The Act of Leadership

Index

• • Accountability Dial™, Jonathan Raymond 231–232
  • accountability of people 227, 232–239
  • action phase of change 248–249
  • actively disengaged employees 122–125
  • actively engaged employees 122–125
  • agenda for meetings 196
  • agreed norms, setting 228
  • algorithms and bias 57
  • All Blacks rugby union team 129–130
  • ambition for self 4–6
  • Anya's confidence and likeability 12–13
  • Appreciative Inquiry 160–161
  • The Art of the Samurai 79–80
  • artificial intelligence and bias 57
  • assumptions, traps in making 45
  • asynchronous communication 190
  • authentic engagement, requirements of 137–138
  • autocratic style 18–19
  • automatic negative thoughts (ANTs) 73–77
  • autonomy 131–132

• • Batson, Dan (social psychologist) 28–30
  • being present
    • — at meetings 197–198
    • — in coaching 175
  • being too busy, as hurdle 166–173, 208–210
  • beliefs, misguided 46
  • belonging, sense of 128
  • best, showing up as your 37–38
  • biases, cognitive 47–58
  • black and white thinking 74
  • blindspot bias 47–48
  • Blue (Thinking) mind 32–35
  • ‘the boundary' in accountability 237
  • breathe and do nothing 35–37
  • breathing, being mindful of 36–37
  • bridging the gap 77
  • bus, building together 156–163
  • busyness, as hurdle 166–173, 208–210

• • cafeteria kitchen experiment 135–136
  • carrot-and-stick approach to engagement 126–128
  • catastrophising 73–74
  • challenges
    • — avoiding 64–65
    • — framing 208–212
  • change
    • — incentives for 149–150
    • — Knoster, Villa and Thousand model of 142–155
    • — nature of 245–249
    • — planning for 153–155
    • — resources for 150–152
    • — skills for 148 ...