Оглавление
Vince Molinaro. Accountable Leaders
ACCOUNTABLE LEADERS. INSPIRE A CULTURE WHERE EVERYONE. STEPS UP, TAKES OWNERSHIP, AND. DELIVERS RESULTS
CONTENTS
List of Illustrations
Guide
Pages
Introduction
Twenty-Five Countries and 80 Cities—the Story Is the Same
Is Anyone Happy?
This Is My Life’s Work
It’s About Leadership Accountability
1. Leadership Is a Decision
2. Leadership Is an Obligation
3. Leadership Is Hard Work
4. Leadership Is a Community
The Ripple Effect—Accountability Breeds Accountability
The Dual Response to Building Strong Leadership Accountability
The Individual Response
The Organizational Response
My Wish for You
Notes
PART 1 The World in Which You Lead
CHAPTER 1 The New Game Begins Before the Old One Ends
The Story of Sears—a Once Great Company
The World in Which Leaders Are Leading Today
Context Matters When It Comes to Leadership
The Emerging Context for All Leaders
1. Transformative Technologies
2. Geopolitical Instability
3. Revolutionizing Work
4. Delivering on Diversity, Equity, and Inclusion
5. Repurposing Corporations
Final Thoughts
Notes
CHAPTER 2 Why Do We Not Have Better Leadership?
Leadership Is Not as Strong as It Needs to Be
Leaders Are Overwhelmed
Complexity Continues to Increase
Matrix Structures Create Ambiguity
Leading in a Virtual World Challenges Many Leaders
Leaders Are Disengaged
Leaders Are Underprepared
Leadership Development Is Underwhelming
The Price We Pay—an Inability to Successfully Execute Strategy
The Faulty Assumption We Continue to Make
Final Thoughts
Notes
PART 2 Understanding Leadership Accountability
CHAPTER 3 How to Think About Leadership Accountability
The Timeline of Leadership Challenges
1. Leadership Becomes a Business Issue
2. Companies Begin to Take an Integrated Approach to Leadership Development
3. Leaders Need Capabilities to Deal with Change and Ambiguity
4. Companies Shift Their Business Models and Strategy
5. Leadership Accountability Becomes a Critical Business Challenge
A Turbulent Six Months at Uber
Leadership Accountability—Why It Matters
Final Thoughts
Notes
CHAPTER 4 Leadership Accountability at the Individual Level
It’s Time to Pay Attention to Mediocre Leaders
The Top Five Characteristics of Mediocre Leaders
The Impact of Mediocre Leaders
Mediocrity Is the Ultimate Enemy
How Do Truly Accountable Leaders Set Themselves Apart?
1. Hold Others Accountable for High Standards of Performance
2. Tackle Tough Issues and Make Difficult Decisions
3. Communicate the Strategy Across the Organization
4. Express Optimism About the Company and Its Future
5. Display Clarity About External Trends in the Business Environment
Final Thoughts
Notes
CHAPTER 5 Leadership Accountability at the Team Level
Teams Have Transformed
Teams and Accountability—the Critical Connection
The Core Characteristics of Truly Accountable Teams
Team Clarity
Team Commitment
Accountable Teams—What the Research Reveals
1. The Vast Majority of Teams Are Mediocre
2. Team Clarity and Team Commitment—a Current Snapshot
Team Clarity—Highest- to Lowest-Rated Items
Team Commitment—Highest- to Lowest-Rated Items
3. Team Clarity and Team Commitment Are Positively Correlated
4. High-Performing Companies Have More Accountable Teams
5. Teams in High-Performing Companies Outpace Teams in Average- and Poor-Performing Companies
Team Clarity and Company Performance
Team Clarity Behaviors and Company Performance
Team Commitment Sub-Scales and Company Performance
Team Commitment Behaviors and Company Performance
Final Thoughts
Notes
CHAPTER 6 Leadership Accountability at the Culture Level
Culture: The Number One Asset and Number One Liability
What Exactly Is Culture?
Leaders Create Culture
Three Weak Leadership Cultures
1. A Rotting of Zombies
2. A League of Superheroes
3. A Stable of Thoroughbreds
What Kind of Leadership Culture Would Enable You to Be at Your Best?
A Community of Leaders—the Current State
Organizations Are Not Confident They Have the Leadership Culture They Need
A Community of Leaders—a Snapshot of the 10 Characteristics
Final Thoughts
Notes
PART 3 The Organizational Response—for All Leaders
CHAPTER 7 How to Hold Others Accountable for Being Leaders
Make Leadership Accountability a Priority in How You Lead
Understanding Your Assessment of Your Direct Report
Do You Have a Mediocre Leader on Your Hands?
Define Your Leadership Expectations
Reinforce Leadership Expectations Through Regular Check-Ins
Clarify Leadership Expectations at Critical Leadership Turning Points
Increase the Resilience and Resolve of Your Direct Reports
Help Your Leaders Succeed Within the Broader Organization
Final Thoughts
Notes
CHAPTER 8 How to Build an Accountable Team
Make Leadership Accountability a Priority with Your Team
Making Sense of Your Assessment of Your Team
Define Your Team’s Obligation
Create a Leadership Contract for Your Team
The Senior Executive Team of an Investment Management Firm
Increase the Resilience and Resolve of Your Team
Help Your Team Tackle the Hard Work
Increase Your Team’s Ability to Have Tough Conversations
Develop Your Team’s Resilience and Resolve
Be One Team with a United Front
Final Thoughts
Notes
CHAPTER 9 How to Be a Community Builder
Commit to Being a Community Builder
Understand the Journey Ahead
Are You Wired to Be a Community Builder?
Think One-Company and Act in the Best Interest of Your Organization
Develop a One-Company Mindset
Act in the Interest of the Whole Organization
Create the Foundation to Tackle the Hard Work
Cultivate Credibility and Trust
Break Down Mental Silos
Support the Success of Your Peers and Colleagues
Invest in Relationships
Be a Good Follower
Final Thoughts
Note
PART 4 The Organizational Response for Senior Executives and Directors
CHAPTER 10 Make Leadership Accountability a Priority in Your Company
Leadership Accountability—the Critical Business Issue
The Role of the Board
The Role of the Chief Executive Officer (CEO)
The Role of the Senior Executives
The Role of the Chief Human Resources Officer (CHRO)
Conduct a Leadership Accountability Audit
Lead a Strategic Leadership Conversation
Final Thoughts
Notes
CHAPTER 11 Define and Embed Clear Leadership Expectations
Leadership Expectations in Action—the Amazon Story
The Benefits of Having a Simple, Clear, and Inspiring Leadership Contract
The Failure Path to Avoid
Create a Clear Set of Leadership Expectations
Step 1: Use Your Business Context and Strategy to Identify Leadership Expectations
Step 2: Create a Draft Leadership Contract
Step 3: Validate and Finalize Your Leadership Contract
Step 4: Cascade Your Leadership Contract to All Your Leaders
How Cisco Cascaded Their Leadership Expectations at Scale
Step 5: Make It Live in Your Organization
A Company-Specific Leadership Contract in Action
Final Thoughts
Notes
CHAPTER 12 Do the Hard Work to Sustain Momentum
Demonstrate Zero Tolerance for Bad and Abusive Leadership Behavior
Address Your Unaccountable and Mediocre Leaders Head-On
How to Take Action and Support Your Leaders
How Not to Address the Mediocre and Unaccountable Leaders
The Power of Taking the Right Approach
Be Mindful of Whom You Put into Leadership Roles
Support Leaders at Critical Turning Points
Final Thoughts
Notes
CHAPTER 13 Foster a Community of Leaders Across Your Organization
Assess Your Leadership Culture
The 10 Characteristics of a Strong Community of Leaders
Use the Community of Leaders Survey as a 360 Assessment of Your Leadership Culture
Look for Leaks in Your Leadership Culture
Enable Relationship-Building Among Your Leaders
Hold Regular Leadership Forums
Build Community During Leadership Development Programs and Other Events
Evolve Your Leadership Expectations as Your Company Changes
Final Thoughts
Note
Conclusion
Notes
Acknowledgments
Index
A
B
C
D
E
F
G
H
I
K
L
M
N
O
P
R
S
T
U
V
W
Z
About the Author
WILEY END USER LICENSE AGREEMENT
