Page 298 - Fearless Leadership

Index

Accountability: Alternatives, failure to investigate,
abdication of, need to be right and, 73–74
82–83 Ambiguity (see Uncertainty)
50/50, 105–106 Apologizing, 126
100% (see 100% accountability) Assumptions, automatic listening and,
100%-zero, 150–151, 159, 162–163 76–79
resolving past issues and, 165–168 Authentic alignment, 228–243
taking, 126 clarity in decision making and,
talking straight and, 213–214 229–235
(See also Holding each other factors deterring, 221–227,
accountable) 245–246
Action: levels of, 235–242, 246
decisive, taking despite discomfort, meaning of, 220–221
125–127 rules of engagement in high perfor-
future, aligning on, 215–216 mance meetings and, 242–243
turning insight into, 84–85 Authentic commitments, 184, 189–190
(See also Leadership action) guidelines for, 192–193
Adversaries, holding accountable, 262–263 Automatic listening, 75–81
Agreements of committed partners, assumptions and, 76–79
157–164 exceptions and, 79–80
Alignment, 219–246 victim mentality and, 102
authentic (see Authentic alignment) Avoiding difficult conversations/
as concept versus behavior, 225–226 situations:
emotional commitment and, 222–224 as blind spot, 44–46
energy and, 244 moving toward situations versus,
forcing compliance versus engaging 119–127
alignment and, 227 price of, 200–205
as learned behavior, 220
oppositional speaking that escalates Barriers to change, 6–16
conflict and, 226–227 behavioral blind spots as, 11–16
tolerating “good enough” and, ignoring unproductive behavior as,
224–225 14–16

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