1.5 - About University

INDEXAccountability agreements, 399-401ACORN model for goal statement, 63Actions of effective leaders, 8-10Active listening, 251-253Administrator of meeting, role of, 348Adult learning principles, 438-440Affection, 308-310Affinity diagrams, 227-230Agenda of meeting, 353-355Aggressors, dealing with, 384-386Aligning systems, 153-155Alliances, 92Appreciative inquiry, 166-168Argyris, Chris, 462Assumption analysis, 173-175Assumptions, personal, understanding,462-466Ladder of Inference, 462-463Attitude, importance of, 428-430Attribution theory, 409-411Balance in life, 451-454Biases, personal, understanding, 462-466Ladder of Inference, 462-463“Big fuzzies,” 176-178“Big picture” thinking, tools for, 39-67affinity diagrams, 227-230directional statements, 48-50measuring success, 65-67purpose, clarifying, 59-617S model, 45-47hard and soft S’s, 45systems thinking for managers, 40-44values and leadership, 55-58visioning and vision statements, 51-54writing goal statements, 62-64 (see alsoWriting)Blanchard, Ken, 268Board of directors of nonprofit organization,revitalizing, 129-131Boards of play, leadership and, 18-20Body Shop, value statement of, 56Boston Consulting Group, 69Bottleneck, 189Brainstorming, 196-198Brandenburger, Adam, 70Breakthrough approach to change, 147-148Built to Last, 59Business process reengineering, 108-111Business-unit strategy, fundamentals of,79-81Career planning, Four Stages ® model and,421-423Caring for self, tools for, 450-475assumptions and biases, personal,understanding, 462-466Ladder of Inference, 462-463balance in life, 451-454defensive reactions, managing, 470-471habits, 467-469Personal Change Equation, 468-469JoHari Window, 459-461Leadership Emotional Quotient (LEQ),455-458stress factor, managing, 472-475distress, 472eustress, 472Carver, John, 130Chairperson of meeting, role of, 347, 350-352 (see also Meetings)opening remarks, 356-358Champy, James, 109, 147Change, tools for leading, 139-168 (see alsoLeading change)Change equation, 140-141Change window, 150-152Character ethic, 15Checklist for meeting, 342-346Closure for group activity, 326-328Coaching success of others, seven elementsof, 391-394high performers, 395-398problem-based vs. high performers, 395-398Commitment vs. compliance, 314-316Commitment and teamwork, developing,308-310Communication, tools for, 231-262active listening, 251-253conversations, powerful, 232-235negative communication cycle, 233-234positive communication cycle, 234-235understanding, four levels of, 232cross-cultural, 257-25980-20 rule, 231-232feelings, dealing effectively with, 248-250leader-to-employee communication,direct, 236-238with frontline employees, 236levels of, 242-244listening techniques, 254-256media relations for leaders, 260-262metacommunicating, 245-247organizational, leader’s role in, 239-241Socratic method, 251Competency, 415-417Complex situations, sorting out, 176-178“big fuzzies,” 176-177Conflict, 249five levels for dealing with, 381-383Confrontation, evaluating judiciously,378-380Consensus, 326Consultation, 326476