Page 301 - Fearless Leadership

288 Index

Covering up, accountability and, 252 Energy, high performance teams and, 244
Credibility, commitments and, 175–176 Engaging people, 136, 138
Cultural differences, talking straight context and, 271–275
and, 210–211 Evidence, gathering to prove you are
right, 73
Decision making, declaring decision Exceptions, automatic listening and,
types and, 229–235 81–84
Decisive action, taking despite discomfort, Excuses for failing to fulfill commit-
125–127 ments, 177–180
Denial, moving beyond, 90
Difficult conversations/situations, Fear, moving toward versus avoiding
avoiding (see Avoiding difficult uncomfortable situations and,
conversations/situations) 119–127
Discomfort: Fearless leadership, 3–32
gaining comfort with, 207 acting as owner and, 127–128
moving toward versus avoiding behavioral change needed for, 7–8
uncomfortable situations and, being unreasonable and, 132
119–127 building committed partnerships
taking decisive action in spite of, and, 131–132
125–127 characteristics of, 22–25
(See also Avoiding difficult conversa- confronting blind spots and, 57–60
tions/situations) decision to become a fearless leader,
25–27
Effectiveness, trading for being right, definition of, 4
68–70 five requirements for, 127–132
Either-or thinking, 74 getting outside victim triangle and, 99
Emotional commitment: invitation to become a fearless
convincing versus enlisting and, leader and, 28–29
134–135 moving toward versus avoiding issues
emotionally and intellectually and, 119–127
committed level of alignment need for, 18
and, 236–237, 240–241, 246 openly discussing blind spots and,
transformation and, 120–133 130–131
withholding, as barrier to authentic promise and results of, 5–6
alignment, 222–224 purposeful choice to play big and,
withholding, as blind spot, 52–53 268–271
(See also Taking a stand) taking a bold stand and, 129–130
Emotional honesty, 207–208 taking 100% accountability and,
Emotionally and intellectually committed 127–128
level of alignment, 236–237, 240–241 what it is and is not, 110–111