8618 Chapters
Medium 9781576753088

Action: Upend the Pyramid

Jennings, Ken Berrett-Koehler Publishers ePub

Look, Son,” Dad said at breakfast this morning, “I know that you and I need to talk. I know it,” he repeated, making sure that I heard him.

Dad really looked at me when he said this, his eyes revealing what they usually keep hidden, a depth of love for me and his understanding of my need. We’d talk. My dad and I would not miss our chance.

“But today, Mike,” he continued, “I want you to go to work. Dive in, Son! Please!”

There it was again. “Please.” I just looked at him for a moment, trying to get my bearings. Dad and I were going to make a connection—that’s what he just promised. Underneath everything else, that’s all I really wanted.

But right now seemed as good a time as any to start that talk. It’s not like we have all the time in the world, right? And there have been other promises—ball games he wouldn’t miss, the speech I was going to give at my high school graduation. He’d get there in time, he had promised.

“Okay, Dad,” I said, nodding my head. It wasn’t okay. But I wasn’t ready, either, truth be told. I wasn’t ready to go to that place I would need to go when we had our talk. Everything was too upside down. The news of last night was too fresh, my torn feelings of love and hurt too jumbled. So, I’d go to work today. I’d try to please, like he asked. It’s familiar ground.

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Medium 9781626569812

Decision Time

Miller, Mark Berrett-Koehler Publishers ePub

When Charles left the meeting, his team was waiting for him. “How was it?” Rose asked excitedly.

“We’ll have to wait and see,” Charles said. “They were very good listeners. They asked thoughtful questions and I answered them. Nothing I wouldn’t have expected.”

“What did they say about the assessment results?” Kim asked.

“They were not happy with the numbers. They also were not sure that long-term we were asking the best questions to judge our progress toward a leadership culture. I welcomed their input and promised them a copy of our new scorecard as soon as it is completed.”

“What’s next?” Bob asked.

“We should go back to work. We have a lot to do regardless of how much money we have in next year’s budget,” Charles said.

Gary was a bit confused. “I agree with ‘go back to work,’ but I don’t understand your last comment, ‘regardless of how much money.’”

Charles responded, “Let me say it like this: We now have a picture of the future we did not have six months ago. Even if our budget were cut in half, I still want to create a leadership culture. How about you?”

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Medium 9781626563254

#3 Manage Your Worries

Manning, John Berrett-Koehler Publishers ePub

In your efforts to build greater courage, you might find yourself preoccupied with worry. The origins of the word worry are in the root words for choke or strangle. Worry is a toxic emotional condition that can feel like it’s choking us at times, even though most of what we worry about doesn’t ever happen. Nevertheless, many of us spend a lot of energy on the “what ifs” in life. We often find ourselves thinking about threats, pitfalls, and failures—a mindset that, like fear, can easily spiral out of control and hold you back from reaching your potential.

It’s important for you to spot worry and realize its symptoms. Anxiety and procrastination can paralyze your potential to lead effectively. Chronic worrying can not only keep you from acting when you need to the most, but it can also blow you off an already windy course, prevent goal achievement, and crush dreams. Worse, it may even fuel compulsive and self-defeating behaviors.

MAP had a client whose vice president of human resources was struggling with her boss, the CEO. Specifically, the CEO wasn’t listening to all the recommendations that the VP was making to support the management team. Therefore, the VP was both frustrated and worried. In the end, however, the VP couldn’t control her boss, only her worries. So MAP coached her to invest more energy into those areas and aspects of her work that she could control. The result was reduced stress and anxiety.

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Medium 9781567262438

Chapter 5: Definitions

Arnold, William G. Berrett-Koehler Publishers ePub

Many of the terms related to the administration of the Prompt Payment Act have a common meaning in everyday life, but they take on a special meaning related to the act. For ease of reference, these terms are arranged alphabetically below. References to later chapters appear if a term is explored at length later in the book.

43. What constitutes an accelerated payment?

An accelerated payment is a payment that is made before the calculated due date.1 Chapter 8 discusses accelerated payments in more detail.

44. What is acceptance?

Acceptance is an acknowledgement by an authorized government official that goods or services received comply with contract requirements.2

45. Does acceptance apply to partial deliveries or just final deliveries?

Acceptance also applies to partial deliveries.3

46. Is acceptance the same thing as receipt?

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Medium 9781605093444

Chapter 8 Who Am I? Learning from and Leveraging Self-Awareness

Greenberg, Danna Berrett-Koehler Publishers ePub

James Hunt, Nan S. Langowitz, Keith Rollag,
and Karen Hebert-Maccaro

AT THE CORE OF ENTREPRENEURIAL LEADERSHIP IS AN INDIVIDUal’s deep understanding of him- or herself, the context in which he or she is operating, and his or her network of relationships. Returning to the Clorox Green Works example discussed in the introduction, the success of the venture was dependent on a few entrepreneurial leaders’ being deeply connected to their values regarding the environment and the safety of families. These leaders’ passion to follow their values and put them into practice brought Green Works to market. Similarly, Robert Chatwani’s passion for supporting artisans in developing countries was fundamental to the founding of WorldofGood.com (see chapter 4). Focusing on their own passions, these entrepreneurial leaders created teams who shared their vision for bringing a social and economic opportunity to fruition.

Beyond understanding themselves, these entrepreneurial leaders were also successful because they were aware of and responsive to the context in which they were operating. In the case of Green Works, the entrepreneurial leaders developed insight into why a certain population was interested in natural cleaning products. By connecting to the values and not the demographics of this group, they opened up a new market for Clorox and for the natural-products industry as a whole. Similarly, Chatwani’s interactions with the local artisans in India helped him understand the needs of this community. His knowledge of eBay and its values also enabled him to garner internal support for WorldofGood.com by showing how the opportunity connected to eBay’s culture.

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