Page 299 - Fearless Leadership

286 Index

Behavior: Breakdowns:
alignment as concept versus behavior aligning on recovery from, 169
and, 225–226 committed partnerships and,
blind spots and (see Blind spots, 146–148
behavioral) talking straight and, 214–215
as determining factor in accountability, (See also Conflict; Problem resolution)
256 Breakthroughs, 28–29
discomfort with discussing, 15 Building a case to prove you are right,
identifying, 31–32 73
need for change in, 7–8 Business success, committed partner-
need for explicit standards for, ships for, 146–148
18–20
Beliefs, 108–109 Casual promises, 184–185
Berating, 254, 255 Change:
Blaming others or circumstances as factors impeding, 6–16
blind spot, 46–48 100% accountability and, 25
Blind spots, behavioral, 11–16, 33–62 organizational transformation and,
avoiding difficult conversations as, 17–22
44–46 transformation versus, 120–133
blaming others or circumstances as, Clean up, 165–168
46–48 Coaching, 256–258
confronting, 57–60 giving, 257
conspiring against others as, 50–52 receiving, 258
definition, 11 Co-conspirator role, 99
discussing openly, 130–131, 136, Commitment(s), 173–197
138 authentic, 184, 192–193
going it alone as, 38–40 avoidance of, 126
“I know” attitude as, 4–44 clarity about making, 190–194
insensitivity to one’s impact on committed partners’ relationship to,
others as, 40–42 174–183
need to be right and (see Need to be credibility, trust, and confidence
right) and, 175–176
not taking a stand as, 54–56 emotional (see Emotional commitment)
tolerating “good enough” as, 56–57 emotionally and intellectually com-
treating commitments casually as, mitted level of alignment and,
48–50 236–237, 240–241, 246
unidentified, 34–38 excuses for failing to fulfill, 177–180
vehicular blind spots compared, 11 gaining versus unleashing, 20–22
withholding emotional commitment holding leaders accountable for,
as, 52–53 250–251