Index – No Cape Required

Index

Abundant leadership, 2–5, 17, 36–38, 53, 68–69, 169

development of, 20

emergence of, 2

model, 19–20

Acknowledgment, 92

Administrative support staff, 87

Age-diverse leadership, 2

“Assembly line” processes, 127

At Plan International, 52

Augmented writing, 147

Authentic leadership, 151–154

Autonomy, 55

Balanced boards, 19–20

Beard, Mary, 52

Behavior

cluster of, 35

consistent, 90–91

internal, 18

leadership, 40

observable/observed, 20, 87

“resilient,” 96

skills and, 50, 87

in VUCA World, 52

Behavioral research, high-performance, 89

Blended learning, 40

Block, Peter, 39

Boston Symphony Orchestra, 147

Brown, Archie, 46

Career, 143, 148

development, 62–63

in midlife, 39

pathway, 37, 50

professional, 139

Championing, 165

Character-based leadership, 32

Charismatic leaders, 18

Chartered Management Institute (CMI), 6–7, 49–50

Client organization, 76

CMI. See Chartered Management Institute (CMI)

Coaches/coaching, 7–8, 25, 39, 102

Forton leadership and, 5–6

internal pool of, 66

and mentoring, 31, 66

mentoring and, 25

one-to-one, 7

relationship, 66

skills, 62, 96, 98

Coachlike leadership, 98

Collaborative hiring, 149–150

Command and control leadership, 31, 116

“Command and control” myth, 22

Communication, 77, 88, 95

skills, 38, 95, 97–98, 131

styles, 96, 98

Community development organization, 52

Company policies, 73

Compensation package, 47–48

Competitive environments, 92–94

Competitive tendencies, 167

Competitors, 59

Consistency

behaviors, 90–92

competitive environments, 92–94

Consistent behavior, 90–91

Conversations, 95

Corporate boards, 81

Corporate social responsibility (CSR) activities, 39

Creativity, 129

Cultural development, 77

Cultural diversity, 87

Cultural leadership, 48–49

De-layering, 52

Development environment, 117

“Difficult” conversations, 95

Distributive leadership, 39

Diversity, 129

organizational benefits of, 49

D4 method, 9

Dunning-Kruger effect, 105

Educational support schemes, 39

Ego- and power-driven mindset, 47

E-learning, 7–8

Emotional engagement, 116

Emotional intelligence (EQ), 32, 35, 40, 78, 96

dimensions of, 99

skills, 98–100

Employee-engagement methods, 23

Employers, 72

Empowerment, 100

Entrepreneurial qualities, 129

Environment for success, 75

EQ. See Emotional intelligence (EQ)

Everyday life, reality of, 74

Evidence, 63–64

Expert leaders, 39

External recruits, 73

Face-to-face meeting, 149–150

“Fallen hero” myth, 19

Familiarity breeds contempt, 71

Family values, and personal behaviors, 91

“Flavor of the month” leadership, 41

Formal training programs, 65–66

Forton4D model, 9–10, 64–67, 75, 79, 169

Forton Group, 9, 36–37, 160

abundant leadership model, 20

Forton leadership

and coaching, 5–6

model, 7

Functionality, 160

Gallup definition of strength, 88

Gardner, Howard, 32

Gender, 87

“Gold Star” heroes, 21

Goleman, Daniel, 32–33, 99

Good enough performance, 79–80

Grant Thornton report, 19

“Great man” theory of leadership, 159

Heroic leadership model, 53

Hero leader/leadership, 21–22, 47–48

myth of, 71

paradigm, 47

stereotype, 25

Hero myth, 85

High-performance behavioral research, 89

High-performance behaviors, 100, 112–113

development, 100–101

leadership and, 92

High-performance leadership behaviors, 130

Hughes, Bob, 5

Iceberg model, 115–117

of development, 110

ICF. See International Coach Federation (ICF)

Inclusive behaviors, 54

Inclusive leader profiling, 39

Inclusive leadership, 39–40, 54

Individual biases, 54

Individual development, 78

Individual level, discover strengths at, 89–90

Individual shifts, 54

Induction process, 71, 74

Innovation, 142–143

Intellectual intelligence, 40

Inter-generational leadership, 50

Internal behaviors, 18, 114

Internal coaches, 62

International Coach Federation (ICF), 5–6

International Leadership Association Conference, 132

Interpersonal sensitivity, 100

Interview, 145–146

leadership

authentic, 151–154

collaborative hiring, 149–150

essentials, 146–147

misperceptions, 148–149

process, 152, 154

unconscious bias in language, 147–148

Intrinsic motivation, 55

Knowing, 76

Laissez-faire approach, 31

Leadership coaching, 6

Leadership development, 5–9, 24–26, 29, 37–40, 50, 93, 102–103, 109, 121, 159, 169

abundant leadership, 36–38

career in, 166

change at individual and collective levels, 50–52

dangers of reverting to norm, 31

element of, 37

evidence base for shift, 32–33

impacts, 118–119

myth of, 9

paradigm shift, 32

for people from diverse cultures, 48–49

process of, 41, 72

programs, 3, 18, 65, 102, 118, 122, 162

question, 40–41

and reward mechanisms, 17–21

routemap, 34–35

strengths, 124–125

VUCA World, 29–30

challenges, 33

stimulus questions, 42

using out-of-date thinking in, 33–34

in women, 48

in younger people, 49–50

Leaders/leadership, 1–2, 17, 45–46, 102–103, 109–111, 121, 137–138

abundant, 2–5, 22–23, 36–38, 68–69, 169

approach to, 20

behavior, 40, 53, 104, 109, 114–115, 153, 166

cluster of, 114

models, 97

and styles, 17, 20, 22

capabilities, 8, 10

charismatic, 18

competences, 30

conscious and unconscious biases, 53–55

in daily practice, 121–122

definition of, 38–40, 158

essentials

motivation, 141–142

nurture creativity and innovation, 142–143

people vs. thought leaders, 140–141

start young, 139–140

evidence, 113–114

evolution of, 127–128, 138

exclusive model, 46

failure, 129–130

“great man” theory of, 159

heart sink moments for, 96–97

hero, 21–22

and high-performance behaviors, 92, 112–113

iceberg model, 115–117

importance of, 130–132

inclusive style of, 22, 39

myths of, 8

neutralize limitations, 122–124

No Cape Required worksheet, 25–26

notion of, 67

“one-size-fits-all” model of, 41

opportunities, 67

and organization development process, 72

outdated paradigms, 138

pacesetting style of, 75

paradigm shift, 51

practice of, 93

professional style of, 65

programs, 23

purpose, 111–112

role models for, 9, 86

role of, 167

rotation, 52

self-consistency model, 117–118

skills, 4, 8, 93, 138

stimulus questions, 26

structures at collective level, 52–53

style of, 24, 30–31, 35, 132–133

and taking new directions, 79–81

talent, 68

team development, 126–127

technical, 68

360° feedback, 122

traditional mold of, 24

traditional roles of, 138

training courses, 4

transformational, 3–4

values, 125–126

visible, 39

Leader–team-member conversation, 98

“Lean In” phenomenon, 161

Learning, 74

environment for, 67

peer action, 7

Lecture-style setting, 74

Line managers, 87

role for, 93–94

Management

information, 158

point of contact for, 158

levels of, 153

qualification, 4

skills, 138

training, 161

Managers, 60, 72, 74, 147, 163–164

development of, 6–7

traditional roles of, 138

Mentoring, 25, 39, 102

and coaching, 25

coaching and, 31, 66

skills, 96

Mining for gold, 79–80

cultural environment, 77–78

Misperceptions, 148–149

Monoculture, 1–2

Motivation, 141–142

EQ skills of, 100

Murmuration, 158

team and leadership, 160–161

Myers Briggs assessment, 146

My360plus leadership, 5

“Not invented here” syndrome, 73

Nurture creativity, 142–143

Objective outsider, 76

Objectivity, 146

Observable behaviors, 20, 87

One-to-one coaching, 7

programs, 114

Online live learning, 7–8

Organization

development process, 72

leadership capabilities of, 10

real performance and financial benefits to, 72

Organizational culture, 4, 76, 154

Organizational maturity, 76–77

Organizational power, 21

Organizational shifts, transformational, 80

Organization development process, leadership and, 72

Organizations, 158

Organization structures, 157

Pacesetting leadership style, 34

Pacesetting style, 33

PALS. See Peer Action Learning Sets (PALS)

Peer action learning, 7

Peer Action Learning Sets (PALS), 31–32, 104–105

Peer coaching, 104

Peer learning methods, 104–105

People vs. thought leaders, 140–141

Performance, 93

management systems, 123

structural barriers to optimize, 75

values-based, 32

Performance-related pay, 141

Personal behaviors, family values and, 91

Personal development plans (PDPs), 114

Personal identity, sense of, 45

Personal relationships, 37

Personal responsibility, 158

Planning approach, 62

Political change, 18

Positive behaviors, 54

Predictability, 33

Prevailing organizational culture, 78–79

Professionalism, 101

Professional Leadership Coach Training Programme, 5

Professional skill, 139

Project allocation processes, 53–54

Project leadership, 37

Project management, 39

Promotion, 53–54

Psychometrics, 150

Rational-brain focus of strategies, 78

Reality of everyday life, 74

Reasoning skills, 102

Recruiters/recruitment, 53–54, 80

external, 73

process, 154

Reflection, 164

Relationship consistency, 91

Relationship management, 99

Relentless exploration, 81

Resilience, 99

training, 98

Resilient behaviors, 96

Return on investment (ROI), 66, 105

Review process, 115

Reward for performance, 117–118

Reward/rewarding, 86, 154

Right/wrong puzzle mindset, 31

Risk-avoidance methods, 51–52

ROI. See return on investment (ROI)

Rounding out limitations, 159–160

Sales recruitment, 72

Scholarship, 32

Schroder, Harold M., 2, 34, 39, 159

Schroder, Harry, 130

Self-awareness, 38, 95, 99–100

Self-consistency model, 117–118

Self-consistency theory, 110

Self-importance, 46

Self-managed teams, 140

Self-management, 99

Self-worth, 46

Sheep dip development activities, 109

Situational Judgment Tool, 152

Skills, 59

application, 74–75, 104

and behaviors, 50, 87

of consultant, 59

leadership, 138

management, 138

and strengths, 162

Sociability, 95

Social awareness, 99

Social gatherings, 81

Social values, 50

Soft skills, 95–96, 100

communication skills development, 97–98

emotional intelligence skills development, 98–100

high-performance behavior development, 100–101

identifying and measuring impacts, 105–106

leaders and teams, 101–102

leadership, 102–103

peer learning methods, 104–105

prevention, 96–97

“Solo hero” myths, 21–22

Standard programs, 119

Stewardship, 39

Strengths, skills and, 162

Styles plus behaviors, 34–35

Talent, 60–62

development processes, 74

as finite resource, 63–64

management program, 22

Team members, 33, 97

Teamwork, 53–54

Technical leadership, 37, 68

Technical skill, 139

Traditional leadership, 33

Traditional paradigm, 138

Transferable skills, notion and value of, 142

Transformation

challenges of, 4

overdue for, 2

Transformational leadership, 3–4, 6–8

Transformational organizational shifts, 80

Uncertainty, 159

volatility and, 92

Unconscious bias, 53–55, 146–148

Upside Down Management, 51

Values-based performance, 32

Visible leadership, 39

Volatility, 159, 164

and uncertainty, 92

Volatility, uncertainty, complexity, and ambiguity (VUCA) World, 42, 60, 164

anticipation of, 160

and global challenges, 128–129

live and work in, 60

out-of-date paradigms, 46

of work demands, 133

world stimulus questions, 42

Well-managed workload, 101

Well-rounded individuals, 158

not knowing, 163

stretch and challenge, 162

team and leadership murmurations, 160–161

ultimate deployment tool, 159–160

Well-rounded leaders, 163–165, 167

Well-rounded teams, 163–164

Western leadership development, 116

“Whole Systems” model, 51

Winning Others Over (WOO), 124

Zero-sum game, 86–89