How to Be a Good Leader When You've Never had One

Index

• A
• Abstract communication, 83–84
• Action:
  • in crises, 136, 137
  • vision followed by, 91–92, 98, 175
• Adversity:
  • finding your role and because in, 1–6
  • leading in times of, see Crisis leadership
• America, founding of, 92
• Apex Leaders:
  • embracing synergy of, 177
  • strengths and challenges for, 141
  • vision and strategy of, 145–150
• Archetypes of leadership, 139–143. See also individual archetypes
  • Apex Leaders, 141
  • Forge Leaders, 142
  • Ignitor Leaders, 141–142
  • Nexus Leaders, 142–143
  • strengths and weaknesses of, 177
• Asking the right questions, 77
• Assured communication, 81–83
• Astor, Bill, 117
• Attention to detail:
  • disguising micromanagement as, 44–45
  • by Forge Leaders, 159
• Authority:
  • perception of, 95
  • speaking with, 84–85, 88

• B
• Bad leaders. See also Great leaders
  • communication by, 85–87
  • lack of empathy in, 50–52
  • micromanagement by, 44–45
  • misperception of dictatorship by, 45–46
  • over‐delegation by, 48–49
  • self‐deception by, 42–44
  • self‐promotion by, 46–48
• Balance:
  • for Apex Leaders, 150
  • of autonomy and oversight, 77
  • for Forge Leaders, 157
  • of hands‐on with oversight, 72–73
  • of hard and soft power, 34–35
  • for Ignitor Leaders, 151
  • for Nexus Leaders, 168
• Because, 3, 53–63
  • finding your, 7
  • leading from, 37–38
  • living your, 55–56, 61–63
  • moving from why to, 53–55
  • power of, 55
  • statements of, 55–61
  • why vs., 4
• Because statements, 55–61
  • Merritt's embodiment of, 58–61
  • for team's sense of purpose, 38
  • writing your, 56–58
• Being who you are, 61–63
• Belief in oneself, 60–61
• Belonging ...