Index – HBR's 10 Must Reads on Managing People, Vol. 2 (with bonus article “The Feedback Fallacy” by Marcus Buckingham and Ashley Goodall)

Index

Ackil, Anthony, 27

alignment, and inherited team members, 118119

Amabile, Teresa M., 5168

Apple, 59, 166

Ariel Investments, 28

Arup, 160, 161, 166, 170, 171, 173

authentic selves, 1929

awards, for good behavior, 78

bad days, and progress, 5557

Barrett, Colleen, 21

Barry, Michael, 168, 169

Bellezza, Silvia, 18

b.good, 27

BMW, 168, 170

bosses 1–14. See also managers

example of moments of doubt and fear experienced by, 12

imperatives as integrated activities for, 9

lack of growth and advancement among, 23

managing your network imperative for, 67, 9

managing yourself imperative for, 56, 9

managing your team imperative for, 78, 9

mental model of management needed by, 4

minimal organizational support for, 3

not working on themselves and, 23

prep-do-review approach for, 1314

self-assessment on the three imperatives for, 1012

three imperatives approach for, 5

understanding requirements for becoming effective as, 4

Bottura, Massimo, 23, 24, 26

Bridgewater Associates, 35

British Airways, 21

Buckingham, Marcus, 3549

Cable, Dan, 19, 20, 23, 158

Carfrae, Tristram, 170

catalysts, and progress, 53, 55, 56, 6162

Catchafire, 28

Catmull, Ed, 24, 28

Chicago Board of Trade, 29

Chong, Rachael, 28

Cisco, 80

colleague letters of understanding (CLOUs), 22, 32

communication challenges, on global teams, 153155

company of your dreams. See organization of your dreams

compensation philosophy, at Netflix, 104105

Conant, Doug, 75

conflicts, managing your network imperative for, 67

conformity

perils of, 20

prevalence in organizations of, 1618

workers’ feelings about the need for, 1516

connection challenge, on global teams, 153155

constructive nonconformity

authentic selves and, 1920

benefits of, 1819

broader perspectives encouraged in, 2728

challenging experiences for, 2427

definition of, 16

dissenting views in, 2829

employee mission statements and, 22

giving employees opportunities to be themselves in, 1922

jobs done in their own way by employees in, 21

problem solving by employees on their own and, 2122

questioning status quo in, 2324

reading resources for, 3334

self-assessment for, 3031

signature strengths encouraged in, 2223

six strategies for promoting, 1929

striking the right balance in, 2933

contracts, with employee mission statements, 22

creativity, incivility’s impact on, 7273

Crick, Francis, 5152

culture

of excellence, at Netflix, 103

leaders’ responsibility for creating, 105107

of teams, 8

customers, incivility’s impact on, 7374

development of inherited teams, 122123

disagreements, on global teams, 148149

dispersed teams. See global teams

dissenting views, in constructive nonconformity, 2829

division of labor, and managers, 7

dream company, your. See organization of your dreams

Durkheim, Emile, 161

Ely, Robin J., 8196

empathy, and global teams, 147149

Erez, Amir, 7273

Ernst & Young UK, 172

excellence

culture of, at Netflix, 103

feedback approaches and, 37, 4244

Facebook, 23, 104, 161

feedback, 3549

debate about how to give and receive, 35

definition of, 36

examples of language to try in, 45

excellence approach to, 37, 4244

exploring present, past, and future in, 4748

global teams and, 147148

highest-priority interrupt in, 47

idiosyncratic rater effect in, 38

learning approach to, 36, 4042

looking for outcomes in, 4446

on manager’s behavior, 75

managers’ support for progress and, 68

replaying reviewer’s instinctive reactions in, 46

source of truth approach to, 36, 3840

theories and beliefs about usefulness of, 3637

ways of helping people through, 4448

fight or flight system, 41

firing policy

for incivility, 79

letting go of people whose skills no longer fit, 99

reshaping inherited teams and, 116117

Games Makers, 167

Gardner, Heidi K., 125141

GE, 2728

gender equity in the workplace, 8196

belief that men and women are fundamentally different and, 81

career and family decisions and, 81

different organizational treatment of mothers and fathers and, 8283

four-step alternative approach to, 9196

lack of scientific support for claims of sex differences and, 82

organizational reasons for sex differences and, 82

performance appraisal system and, 84

popular myths about sex differences and, 8591

women’s failure to achieve parity with men and, 8182

Gino, Francesca, 1534

global teams, 143155

balancing participation to ensure inclusion on, 150

challenges in building, 143144

example of dispersed team members in, 146

identity and mismatch of perceptions in, 150153

language and fluency gap in, 149150

learning from one another on, 151152

level of social distance and, 144, 145, 149, 151, 153, 155

process and importance of empathy in, 147149

rules of engagement for meetings of, 151

SPLIT framework for, 144, 155

structure and perception of power in, 144147

technology and connection challenge on, 153155

Goffee, Rob, 125141

Goldman Sachs, 166, 167

Goodall, Ashley, 3549

good days, and progress, 5557

Google, 166

Hastings, Reed, 97, 100, 103

Hay Group, 158

Herzberg, Frederick, 54

highest-priority interrupt, 47

Hill, Linda A., 114

hiring process

civility in new employees and, 76

Netflix’s approach to, 98, 99101

prospects with diverse perspectives in, 28

Hobson, Mellody, 2829

HR

five tenets in approach to, 99107

hiring, rewarding, and tolerating only fully formed adults in, 99101

hiring only “A” players and, 98

leaders’ responsibility for creating company culture and, 105107

letting go of people whose skills no longer fit, 99

managers’ responsibility for creating great teams and, 104105

Netflix’s reinvention of, 97108

paid-time-off policy in, 100

reshaping inherited teams and, 116117

thinking like businesspeople and innovators first in, 107108

two overarching principles in, 9799

travel and expense policy in, 100101

truthful performance reviews and, 101102

human capital interdependence, on multistreaming teams, 137139

identity, and global teams, 150153

idiosyncratic rater effect, 38

imperatives for bosses, 5

as integrated activities, 9

managing your network imperative, 67, 9

managing yourself imperative, 56, 9

managing your team imperative, 78, 9

incivility, 6980

conducting postdeparture interviews to learn about, 79

costs of, 69, 7274, 80

creativity affected by, 7273

examples of forms of, 7072

expense of managing incidents of, 74

firing staff for, 79

group norms for civility and, 77

hiring for civility in new employees to combat, 76

managers’ strategies for, 7475

organization’s strategies for, 7679

penalizing bad behavior and, 7879

performance and team spirit and, 73

rewarding good behavior and, 78

teaching civility and, 7677

workers’ experience of, 69

information flow, in dream organization, 161164

inherited teams, assessment of, 110116

inhibitors, and progress, 5556, 62

inner work life

catalysts and inhibitors in, 55

overall mood ratings related to, 5557

performance and, 5355

power of progress in, 5558

progress loop in, 68

interdependence, and managers, 7

jobs, and employee strengths, 23

Jobs, Steve, 59

John Lewis, 169

Jones, Gareth, 157173

Kay, Virginia, 19

Keinan, Anat, 18

Kramer, Steven J., 5168

Landry, Tom, 4445

language, and fluency gap on global teams, 149150

launching multistreaming teams, 132133

leaders

balancing participation to ensure inclusion on global teams and, 150

communication challenges on global teams and, 154155

human capital interdependence by, 137139

multistreaming priorities and, 137141

power imbalances on dispersed teams and, 145147

responsibility for creating company culture and, 105107

LeDoux, Joseph, 41

learning, and feedback, 36, 4042

learning environment, for multistreaming teams, 135136

Lee, Julia, 23

Lineback, Kent, 114

London Organising Committee of the Olympic Games (LOCOG), 167

LVMH, 159, 161

managers. See also bosses

daily progress checklist of, 6667

expense of managing incivility incidents and, 74

incivility strategies of, 7479

inner work life effect and, 55, 68

meaningful work and, 6061

modeling good behavior by, 7475

multistreaming’s impact and, 129

need to conform by, 15

progress as employee motivator and, 52, 54

progress principle and, 68

progress support by, 6167

responsibility for creating great teams and, 104105

mapping

human capital interdependence, 137139

multistreaming team skills, 133134

Marshall, Sir Colin, 21

Mathas, Ted, 161, 169

McCord, Patty, 97108

McDonald’s, 166

McKinsey, 133, 166

meaningful work, and progress, 5961

men in the workplace, 8196

belief that men and women are fundamentally different and, 81

career and family decisions of, 81

different organizational treatment of mothers and fathers and, 8283

four-step alternative approach to sex differences and, 9196

lack of scientific support for claims of differences between women and, 82

performance appraisal system and, 84

popular myths about differences between men and women, 8591

reasons for sex differences in, 82

women’s failure to achieve parity with, 8182

meta-analysis, 9495

Meyer, Danny, 79

milestones, and progress, 58

mission statements, by employees, 22

mood ratings, impact of progress on, 5557

Morning Star, 22, 2627, 32

Mortensen, Mark, 125141

motivated skepticism, 18

motivation

multistreaming teams and, 136137

progress and, 52, 53, 54, 57

multistreaming, 125141

benefits and costs of, 125126, 129130

goals of, 131

knowledge flows between teams in, 139140

launching teams to establish trust and familiarity in, 132133

learning environment in, 135136

managing challenges of, 130141

mapping human capital interdependence in, 137139

mapping team skills in, 133134

motivation and, 136137

organizational leaders’ priorities in, 137141

range of employees affected by, 129, 130

reasons behind ubiquitous use of, 126130

research on, 126, 128

shock buffers in, 140141

team leader priorities in, 130137

time challenges across teams in, 134135

Neeley, Tsedal, 143155

nervous system, and learning, 4142

Netflix

compensation philosophy at, 104105

culture of excellence at, 103

feedback at, 35

five tenets in HR approach of, 99107

hiring, rewarding, and tolerating only fully formed adults at, 99101

hiring only “A” players by, 98

HR reinvention by, 97108

leaders’ responsibility for creating company culture at, 105107

letting go of people whose skills no longer fit at, 99, 102

managers’ responsibility for creating great teams at, 104105

overarching HR principles in, 9799

paid-time-off policy at, 100

performance reviews at, 101102

travel and expense policy in, 100101

network, managing imperative for, 67, 9

New York Life, 161, 168169, 170

nonconformity. See constructive nonconformity

nourishers, and progress, 53, 55, 56, 62

Novo Nordisk, 164165, 168, 173

Ochsner Health System, 78

organization of your dreams, 157173

company standing for something meaningful in, 167169

diagnostic tool for, 162163

employees being themselves in, 158161

flow of information in, 161164

meaningful and rewarding daily work in, 169171

rules people can believe in as part of, 171172

six virtues of, 157, 158, 159

strengths magnified in, 165167

organizations

managing your network imperative in, 67, 9

minimal support for bosses from, 3

need to conform in, 1516

overcommitment in. See multistreaming

two commonalities in, 172173

reasons for sex differences in, 82

Osteria Francescana, Milan, Italy, 23, 26, 28

Øvlisen, Mads, 164

Pal’s Sudden Service, 2122, 24, 26, 27, 29

Pearson, Christine, 6980

peer pressure, and conformity in organizations, 1617

perception

of power, and global teams, 144147

of work, impact of progress on, 5758

performance

incivility’s impact on, 73

inner work life and, 5355, 68

Performance Improvement Plans (PIPs), 101102

performance reviews

Arup’s example of self-determination and, 160

truthfulness policy in, at Netflix, 101102

women workers and, 84

Pixar Animation Studios, 24

Porath, Christine, 6980

power, perception of, and global teams, 144147

prep-do-review approach for managers, 1314

problem solving

by employees on their own in, 2122

viewing problems from multiple angles in, 27

progress, 5168

catalysts and, 53, 55, 56, 6162

daily checklist for, 6667

inhibitors to, 5556, 62

inner work life and, 5558, 68

managers’ support for, 6163

meaningful work and, 5961

minor milestones in, 58

model manager example in, 6368

mood ratings related to, 5557

as motivator, 52, 53, 54, 57

nourishers and, 53, 55, 56, 62

perceptions of work affected by, 5758

progress loop in, 68

progress principle

catalysts and nourishers in amplification of, 62

definition of, 52

implication of manager’s use of, 68

inner work life and, 55

meaningful work and, 59

mood ratings related to, 5657

Rabobank Nederland, 169170

resource scarcity, and managers, 7

reviews. See performance reviews

rewards, for good behavior, 78

Ritz-Carlton, 24, 32

role-playing, to teach civility, 77

Rufer, Chris, 22

rules

dream organization and, 171172

meetings and, 151

Rumsfeld, Donald, 104

Sandberg, Sheryl, 97

scarcity of resources, and managers, 7

Sculley, John, 59

Semco Group, 32

sex differences in the workplace, 8196

belief that men and women are fundamentally different and, 81

career and family decisions and, 81

different organizational treatment of mothers and fathers and, 8283

four-step alternative approach to, 9196

lack of scientific support for claims of, 82

organizational reasons for, 82

performance appraisal system and, 84

popular myths about, 8591

women’s failure to achieve parity with men and, 8182

skills mapping on teams, 133134

small wins. See progress

social distance, and global teams, 144, 145, 149, 151, 153, 155

social pressure, and conformity in organizations, 1617

Southwest Airlines, 21

SPLIT framework, 144, 155

identity and mismatch of perceptions in, 150153

language and fluency gap in, 149150

process and importance of empathy in, 147149

structure and perception of power in, 144147

technology and connection challenge in, 153155

Staats, Brad, 20, 23, 25

status quo, questioning, 2324

status quo bias, 17

Sternberg, Sy, 168169

strengths

constructive nonconformity and, 2223

dream company and, 165167

learning and, 41

structure of global teams, and perception of power, 144147

talent management

five tenets in approach to, 99107

hiring, rewarding, and tolerating only fully formed adults in, 99101

hiring only “A” players in, 98

letting go of people whose skills no longer fit and, 99

managers’ responsibility for creating great teams in, 104105

Netflix’s reinvention of, 97108

overarching principles in, 9799

paid-time-off policy in, 100

travel and expense policy in, 100101

truthful performance reviews in, 101102

team leadership

accelerating team’s development in, 122123

alignment and, 118119

assessing team in, 110116

challenges for newly appointed leaders of, 109110

creating learning environment for, 135136

“forming, storming, norming, and performing” model in, 110

inherited teams and, 109123

integration in, 121122

multistreaming priorities for, 130137

one-on-one meetings with team members in, 114115

operating model in, 119120

qualities of team members in, 112113

reshaping team in, 116122

three-step framework for, 110

time challenges across multistreaming teams and, 134135

teams. See also global teams

incivility’s impact on spirit of, 73

knowledge flows between, in multistreaming, 139140

launching to establish trust and familiarity in, 132133

managers’ responsibility for creating great teams, 104105

managing your team imperative for managers of, 78, 9

mapping skills on, 133134

motivation of, 136137

technology, and connection challenge on global teams, 153155

360-degree reviews, 102

time challenges across multistreaming teams, 134135

Tinsley, Catherine H., 8196

trust

managers and, 3, 5, 6

multistreaming teams and, 132133

truth

feedback approaches and, 36, 3840

performance reviews and, 101102

Tuckman, Bruce, 110

Vestergaard Frandsen, 171

Waitrose, 160161

Watkins, Michael D., 109123

Watson, James, 5152

Weber, Max, 171

Wipro, 20

women in the workplace, 8196

belief that men and women are fundamentally different and, 81

career and family decisions of, 81

different organizational treatment of mothers and fathers and, 8283

four-step alternative approach to sex differences and, 9196

lack of scientific support for claims of differences between men and, 82

performance appraisal system and, 84

popular myths about differences between men and women, 8591

reasons for sex differences in, 82

women’s failure to achieve parity with men and, 8182

workers, 1534

authentic selves of, 1920

broader perspectives encouraged in, 2728

creating challenging experiences for, 2427

dissenting views encouraged in, 2829

jobs done in their own way by, 21

mission statements written by, 22

need to conform by, 15

prevalence of conformity and, 1618

problem solving on their own by, 2122

promoting constructive nonconformity among, 16, 1829

questioning status quo by, 2324

signature strengths encouraged in, 2223

Wright, Will, 170

Zappos, 78