inclusion in, 100–101
organizational separation in, 101–102
organizational structure barrier in, 98
positive future and, 12–13, 26, 37–39, 82, 85, 87–88
risk taking in, 100
side projects as, 91, 100–101
space creation in, 97–102
WD-40 future focus on, 98–99
Institute for Corporate Productivity, 56
Ismail, Salim, 118
J
Jackson, Terry, 155–156
Jazz Pharmaceuticals, 171–173
Jobs, Steve, 120
Johnson, Robert Wood, 113
Johnson & Johnson, 13, 118–119, 121
ethical decision-making of, 112–113
public crisis handling of, 113
Joly, Hubert, 165–169
Jordan, Vernon, 148
K
KeyBank, 12, 66–67
Killer achievement, 13–14, 26
ARAD model for, 50
“begin with end in mind” idea of, 47
Best Buy misalignment in, 165
“best in class” inspiration in, 49
“clear active questions” for, 192
clear goals and accountability markers in, 161
different dynamics in, 161
emotional connectedness element in, 162
employee support in, 49
executive summary of, 184, 204
expectation misalignment in, 163–164
experience and skills misalignment in, 164
flexibility and empathy in, 51
goal setting in, 161–162
goals and systems misalignment in, 164
happiness connection in, 162–163
leader self-assessment for, 197
Netflix example of, 159–161, 163
nurses survey in, 163
as outcome, 183–184
people and common goal connection in, 48
playing to win in, 175–179
professional development and ongoing learning in, 171–175
progress dynamic in, 162
resilience fostering in, 179–184
respect in, 139
simplicity and meaning and empowerment in, 48
strategy with structure alignment in, 166–171
strength-based management approach for, 50–51
success in, 159
King, Martin Luther, Jr., 36
Kingston Technologies, 121–122
Kolditz, Tom, 59–60, 129, 169–170
Kotter, John, 29, 138
Kramer, Steven, 84
Krzanich, Brian, 100
L
Leadership (leaders), 2–3, 21, 25–26, 58–59, 70–71, 103, 181
alignment of values element in, 39–43, 196
apathy impact of, 30
as behavioral norms role model, 30
as change champions, 29–30
collaboration ability of, 31
emotional connectedness elements of, 31
In Great Company model importance of, 9, 15, 29
killer achievement element in, 47–51, 197
love for company of, 30
positive future element of, 35–39, 196
psychological safety creation of, 30
respect element in, 44–47, 152–153, 197
responsibilities of, 189–190
self-assessment of, 195–197
systemic collaboration element in, 32–35, 195
Lencioni, Patrick, 112
Lewis, Alan, 127
Listening. See Mindful listening
M
Mackey, John, 131
Mankins, Michael, 89–90
Maresca, Bob, 11
Maslow, Abraham, 19–20, 83
Mayer, John, 21
MBTI. See Myers-Briggs Type Indicator
Mindful listening, 33–35, 79
culture bridging in, 66
empathy as core of, 68–69
equal airtime link to, 66
judgment deferring in, 68
listening tour use in, 67–68
paying attention in, 67
research on, 66–67
Mitchell, George, 75–76
Most Loved Workplaces (MLWs), 208–209
Myers-Briggs Type Indicator (MBTI), 140
N
Netflix, 14, 53, 125, 129, 168
“culture deck” of, 160–161, 169, 179
culture of achievement proof points of, 160
failing forward in, 182
Killer achievement of, 159–161, 163
superstars and uber-achievers focus of, 161
Nooyi, Indra, 39–40, 41–42
Nordstrom, 174–175
Novozymes, 132
core value of, 43
management accountability in, 130–131
success measurement in, 130
O
Obama, Barack, 62
O’Reilly, Charles, 101
P
Palmisano, Sam, 32
Passion leveraging, 36–37, 175
Big River engaging in, 88–89
delivering meaning in, 90
distraction in, 92
employee harvesting of, 90
experiment and course correct in, 91
idea pitching as, 91
passionate people hiring for, 92
positivity connection in, 89–90
research on, 89–90
social causes use in, 90
Patagonia, 13, 124
counterintuitive strategy of, 109–110
employee connection in, 110
mission statement of, 110
value statement of, 119
Pedersen, Claus Stig, 130
Perugini, Nick, 54
Peterson, Christopher, 84
Playing to win
being first in, 178
best or bust in, 177–178
BHAG notion in, 176
Big River Steel example in, 176–178
compelling end goal creation in, 176
“disciplined aggression” element in, 178–179
emotional goal appeal in, 177
flexibility and bravery elements in, 179
“mission accomplishment sense” in, 178
passion and dedication in, 175
purpose and goal alignment in, 175
strategic goals in, 177
as sustainable cultural imperative, 176
“think big” objective in, 177
Porras, Jerry, 111, 176
Positive future
Big River Steel grand opening focus on, 81–82
building blocks of, 83
change relationship in, 37
“clear active questions” for, 192
cohesiveness and social connection creation in, 85
compromise in, 86
culture interventions regarding, 85
design grid of, 38
emotional connection force in, 39
executive summary of, 107, 202
forward-facing outlook in, 83
future-focused strategy in, 36, 82
individual empowerment in, 82
individual negativity impacting, 87
innovation enabling in, 12–13, 26, 37–39, 82, 85
innovation space creation in, 97–102
leader self-assessment for, 196
NASA example in, 88
negativity antidote in, 87
open innovation in, 87–88
passion connection in, 36–37
passion leveraging in, 88–92
positive change turning in, 92–97
positive psychology movement connection with, 83–84
positive vision in, 35–36
progress and happiness connection in, 84–85
respect in, 139
systemic negativity impacting, 86–87
workplace positivity in, 102–106
Professional development and ongoing learning, 5, 180–181
Cheesecake Factory example in, 174–175
employee engagement in, 171
Fink on investing in people, 171–173
inclusive learning in, 174–175
learning and development culture creation in, 171–173
Nordstrom and Ritz-Carlton examples in, 174–175
train continuously in, 173–174
Visa example in, 173–174
Psychological safety, 22, 30, 57–58, 78
Edmondson on, 23–24
human physiological response to, 23
loss of, 23
organizational benefit of, 24
successful team use of, 23
R
Research
on alignment of values, 112
on EC, 10–11
on mindful listening, 66–67
on passion leveraging, 89–90
on respect, 138
on systemic collaboration, 56
on workplace, 102, 205–210
Resilience, 184
adaptability in, 180
burnout management in, 182–183
failure embracing in, 181–182
growth mindset in, 180
individual and leadership and team level strengths focus in, 181
learning and developing of, 180–181
payback from, 179–180
success odds improvement in, 180
supportive work environment in, 183
Respect, 1, 26, 60, 70, 210
in action, 138–139
-based management philosophy in, 44
building difficulty in, 139
“clear active questions” for, 192
difference dimension in, 140–141
dysfunction element in, 141
as EC spark, 139
emotional connectedness overlap with, 5
employee treatment in, 44
engagement and performance driven by, 138
executive summary of, 158, 203
genuine interest expression in, 155–158
as In Great Company linchpin, 138
inclusion as central in, 46, 147–151
leader self-assessment for, 197
leading with, 151–155
learning journey about, 5
making of mutual in, 142–147
mindset differences in, 140
mutual dynamic of, 44–45
reinforcing effect of, 45
research findings on, 138
self-awareness in, 45–46
as social currency, 13
Starbucks story of, 135–137
trust balance in, 47
type A and B personality theory in, 140–141
workplace bullying and example in, 141–142
workplace concerns in, 140
Respect, genuine interest expression in
as corporate value, 157
empathetic behavior in, 157–158
gratitude as, 156–157
Jackson example of, 155–156
personal lives acknowledgment in, 157–158
small gestures in, 155–156
social connectedness in, 156
thank you saying in, 156–157
Respect, leading with
behavior perceived by others in, 153–154
CEOs ratings in, 151–152
command-and-control mode in, 152
communication consistency in, 154–155
employee interaction in, 152
honest self-reflection in, 153–154
leadership respect in, 152–153
self-awareness practice in, 153–154
workforce trends in, 152
Respect, mutual making, 135–136
benefits of, 145
civility culture creation in, 146
clear corporate values in, 143
employee listening in, 144
fairness pillar of, 147
incivility in, 146
responsibility in, 142–143
trust building in, 145–146
trust core component in, 145
Ridge, Garry, 40, 98, 154–155, 168
Ritz-Carlton, 174–175
Robinson, Jackie, 5
Russell, Helen, 62–63
S
Salovey, Peter, 21
Santagata, Paul, 23
Save the Children, 95
Schultz, Howard, 111, 135–137, 142
SEB. See Senior Executive Board
Self-awareness, 45–46, 153–154, 186
Seligman, Martin, 83–84
Senior Executive Board (SEB)
leadership experiences in, 2–3
9/11 executive session of, 3
Seppälä, Emma, 20
The Seven Habits of Highly Successful People (Covey), 47
SHRM. See Society for Human Resource Management
Silvester, Sal, 189
Slobodnik, Deborah Lipman, 58, 65, 76–77
Society for Human Resource Management (SHRM), 8, 138
Southwest Airlines, 42, 102–103, 129
Spark Model for Peak Performance, 12
Stairway to Collaboration model, 34–35
Stanford Center for Compassion and Altruism Research and Education, 20
Starbucks, 13, 90, 111, 118, 120, 142
culture of, 137
mutual respect example of, 135–136, 146
Steele, Elisa, 32
Sternin, Jerry, 95
Stickler, Dave, 97
Stickles, Kevin, 144–145
Strategy, structure alignment with
Best Buy and, 166–167
clear goal communication in, 168–169
common objective in, 167
consistency and simplicity in, 169
focus and flexibility balance in, 167–168
presumption of competence in, 169–170
real time feedback in, 170–171
WD-40 and, 168
Structure and flexibility mix, 26–27, 51, 60, 79, 167–168, 179
accountability in, 75
Atlassian team playbook for, 72–73
collaboration sweet spot in, 72
freedom and focus combining in, 73–74
GM innovator identification in, 73
individual decision-making in, 74
social network mapping practice in, 74–75
Sun, David, 122
Systemic collaboration, 11–12, 26
active listening in, 33, 35
Atlassian example in, 60–61
as catchphrase, 54–55
“clear active questions” for, 192
combat training power dynamic change in, 59–60
conflict resolution in, 75–78
Cook and Steele on, 32
difficult conversation managing in, 33, 35
equal airtime conversations monitoring in, 32–33
equal airtime in, 62–66
executive summary of, 79, 201–202
fairness and full participation in, 32
GE shift to, 54
Generation Y workers and, 56
guiding principles of, 61, 79
inexperienced leadership barrier in, 58–59
information free flow in, 69–72
ING Group transformation and big wins using, 53–54
as innovation catalyst, 55
leader self-assessment for, 195
mindful listening in, 66–69
open and transparent environment of, 55
paradox of, 57
point of view in, 32
psychological safety in, 57–58
research on, 56
respect in, 60, 139
Stairway to Collaboration model steps for, 34–35
structure and flexibility and guidelines balancing in, 60
structure and flexibility mix in, 72–75
studies on, 55–56
team function priority in, 33
trust bond establishment in, 57–58
trust lack in, 57
unequal power dynamics barrier in, 59
work
ing relationship hallmarks in, 53
T
Teams, 23, 33, 62, 65, 71–73, 181, 206
Trudeau, Justin, 67
Tu, John, 121–122
Tushman, Michael, 101
V
Values, active practicing of, 43, 119, 143, 157, 177–178
clear understanding of, 123
everyday behavior in, 123–124
Igloo Products empathy and compassion in, 124
informal coaching and hands-on opportunities in, 123
insistence and consistency in, 121–122
lead by example in, 125
Tu on, 121–122
walking the talk in, 122–123
Values, hiring process for, 92, 177–178
candidate self-select preparation in, 127
employee level or function consideration in, 128
Fink on, 126
group interview use in, 127
interviewing phase in, 126
meaningful specifics in, 128
onboarding phase in, 126
recruiting phase in, 125
resolve in, 126–127
transparency in, 125
value fit assessment in, 126
value screening in, 127
Values, making of
Behar on statements in, 118
big-picture questions for, 119
company purpose in, 119
core aspiration in, 118
core value cocreation in, 120–121
diverse perspectives in, 120–121
ECI use in, 117–118
meaningful and memorable in, 118–119
multiple stakeholders acknowledgment in, 121
openness and honest self-reflection in, 119
timeless and inspirational in, 120
Values, measuring of
accountability in, 128–129
business case creation in, 131
how accomplished tracking in, 131–132
Kolditz on, 129
management accountability in, 130–131
managing and tracking in, 129
Novozymes strategic focus on, 129–130
partner accountability in, 132–133
Values Pyramid, 41
Visa, 173–174
Voss, Chris, 77–78, 86, 94
W
WD-40, 13, 40
focus and flexibility in, 168
future focus of, 98–99
“Maniac Pledge” of, 168
Ridge communication consistency in, 154–155
Wegmans, 13, 20, 121, 148, 158
corporate values of, 143
counterintuitive mantra of, 144
culture of respect in, 142
people-first policy of, 144
Welch, Jack, 21
Wells Fargo, 116
Whole Foods, 118, 131
Winters, Jeanette K., 124
W.L. Gore, 73–74
Workplace, positivity in, 140–142
collaboration and commitment in, 6
communication in, 103
disconnection feelings in, 7
emotional connectedness in, 5–7, 29, 110
employee engagement programs in, 7
feedback in, 104
feedforward principles in, 104–105
individual strengths developing in, 104