Page 198 - HBR's 10 Must Reads for New Managers

Index

accepters, in high-intensity mutual dependence and, 119–120,
workplaces, 51–52, 57 124
achievement, 92–94 mutual expectations and, 128–129
activities, vs. goals, 45–46 relationship with, 119–120,
agenda setters, 169, 174, 176 123–131
agenda setting, 3–4 self-understanding and, 123–126
alignment, of team, 28–29 understanding the, 120–123
analysts, 168, 169–170 use of time and resources of,
approachability, 105 118, 130–131
architect, vs. bricklayer, 168, See also leaders; superiors
172–174 boss-imposed time, 151, 156
assessment, of current team, 20–26 bricklayer, vs. architect, 168, 172–174
authenticity
adaptive approach to, 103
leadership struggle with, 102–106 candor, 101
multicultural environments career advancement, 106
and, 111 chameleons, 104, 110
paradox, 101–113 change, initiation of, 14–16
playful frame of mind and, 108– change management, 174
112 character, 10
training, 107 coaching, 5, 35–36, 44, 96, 142–143
authority cognitive skills, 81
vs. approachability, 105 comfort zone, 102, 166–167
of managers, 4, 7–12 command and control, 158–159
persuasion and, 62, 65, 72–75 communication
predispositions toward, 124–126 between boss and new managers,
undermining of, 43–44 40–42
autonomy, 7, 58–59 cross-cultural, 96
competence, 10–11, 22, 36
competency models, 80–81
Best Buy, 50 confidence, 38–39, 42–44
big-picture thinking, 39, 44–46, 81 connectivity, 103
biological impulses, 89–90 consistency, 65, 69–72
boss(es) constructive feedback, 39, 46–48
becoming the, 1–18 control
compatible work style with, 118, of direct reports, 4, 12–13
122–123, 127–128 See also command and control
decision making style of, 127–128 counterdependent behavior,
getting help from, by new 124–126
managers, 16–18, 38, 40–42 credibility, 10, 11, 13, 101
information flow with, 129–130 cross-cultural dialogue, 96
managing your, 115–131 cross-functional projects, 172

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