Page 304 - Fearless Leadership

Index 291

Playing big versus playing small (Cont.): Rules of engagement, in high perfor-
personal context and, 90–92 mance organizations, 242–243
purposeful choice to play big and,
268–271 Secrets, 203–205
resignation and, 93–96 Self-sufficiency as blind spot, 38–40
victim mentality and (see Victim Situations, difficult, avoiding
mentality) (see Avoiding difficult conversa-
Pleading, 254, 255 tions/situations)
Problem resolution: Slippery promises, 184, 186–187
ineffective, need to be right and, 83 Straight talk (see Talking straight)
(See also Breakdowns; Conflict) Success:
Promises, commitment compared with, committed partnerships for, 146–148
183–190 measuring, 278–279
Putting all issues on the table:
holding each other accountable and, Taking a stand, 23, 115–143
258–259 courage for, 129
talking straight and, 209 elements of, 135–140
failure to take a stand and
Reasons, results and, 252–253 (see Indecision)
Reconnecting people to organization, moving toward versus avoiding issues
132–140 and, 119–127
convincing versus enlisting and, reconnecting people to organization
134–135 and, 132–140
taking a stand and, 132–140 Talking straight, 199–218
Referee, avoiding playing role of, accountability and, 213–214
262–263 aligning on future action and, 215–216
Relationships, trading for being right, asking permission for, 214–215
68–70 being willing to be uncomfortable
Requests for commitments, making and and, 207
managing, 194–195 cultural sensitivity and, 210–211
Resignation: emotional honesty and, 207–208
playing big versus playing small and, precision and, 208–209
93–96 price of avoiding difficult conversa-
victim mentality and, 96 tions and, 200–205
Resigned level of alignment, 236, putting all issues on the table and,
237–238 209
Results, reasons and, 252–253 requiring straight talk from your
Results orientation, 22, 24–25 group and, 210
Revoking commitments, 193–194 speaking responsibly and, 208–209
Rigidity as blind spot, 42–44 as a team, 216–217