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Copyrighted Material 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;
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