocery store business, 60–63, 74 consequences of distracted Bradley University, 165 purpose on the, 152; decision Brainstorming sessions, 144–145 making by considering the, Brand dilution: Kmart’s, 46–48; 145–148; effectiveness over Mercedes-Benz USA’s, 46, effi ciency by considering the, 47–48, 52, 54 91–94; managing small details Branson, Douglas, 206, 207 and the, 159–160 Branson, Sir Richard, 51–52, 93 BJC Healthcare network, Bryant, Michael, 238–239 145–147 Buffett, Warren, 115, 116–117 Blagojevich, Rod, 24, 208–210, Bullying culpability: context used 212 for determining, 109–110; Blaudow, Dick, 19 frequency used for Blink (Gladwell), 66 determining, 110; reasonable Bloomberg, 46 behavior criteria for, 110–111 Boeing, 158 Bullying ending/repair: defi ning The Book of Bastards: 101 Worst appropriate behavior, 120–121; Scoundrels and Scandals from the recognizing the bully, 119; World of Politics and Power reforming the bully, 120; (Thornton), 3 repurposing the bully, 120 Booz Allen Hamilton survey, 134 Bullying management: assertive Borders, Louis, 87–88, 89, 90 leadership vs. bullying and, Borders bookstore chain, 87 108–111; avoiding Index 263

dysfunctional harmony without Castro, Fidel, 65 resorting to, 137–148; Caterpillar Inc.: Jim Owens’ consequences of old-school leadership at, 4–5, 7, 72; and, 111–112; covert bully, reforming a bully at, 120; 107–108; ending and repairing strong logistics knowledge base the damage of, 118–121; as built up at, 74 leadership defi ciency, 22; low Cato Institute, 136 self-esteem and relationship to, CBS News/60 Minutes (TV news 115; NFL Sunday debate over show), 135, 136 management style, 101–102; Celebrity leadership: comparing overt bully, 104–107; why good self-absorbed leadership to, people engage in old-school, 222; consequences of, 206–208; 112–115; why good people disengagement of, 24, 202–206; tolerate old-school, 115–118; malfeasance and, 208–212 Workplace Bullying Institute Center for Creative Leadership, (WBI) on, 103, 104, 112, 118 128 Burned-out leaders, 199–202 Centra Health, 238 Bush, George H. W., 197 Chain of command, 143–144 Bush, George W., 122 Challenger, Gray & Christmas, Business success: examining the Inc., 225 perfect storm creating, 11–16; Challenger, John, 225, 237 looking for the secret to, 11 Chambers, Harry, 176 Business Week’s list of 100 Best Cheyfi tz, Kirk, 59 Small Corporations, 35 Chicago Tribune, 65 Byrd, Marlon, 159–160 Chicione, Jerry, 163 Christian NE Hospital, 146 C Christian NW Hospital, 146 Campbell, Andrew, 161, 162, 170, A Christmas Carol (Dickens), 205 171 Circuit City, 20–21 Campeas, David, 213–214 Cliques: favoritism through, Capgemini Consulting, 95 156–158; leveraging, 168 Car dealership competition, Clorox, 113 155 Closed-door policy, 214 CareerBuilder survey, 103 CNET “Top 10 Dot-Com Flops,” Carnegie, Andrew, 177 87 Carroll, Pete, 101–102 Co-opetition, 165–166 264 Index

Coarse-grained learning, 93–94 take ownership of failures, Cobb, Ellen, 120–121 229–230 Coca-Cola Classic, 66 Confl ict: appreciating the Coca-Cola’s New Coke mistake, underlying value of, 128; 63–67 constructive, 127–128, 142; Collins, Jim, 206, 217, 218 encouraging honest debate Commitment escalation, 32, form of, 141–143 38–44 Constructive confl ict, 127–128, Common sense, 75–76 142 Communication: on the chain of Control freaks. See Hoarding command, 143–144; on clear power policies explaining employee Corporate Leadership Council, decisions, 167; inability to 213 listen, 235–236; like a coach Costakos, Christos M., 89 instead of a boss, 190–191; that Costly competition, 154–156 you accept feedback, 144–145; Coughlin, Tom, 102, 118 transparent and honest, Covert bully, 107–108 139–140, 142. See also Feedback Covey, Stephen M. R., 11 Compaq Computer, 207 Creativity: “diamond mining” for Competition: encouraging new opportunities, 68–74; how co-opetition instead of, 165– dysfunctional harmony stifl es, 166; Pioneer Seed 22–23, 125–149; how self- Corporation’s mistake with, absorbed leaders have a 163–164; self-absorbed leaders’ detrimental impact on, 227; intense sense of, 234 low-hanging fruit used as Competitive advantage: Circuit opportunities, 73, 74; synergy City’s “transformation work” for creating new opportunities, and lose of, 21; determining 75–76 strategic appropriateness to Cronyism, 158 keep, 52–53; how distracted Culture. See Organizational purpose is costly to, 154–156 culture comScore, 44 Customer needs: anticipating Conaway, Charles, 46, 47 your, 80; asking the right Confi dence: required for making questions regarding, 95–96; diffi cult decisions, 217; self- “Leader versus Laggard” survey absorption versus, 228–230; to (2010) to assess, 95; product- Index 265

based versus needs-based considering the big picture for, perspective on, 91–92; Steve 145–148; constructive criticism Jobs’ ability for understanding, of, 127–128, 142; erosion of 233; 3M Corporation’s trust in pleaser-leader, 131–133; approach for meeting, 95; why having clear policies explaining effectiveness trumps effi ciency employee, 167; justifi able calls for fi lling, 80–83 by leaders on, 133. See also Customers: failure of Premier Leaders cigarette product for, 81; Delazzer, Mike, 69–70 mistake of trying to be all Dell, Michael, 80 things to all, 18, 19, 31–56; Dell Inc., 80 understanding how are your, Detroit Pistons, 25 79; understanding the value The Devil Wears Prada (fi lm), you provide to your, 80, 107 82–83 “Diamond mining”: inside the box leaders who succeed at, D 71–74; Netscape failure at, 70; Data: accessing the right source origins of this concept, 68–69 for, 94–95; asking the right Dickens, Charles, 205 questions to gather, 95–96; Dilbert cartoons, 235 coarse-grained vs. fi ne-grained Diluting brands, 46–48, 52, 54 approach to using, 93–94; Disengagement: avoiding the getting the hard facts to mistakes of, 212–218; celebrity overcome hoarding behavior, leaders with, 24, 202–212, 222; 189–190; “Leader versus description of, 23, 24, 197–199; Laggard” survey (2010) for how “farm system” for training gathering customer, 95 competitors is created by, 202; de Beer, Estienne, 176 key takeaways on, 218–219; Decision making: Abraham misfi t and burned-out leaders Lincoln’s approach to, 127, and, 199–202 128, 142; bringing disparate Disengagement corrections: ask voices to enrich, 141–143; what Darwin Smith would do, confi dence required for 216–217; ask yourself the tough making diffi cult, 217; questions, 212–214; nourish consequences of false thyself, 215–216; open your democratic, 133–134; doors, 214–215 266 Index

Disney Corporation, 42, 72–73, Drama mismanagement: bullying 74 management failure leading to, Disney Institute’s Disney 22, 101–123; description of, 18; Approach Business and distracted purpose failure Management Program, 73 leading to, 22, 23, 151–172; Disney, Walt, 73, 159 dysfunctional harmony failure “Disney Way,” 73 leading to, 22–23, 125–149; Distracted purpose: description three key leadership failures of, 22, 23, 151–153; different contributing to, 22 forms of, 153–164; key Drucker, Peter, 77 takeaways on, 172; rescuing Dunlap, Al, 105–106, 111, 114, your team from, 164–171 205 Distracted purpose forms: costly Dunn, Jack, 200–202, 208, 213, competition, 154–156; 214 favoritism and perceived DuPont, 164 unfairness, 156–158; inability to Dysfunctional harmony: manage strengths and avoidance without being a weaknesses, 159–160; an bully, 137–148; consequences obsession with synergy, 160– of the please-leader and, 164; obsession with synergy, 127–131; constructive confl ict 160–164 is missing with, 127–128; Distracted purpose rescues: description and harmful discourage competition by outcomes of, 22–23, 125–126; encouraging co-operation, how initiative suffers with, 165–166; leveraging cliques, 133–134; how the bottom line 168; playing fair, 166–168; sinks with, 134–137; how trust practicing safe synergy, 170– erodes with, 131–133; key 171; supporting workers’ takeaways on, 148–149; Malden strengths and help their Mills example of, 135–137. See weaknesses, 168–169 also Harmony Dog sock puppet (Pets.com), Dysfunctional harmony 85–86 prevention: by aiming to be Douglas, Michael, 234 respected but not necessarily Downing, Wayne, 122 liked, 140–141; by bringing in Doyle, Sir Arthur Conan, disparate voices and wise 237 debate, 141–143; by creating Index 267

clear chain of command, Effi ciency mind-set trap, 83–84 143–144; by identifying it in Eisner, Michael, 72–73, 204 yourself or your workplace, Elez, Amir, 227 138–139; by looking at the big Elkind, Peter, 232–233 picture, 145–148; by motivating Ellison, Larry, 221, 237 with transparency and honest Elop, Stephen, 48 communication, 139–140, 142; Emory University, 128 by showing that you accept Empathy, 233–234 feedback, 144–145 Employees: empowering, 191– Dyson, Brian, 64 194; favoritism and perceived unfairness by, 156–158; having E clear policies regarding E*Trade, 89 decisions on, 167; impact of The Economist magazine, 233 celebrity leadership on Hewlett- Edison, Thomas, 9 Packard, 207–208; learned Effectiveness: focusing on “doing powerlessness of, 177; the right thing,” 79; forgetting managing strengths and to place before effi ciency, 18, weaknesses of, 159–160; 20–21; key takeaways on, 97; motivating, 41, 139–140; understanding difference old-school management and between effi ciency and, 78–80; bullying of, 104–118; pitting why it trumps effi ciency, 80–83. them into competition with See also Misplaced effi ciency each other, 234; self-reported mistake as victims of controlling work Effi ciencies trap: accessing the environment, 176; as silent “right” data to avoid the, victims of self-absorbed leaders, 94–96; seeing the forest and 226–228; supporting strengths the trees to avoid the, 91–94 and help weaknesses of, Effi ciency: avoiding the 168–169; trying too hard to be effi ciencies trap of, 90–96; liked by your, 128–130, 144. See focusing on “doing things also Teams right,” 78–79; key takeaways on, Empowering employees, 97; understanding difference 191–194 between effectiveness and, Enrico, Roger, 65 78–80; why effectiveness Enron scandal, 3, 232–233 trumps, 80–83 Entitlement, 232 268 Index

Escalation of commitment: 144–145. See also description of, 32, 38–40; Communication emotional motivators of eternal Feuerstein, Aaron, 135–136 hope, pride, and ownership for, Fine-grained learning, 93–94 41; Motorola’s Iridium project Finkelstein, Sydney, 187, 188 example of, 41–42; MySpace Fiorina, Carly: confi dence example of, 43–44; exhibited by, 217; failure as “Thanksgiving Test” metaphor celebrity leader, 205–206, for, 40 207–208; lack of responsibility Eskridge, James A., 177 taken by, 212; outsized Eternal hope, 41 compensation package of, 208, External locus of control, 229 218 The Five Dysfunctions of a Team F (Lencioni), 147 Facebook, 43, 44 Florida State University, 227 Facebook Connect, 44 Footwear News magazine, 35 Failure ownership, 229–230 Ford Motor Company, 108–109, 241 Failure paradox, 10–11. See also The forest. See Big picture Mistakes Fortune 100 companies, 15 Fairness: perceived unfairness Fortune 500 companies, 26, 177, versus, 156–158; playing fair 234 for, 166–168 Fortune magazine, 1, 207, 233 Fastow, Andrew, 3, 233 Fortune’s America’s Most Fauber, Bernard, 47 Innovative Company list, 1 Favoritism: as form of distracted Fortune’s Best Company to Work purpose, 156–158; ways of For list, 2 countering, 168 Fortune’s most admired companies Federal Express, 88 list, 188 Federal Railroad Administration, Fortune’s Top 10 Companies for 57 Leaders, 48 Feedback: enrich decision Freud, Sigmund, 223 making by allowing disparate, Fusco, Carl, 199 141–143; overcoming hoarder behaviors by increasing, 191; G perceiving mistakes as useful, Gambler’s paradox, 38–39 11; showing that you accept, Gardner, Jonathan, 166 Index 269

Gates, Bill, 70, 237 H Gekko, Gordon (fi ctional Harmony: understanding character), 234 negatives of too much, 127– General Electric (GE), 136 137; why we seek, 126–127. General Motors (GM), 204 See also Dysfunctional harmony Genoways, Ted, 117 Harvard Business Review, 8, 11 Ghirotto, Massimo, 78 Heifer International, 194 Giangreco, Pete, 210 Henderson, Avery, 154, 166 Gladwell, Malcolm, 66 Hewitt, Mike, 105 Godin, Seth, 59–60, 63 Hewlett-Packard (HP), 205–208 Going the Extra Mile (GEM) Heyman, Jared: closed-door [Rich Products], 216 policy of, 214; decision to Goizueta, Roberto C., 63, 64, 65, continue globetrotting, 213; as 66, 71 misfi t and burned-out leader, Goldston, Mark, 37 199–200, 202, 208 Good Morning America (TV show), Hillary, Sir Edmund, 141–142 86 Hirshchorn, Jason, 43, 44 Good to Great (Collins), 206 Hoarder behaviors: confusing Goodwin, Doris Kearns, 127 authority with ability, 186–187; Goold, Michael, 161, 162, 170, focused on the trees and on 171 putting out fi res, 185–186; low Gossip, 131–133 tolerance for ambiguity, 185; The Great Game of Business (Stack), “my way or the highway” 51 thinking, 187–188; too much Great Place to Work Institute, 218 focus on process, 188 Great Recession (2008), 7 Hoarder cures: communication The Great Workplace: How to Build like a coach instead of a boss, It, How to Keep It, and Why It 190–191; using empowerment Matters (Robin), 10 to avoid hoarding, 191–194; get Greenberg, Herb, 21 the hard facts, 189–190; work Greenberg, Robert: failure to on building trust, 189 match strategy with company Hoarding power: consequences skills, 53; irrational greed of, 181–184; description of, 23, mistake by, 35–38; L.A. Gear 24, 175–177; key takeaways on, started by the, 34–35 194–195; learned powerlessness Greene, Bob, 65 outcomes of, 177; overcoming 270 Index

the urge for, 188–194; self- Laggard” survey (2010) for assessment to see if you are, gathering customer, 95 184–188; the what and why of, Infosurv, 199, 213 177–181. See also Initiative erosion, 133–134 Micromanagement Inside the box leaders: George Hoarding power consequences: Schaefer at Caterpillar, 72; “long tail” of, 184; power of Michael Eisner of Disney expectation and Pygmalion Corporation, 72–73; effect, 182–183, 190 opportunities created by, 71–74 Hochwarter, Wayne, 227 Internal locus of control, 229 Hoffman, Jeff, 33–34, 40, 51, 159, Internet Explorer, 70 176 Iridium project (Motorola), HomeGrocer, 89 41–42, 53 Honda Motor Co., 54 Irrational greed mistake: Honest communication, 139–140 description of, 32–33; how Hoover, Michael, 105 unbalanced orchestration HP Way, 206, 208 follows the, 34; Jeff Hoffman Hsieh, Tony, 82, 83 on the, 33–34; L.A. Gear story Hubris, 223–224, 229 on the, 34–38, 53 Huggies, 216 Isaacson, Walter, 233 Hummer Winblad, 85 iTouch, iPod, iPad, iPhone, 68, 80 Hurley, Robert F., 176 J I Jaclyn Smith brand, 47 Icahn, Carl, 234 Jacobson, Lenore, 183 Inability to listen, 235–236 “Jill Factor,” 177 Inc. magazine, 199 Jobs, Steve, 67–68, 80, 204, 233 Infallibility, 232–233 Joe Boxer, 47 Information: accessing the right Jones, Mike, 43, 44 sources to gather, 94–95; asking Justifi able calls, 133 the right questions to gather, 95–96; coarse-grained vs. K fi ne-grained learning of, 93–94; Kallasvuo, Olli-Pekka, 48 getting the hard facts to Kathy Ireland brand, 47 overcome hoarding behavior, Kelleher, Herb, 54 189–190; “Leader versus Kelly, Chris, 210 Index 271

Keough, Donald, 63, 66–67 197–219; effi ciency mind-set trap Kimberly-Clark, 216 of, 83–84; inside the box, 71–74; “King of the Mountains” title, 77–78 justifi able calls by, 133; Lao Tzu Kleenex, 216 on the best and worst of, 115; Kmart, 46–47 learning from mistakes as sign of Know-it-all attitude, 235 great, 241; Level 5, 217; low Komatsu, 72 self-esteem and bullying by, 115; Koogle, Tim, 89 misfi t and burned-out, 199–200; “my Way or the Highway” L thinking by, 187–188; old-school L.A. Gear story: on failure to managers and bullying, 104–118; match strategy with company perceived unfairness and skills, 53; irrational greed favoritism by, 156–158; pleaser- during the, 35–38; origins and leader type of, 127–137; power early history of, 34–35 of common sense by, 75–76; L.A. Lakers, 36 respected, 140–141, 144; self- Lack of empathy, 233–234 absorbed, 23, 25, 221–240; Lacy, Alan, 48 servant, 203, 217; walking the Lafl ey, A. G., 8, 113 line for balanced behavior, Lane, Ray, 237 241–243; who deliver Lao Tzu, 115 effectiveness, 80–83; who hoard The Last Male Bastion (Branson), 206 power and responsibility, 23, 24, Lay, Ken: comparing the careers 175–195. See also Decision of Jim Owens and, 4–7; early making life, career, and downfall of, Leadership: celebrity, 24, 202–212, 1–4; hiding his mistakes, 5, 10; 222; comparing Jim Owens and sense of infallibility by, 232–233 Ken Lay’s, 4–7; failure paradox Lead the Field (Nightingale), 67 of, 10–11; how opposing forces “Leader versus Laggard” survey shape great, 8–10; old-school, (2010), 95 104–118; Ralph Nader on Leaders: “allow questioning” function of, 182; self-absorbed, philosophy of, 122; avoiding the 23, 25, 221–240; servant, 203, effi ciency trap, 91–96; celebrity, 217; understanding that it take 24, 202–212, 222; coarse-grained work to develop, 26–27; vs. fi ne-grained learning by, understanding what makes up 93–94; disengaged, 23, 24, successful, 26–27 272 Index

Learned powerlessness, 177 Mell, Patti, 210 Leary, Mark, 229 Mell, Richard, 210 Lencioni, Patrick, 147 Mendell, David, 210 Level 5 leader, 217 Menon, Anil, 128 Leveraging cliques, 168 Mercedes-Benz USA: trying to be Lincoln, Abraham, 127, 128, all things/diluting brand, 46, 142 47–48, 52, 54; value proposition Listening defi ciency, 235–236 perceived by, 50 Live with Regis and Kathie Lee (TV Mia’s story, 147–148 show), 86 Micromanagement, 175, 178. Locus of control, 229 See also Hoarding power Long, Jerry, 81 Microsoft, 70 Low-hanging fruit, 73, 74 Midtown Scientifi c, 225 Low-self esteem, 224–225, Military management style, 228–229 121–122 Lucent, 207 Millar, Robert, 77–78 Luck, Jo, 194 Misfi t leaders, 199–200 Luke 12:48, 211 Misplaced effi ciency mistake: avoiding the effi ciencies trap, M 90–97; detail-chasing and Maccoby, Michael, 235–236 reactive mentality cause of, 84; Macek, Paul, 145–146 effi ciency mind-set trap and, Macy’s, 35 83–84; effi ciency mind-set trap Macy’s Thanksgiving Day Parade leading to, 83–84; forgetting to (1999), 86 place effectiveness before Malden Mills, 135–137 effi ciency, 18, 20–21; key Malfeasance: celebrity leaders takeaways on, 97; “King of the and, 208–212; Joe Paterno’s, Mountains” title story on, 211–212; Rod Blagojevich’s, 24, 77–78; Nippon Airways 208–210, 212 example of, 84; Pets.com’s Martha Stewart brand, 47 example of, 85–87, 90, 95; R.J. Mattel, 176–177, 231 Reynolds Tobacco Company McLean, Bethany, 232–233 example of, 81, 90; McLemore, Greg, 85 understanding effectiveness to McManigle, Brenda, 128 avoid, 78–80; Webvan’s Mean Business (Dunlap), 106 example of, 87–90, 96; why Index 273

effectiveness trumps effi ciency, discoveries through, 25–26; 80–83. See also Effectiveness phase one: investigating the Mistakes: disengagement, 23, 24, effi cacy of learning from 197–219; distracted purpose, mistakes, 12–13; phase three: 22, 23, 151–172; dysfunctional verifi cation, takeaways, and harmony, 22–23, 125–149; insights, 15; phase two: effi ciencies before effectiveness, identifying the most damning 18, 20–21, 77–97; hoarding mistakes, 13–15; putting it all power and responsibility, 23, together, 15–16 24, 175–195; how great leaders Mistakes taboo: cultural of learn from their, 241–243; perfectionism, 9; losing balance identifying the most damning, between “what” and “how,” 13–15; insights on learning 9–10; the performance review from, 15; investigating effi cacy trap, 9 of learning from, 12–13; Jim Montana, Joe, 36 Owens’ ability to learn from, 5, Moran, Jim, 227 7; Ken Lay’s compulsion to Morgenson, Gretchen, 231 hide his, 5, 10; old-school Morrissey, Kevin, 117 bullying management, 22, Mother Jones magazine, 101–123; perceived as feedback 197–198 for improvement, 11; reasons Motivation: hope, pride, and we don’t talk about, 8–10; ownership drivers of, 41; roaming outside the box, 18, transparency and honest 19–20, 57–76; self-absorption, communication used for, 23, 25, 221–240; trying to be all 139–140, 142 things to all people, 18, 19, Motorola’s Iridium project, 31–56. See also Failure Paradox 41–42, 53 Mistakes categories: drama Mueller, Jennifer S., 168 management, 18, 21–23, Mulally, Alan, 108–109 101–172; personality issues at Murdoch, Rupert, 43 the individual level, 18, 23–25, My Way or the Highway: The 175–240; unbalanced Micromanagement Survival Guide orchestration, 17, 18–21, 31–97 (Chambers), 176 Mistakes research: examining the “My Way or the Highway” business success, 11–12; new thinking, 187–188 discoveries of, 25–26; new MySpace, 42, 43–44 274 Index

N overt bully, 104–107; Workplace Nader, Ralph, 182, 194 Bullying Institute (WBI) on, Narcissism, 223, 227 103, 104, 112 Nepotism, 158 Old-school management repair: Netscape, 70 defi ning acceptable behavior, New Coke mistake, 63–67 120–121; defi ning the bully, New York Giants, 102 120–121; recognizing you are a New York Knicks, 25 bully, 119; reforming the bully, New York Times, 38, 65, 231 120; repurposing the bully, New Yorker magazine, 210, 212 120 Newell, 188 Old-school managers: personality- News Corp., 42, 43, 44 led behavior of, 114–115; types NFL Sunday management style, of, 104–111; why good people 101–102 become, 112–115; why good Nightingale, Earl, 67, 68 people tolerate, 115–118 Nightline (TV show), 86 One-upmanship, 235 Nike, 36 Open-door policy, 214–215 Nippon Airways, 84 Opportunities: “diamond mining” Nokia, 48, 53 for new, 68–74; low-hanging Nordstrom, 35 fruit as, 73, 74; synergy for Northwestern University, 209 creating new, 75–76 Nourish thyself, 215–216 Organizational culture: committing to transparency in, O 140, 142; “family” betrayal and, Obama, Barack, 197, 209, 212 130–131; HP Way of Hewlett- The Offi ce (TV show), 114, 144 Packard, 206, 208; Mia’s story An Offi cer and a Gentleman (fi lm), on changing her, 147–148; 121 overly positive performance Ohmae, Kenichi, 77 reviews due to, 129–130; Old-school management: bullying passive-aggressive, 131–137, vs. assertive leadership, 108– 149; perfectionism, 9, 39; when 111; consequences of, 111–112; internal competition is part of covert bully, 107–108; how the the, 234 military has improved their, Organizations: determining if 121–122; how to repair the strategy is consistent with, 53; damage and end, 118–121; making the chain of command Index 275

clear in your, 143–144; value Performance reviews: avoiding proposition of your, 49–50, 50, the “trap” of, 9; pleaser-leaders 80, 82–83, 92 and, 129–130 Osbourne, Ozzy, 237 Personality issues: description of, Osbourne, Sharon, 237 18; disengagement, 23, 24, Overt bully, 104–107 197–219; hoarding power and Owens, Jim: ability to learn from responsibility, 23, 24, 175–195; his mistakes, 5, 7; comparing self-absorption, 23, 25, 221–240 the careers of Ken Lay and, PetPlanet, 85 4–7; on consequences of the Pets.com, 85–87, 90, 95 “yes” problem, 31; on the long Petsmart.com, 85 tail of leadership, 184 Petstore.com, 85 Ownership, 41 Pioneer Seed Corporation, 163–164 P “Pizza problem,” 162–163 Packard, Arianna, 208 Platt, Lew, 207 Paradox of failure, 10–11 Playing fair, 166–168 “Parenting bias,” 162 Pleaser-leaders: betrayal and Parsons, 169 gossip outcomes of the, 130– Passive-aggressive behaviors: 131; constructive confl ict assessing if your company has rejected by, 127–128; culture of, 149; false democracy promotions and performance and, 133–134; how initiative reviews by the, 128–130; trust suffers due to, 133–134; how eroded by, 131–133; trying too the bottom line sinks due to, hard to be liked, 128–130, 144 134–137; how trust is erodes Polartec, 136 due to, 131–133 Porath, Christine, 227 Paterno, Joe, 211–212 Porter, Michael, 47 Penn State, 211–212 Power. See Hoarding power Pepsi Challenge campaign Power of expectation, 182–183 (PepsiCo), 64 Pratchett, Sir Terry, 58 PepsiCo, 64, 65–66, 71 Premier cigarette product, 81 Perceived unfairness, 156–158 Prentice, W.C.H., 133, 139, Perfectionism culture: description 143–144 of the modern, 9; escalation of Priceline.com, 33–34, 40, 159, commitment as symptom of, 39 176 276 Index

PricewaterhouseCoopers Romantic relationships, 158 Consulting, 207 Rosenthal, Robert, 183 Pride, 41 Rubbermaid, 188 Princeton Search Group (now Ruebenson, George: on benefi ts PrincetonOne), 214 of having a truth teller, 237; on Procter & Gamble (P&G), 8, celebrity-leader disconnection, 113 211–212; on commitment not Proctor Hospital, 145 to be self-absorbed leader, “Project Kansas” (New Coke 225–226; on dangers of the box project), 64 paradigm, 60; on motives for Proust, Marcel, 74 hoarding decision-making Purpose: clarity of, 171; mistake power, 180; on the value of of distracted, 22, 23, 151–172 disagreement, 138 Pygmalion effect, 182–183, 190 Rumors, 131–133 Ryka, 37 R Ryman, James, 176 Real-estate to grocery story, 60–63, 74 S Redbox, 69 Sandusky, Jerry, 211 Reebok, 37 Schaefer, George, 72 “Report-a-palooza” environment, Schick, David, 20 188 Schmitt, Wolfgang, 188 Respected leaders, 140–141, 144 Schoonhover, Phillip, 21 Rich Products, 216 Scott, H. Lee, Jr., 47 R.J. Reynolds Tobacco Company, Sears, 48 81, 90 Seattle Seahawks, 101–102, 102 Roach, Pam, 104–105, 105, 106, Seattle Times, 104–105 117 Segmentation: avoiding strategic “Roaming outside the box”: mistakes by using, 54; examining the mistakes made examining examples of how to due to, 58; unbalanced approach, 54–55 orchestration due to, 18, 19–20. Self-absorbed behaviors: See also Box paradigm arrogance, 223; hubris, Robin, Jennifer, 10 223–224, 229; impact on Robinson, Scott, 215 employees, 226–228; narcissism, Rock climbing teams, 16–17 223, 227 Index 277

Self-absorbed leaders: description Sexual harassment training, of, 23, 25, 221–222; examining 120–121 what constitutes the, 222–224; Shaheen, George, 88, 89, 90, 241 how to steer clear of, 236–239; Sherlock Holmes novels, 237 identifying the signs of, 230– Shih, Jennifer, 107–108 236; key takeaways on the, Silverman, Stanley, 222, 224, 230 239–240; perils of the, 60 Minutes (TV news show), 135, 224–226; self-confi dence 136 versus self-absorption of, Skilling, Jeffery, 3, 233 228–230; the silent victims of The Smartest Guys in the Room the, 226–228 (McLean and Elkind), 233 Self-absorbed signs: inability to Smith, Darwin, 216–217 listen, 235–236; intense desire Smith, Fred, 88 to win at all costs, 234; know-it- Sokol, David, 115–117 all attitude, 235; lack of Sorkin, Aaron, 203 empathy for others, 233–234; Southwest Airlines, 54 learning to identify the, Specifi c Media, 44 230–231; one-upmanship, 235; Spiderman’s Uncle Ben, 211 sense of entitlement, 232; sense SRC Holding Company, 51 of infallibility, 232–233; talking Stack, Jack, 51, 169 big, 231–232 Staw, Barry, 39 Self-absorption defenses: be Steve Jobs (Isaacson), 233 willing to work on yourself, Stifel Nicolaus, 20 238; fi nd a truth teller, 236–238 Stonecipher, Harry, 158 Self-confi dence: required for Strategic direction: Apple’s making diffi cult decisions, 217; successful, 67–68; the “box self-absorption versus, 228–230; paradigm” and, 58–60; to take ownership of failures, “diamond mining” for new 229–230 opportunities, 68–74; focusing Senate Republican Caucus, your, 46–49, 52–53; low- 104–105 hanging fruit as new Sensation transference, 66 opportunities, 73, 74; for Sense of entitlement, 232 organizational growth, 50–52; Sense of infallibility, 232–233 synergy for new opportunities, Servant leadership, 203, 217 75–76; “thinking inside the 7-Up, 66 box” for effective, 67–71 278 Index

Strategic focus: on being unique Teams: constructive confl ict or differentiation, 47; brand within, 127–128, 141–143; dilution outcome of mixed, favoritism and perceived 46–49; determining unfairness of, 156–158, 168; appropriateness of, 52–53; on hoarding power consequences price, 47 to, 181–184; how Abraham Strategic growth: avoiding “yes Lincoln put rivals on his, 127, mistake” by pursuing potential, 128, 142; how self-absorbed 50–52; Jack Stack’s approach leaders destroy, 239; impact of to, 51; Sir Richard Branson’s self-absorbed leaders on, approach to, 51–52 224–228; pleaser-leaders Streep, Meryl, 107 negative impact on, 127–133, Strengths: inability to manage, 144; preventing/repairing 159–160; Level 5 leader dysfunctional harmony mistake, understanding of their 138–148; repairing bullying weaknesses and, 217; damage to, 119–121; repairing supporting employees’, impact of hoarder leaders on, 168–169 188–194; rock climbing, 16–17; Sunbeam, 105, 106, 111, 205 synergy and, 75–76, 160–164, Sundance Institute, 204 170–171. See also Employees Super Bowl dog sock puppet ad TechRepublic, 215 (2000), 86 Tenbrunsel, Ann, 11 Synergy: being overly obsessed Texaco, 234 with, 160–164; leveraging your Thanksgiving Test, 40 assets with, 75–76; “pizza “Thinking inside the box”: problem” of, 162–163; Apple’s success through Steve practicing safe, 170–171 Jobs’, 67–68; “diamond mining” as, 68–74; looking for new T opportunities by, 67–71; Mike Taco Bell, 85 Delazzer on benefi ts of, 69–70; “Talk big” behavior, 231–232 Netscape’s failure at, 70 Target, 47 Thinking Inside the Box (Cheyfi tz), Taylor, William, 233 59 TBWA\Chiat\Day, 85 “Thinking outside the box.” See Team of Rivals: The Political Genius of Box paradigm Abraham Lincoln (Goodwin), 127 30 Rock (TV show), 203 Index 279

Thomas, Isaiah, 25 Unfairness, 156–158 3M Corporation, 95 University of Akron, 222 Tough Choices (Fiorina), 212 University of California, Berkeley, Transparency, 139–140, 142 39 Trefoil Capital Investors L.P., 37 University of Virginia, 117 Trump, Donald, 205, 234 Urban League, 2 Trust: car salesmen and lack of, U.S. military management style, 155; favoritism and perceived 121–122 unfairness eroding, 156–158; U.S. railroad industry, 91–92 hoarders’ and lack of, 184; Utopian workplace: negative and pleaser-leaders and erosion of, unexpected consequences from 131–133; transparency and the, 127–137; why we seek the, honest communication to 126–127 build, 139–140, 142; work on building, 189 V Truth tellers, 236–238 Value proposition: avoiding the Trying to be all things. See “Yes” “yes mistake” by perceiving problem organization’s, 49–50; TWA, 234 providing customer, 80, 82–83; 24/7 Wall Street’s Ten Brands That seeing the forest and the trees Will Disappear (2012), 48 to deliver, 92; two approaches Twitter, 44 to defi ning your company’s, 50 Van Natta, Owen, 43, 44 U Vanity Fair magazine, 203 Ulrich, Robert, 47 A View from the Top Unbalanced orchestration: (documentary), 141–142 description of, 17; effi ciencies Virgin Group, 51–52, 93 before effectiveness cause of, Virginia Quarterly Review (VQR), 18, 20–21, 77–97; how 117, 118 irrational greed leads to, 34; Vogue magazine, 107 roaming outside the box cause of, 18, 19–20, 57–76; trying to W be all things to all people cause Wainwright, Julie, 85, 86, 95 of, 18, 19, 31–56 Wake Forest University, 229 Uncertainty, 185 Wal-Mart, 21, 37, 47, 111 Undercover Boss (TV show), 205 Walking the line, 241–243 280 Index

Wall Street (fi lm), 234 Y Wall Street Journal, 21 Yahoo!, 89 Warner Bros. Entertainment, 107 “Yes” mistake: being all things to Washington State Senate, 104, all people/diluting brand, 32, 105 45–48, 52, 54; Craig Barrett’s Weaknesses: helping employees’ diagnosis of the, 32; escalation overcome their, 168–169; of commitment symptom of, inability to manage, 159–160; 32, 38–45; how to say no and Level 5 leader understanding avoid the, 49–55; identifying of their strengths and, 217 patterns of the, 31–32; Webvan, 87–90, 96 irrational greed symptom of Weingarten, Kevin, 179 the, 32–38, 53; key takeaways Weisberger, Lauren, 107 on avoiding the, 55–56; long- Welch, Jack, 136 term consequences of the, 31; Wellins, Richard S., 176 overview of the, 18, 19 “What” and “how” balance, 9–10 “Yes” mistake avoidance: Whipple, Robert, 167 determine strategic White, William Allen, 64 appropriateness, 52–53; Whole Foods, 197 perceive your organization’s Winfrey, Oprah, 108 value proposition, 49–50; Wintour, Anna, 107 relentlessly pursue potential, Wolfowitz, Paul, 158 50–52; use segmentation Workplace: “report-a-palooza” technique, 54–55 environment of, 188; self- reported victims of controlling Z environment in, 176; Utopian, Zappos, 82–83, 90 126–137 Zyman, Sergio, 64 Workplace Bullying Institute (WBI), 103, 104, 112, 118 World Bank, 158