Page 318 - The extraordinary leader
P. 318
294 • Index
Competency approach (continued) Customers
confidence, 96–97 emphasis on, 123–124
cross training, 96 satisfaction, 34–36
flaws, 83–89
halo effect, 90–96 Dalton, Gene, 59, 89, 111, 129
personal attributes, 91, 92 De Pree, Max, 54, 255
poor execution, 88–89 Dependency, 59
success, 96–97 Development process, 268
Competency behaviors, 98–104 Direct report development, 184–185
character, 98–99 Directing change, 71–72
interpersonal skills, 101–103 Diversity, 208
leading change, 103–104 Drapeau, 154
personal capability, 99 Drucker, Peter, 87, 219–221,
results, 100–101 241, 244, 247
Competency companions, 170–172, Dweck, Carol, 164
174–189
character, 177–178 Effectiveness, 180–181
effectiveness, 180–181 philosophies re, 133–134
innovative, 181 Egalitarian culture, 210
integrity, 176 Eisenhower, General Dwight, 18
interpersonal skills, 184–187 Employee satisfaction, 233–235
mechanisms of, 175–177 Employees, committed, 36
organizational change, Enrico, Roger, 206
187–188 Evolving Role of Executive Leadership,
personal capability, 178 The, 240
productivity, 183–184 Expectations, 244–245
responsibility, 182
risk taking, 181–182 Fairness, within organization, 126–127
strategy, 188–189 Fatal flaws, 23, 136, 149–166
stretch capacity, 181 common types, 152
trust, 176 commonality of, 159–166
Competency drivers, fixing of, 222
117–118 frequency of, 151–152
Confidence, 96–97 multiple, 152
COP Model, 112–114 repairing, 160–162
Covey, Stephen, 55 types, 152–159
Credibility, 54 Feedback, 210, 223–224, 254–255
Cross training, 96, 203–204 fatal flaws and, 161–162
