Note: Page references in italics refer to figures.

A

• Accountability gaps, 21–34
  • critical roles for addressing, 161–175 (See also Accountability roles)
  • disengagement issues, 25–26
  • for emerging leaders, 26–28
  • final thoughts on, 31
  • Gut Check for Leaders on, 32
  • Hard Work Rule for addressing, 30–31, 197–204
  • matrix environment issues, 24–25
  • at organization level, 23–24, 39–40, 59–60
  • overview, 21–23, 23
  • overwhelmed leaders and, 23–25
  • as skills development issues, 28–29
  • strategic initiative failures, 29–30
  • technology issues, 25
• Accountability roles, 161–175
  • of the board, 44, 46, 163–164, 168, 169
  • of the CEO, 164–165, 169
  • of the chief human resource officer, 166–168, 169
  • final thoughts on, 174
  • of front-line leaders, 170
  • Gut Check for Leaders, 168, 169, 174
  • Leadership Accountability Audit for, 168–173, 171, 183–184, 200
  • of middle managers, 170
  • overview, 161–162, 162, 169
  • of senior executives, 157, 165–166, 169, 170
  • strategic leadership conversation on, 170–173
  • See also specific leader positions
• Accountable leaders
  • author's personal story, xvii–xviii
  • context for, xiii (See also Accountability gaps; Emerging context for leaders)
  • contract for (See Leadership contract)
  • culture and (See Community of leaders; Work culture)
  • defined, xix
  • overview, xix–xxii
  • resilience and resolve of (See Hard Work Rule)
  • resources for, xxiv, 111, 116
• Adaption. See Emerging context for leaders
• Adecco Group, xviii, 189–192
• Albarrán, Tammy, 42, 44
• Amazon, 60–62, 177–179
• App, for leadership contract, xxiv
• Ardern, Jacinda, xv

B

• Bad behaviors. See Misconduct and misbehavior
• Balanced compensation strategy, 167, 188
• Bezos, Jeff, 60–62, 178
• Bianchini, Gina, 97
• Blaming behavior, of mediocre leaders, 54
• Blockbuster, 6–7
• Board
  • accountability role of, 44, 46, 157, 163–164, 169
  • Gut Check questions for, 169
  • organization-level accountability of, 44, 46
  • strategic leadership conversation with, 170–173
• Bock, Laszlo, 91
• Brilliant jerks, 44, 197, 205–206
• Brown, Brené, 121
• Bullying, 55, 113, 196
• Burnout, 25, 55
• Burns, James MacGregor, 22
• Business Roundtable, on purpose of corporations, 14–15

C

• Camp, Garrett, 42
• Can You Hear Me? (Morgan), 25
• Celebrating success, 69, 101, 189, 213
• CEO (chief executive officer)
  • accountability gaps of, 27–28
  • accountability role of, 157, 164–165, 168, 169
  • as activists, 14–15
  • board's accountability of, 163–164
  • career longevity of, 8
  • community building by breaking down, 218–219, 221
  • culture-level accountability of, 90, 91
  • Gut Check questions for, 169
  • individual-level accountability of, 65, 109, 163–165
  • leadership contract for, 181, 186
  • optimism of, 7
  • organization-level accountability of, 41, 42–46
  • strategic leadership conversation with, 170–173
• Chartered Professional Accountants of Canada (CPA) commercial, 223
• Chief executive officer. See CEO
• Chief human resources officer (CHRO)
  • accountability role of, 157, 166–168, 169, 172
  • Gut Check questions for, 169
  • hiring process for, 165
  • leadership contract development with, 181
• Christensen, Clay, 4
• Cisco, 187
• Clarity
  • of accountability roles, 168, 169
  • assessment of, 127, 129–131
  • of culture-level accountability, 95, 102
  • of individual-level accountability, 113, 114–120
  • leadership contract for, 180, 181–189, 182 (See also Leadership contract)
  • of matrix structures, 24–25
  • of strategic initiatives, 29–30 (See also Strategic clarity)
  • of team-level accountability, 73, 73–77, 78, 80–82, 82–83, 127
• Clean Air Act violation, 90–91
• Collins, Jim, 58–59
• Commitment to leadership
  • accountability gaps and, 22
  • accountability roles for, 161–168, 169 (See also specific leader positions)
  • assessment of, 128, 129
  • for community building, 143–145
  • culture-level accountability and, 95
  • for diversity, 13–14
  • expectations of, 180
  • as leadership contract term, xxi, xxi
  • team-level accountability and, 73, 73–76, 78–80, 79, 83–84, 84–85, 131–132
  • See also Obligation of leadership
• Community building, 143–156, 209–222
  • for addressing accountability gaps, 162, 162 (See also Accountability roles)
  • assessment of, 210–215, 211, 216
  • community, defined, 98
  • Community of Leaders Survey and, 214
  • culture-level accountability and, 97–98
  • example of, 220–221
  • final thoughts on, 156, 222
  • followership and, 145–146, 154–155
  • Gut Check for Leaders, 156, 222
  • individual-level accountability and, 122–123
  • leadership development programs for, 219
  • leadership forums on, 217–219
  • one-company mindset for, xxii, 102, 147–149, 212, 213
  • organization-level relationships and, 122–123, 153–154, 215–219
  • overview, 143–147, 144, 209, 210
  • reputation cultivation, 149–151
  • servant leadership, 145–146, 154–155
  • silo break down for, 145, 152–153, 213
  • strategic clarity for, 210–212
  • triggers for, 221–222
  • united front as, 75, 102, 115, 139–140, 212
• Community of leaders
  • assessment of, 210–215, 211, 216
  • characteristics of, 95–96, 96, 99–100, 99–103
  • culture created by, xiii, 94–98, 180 (See also Work culture)
  • current state of, 99, 99–103, 105n12
  • defined, 95
  • hiring process for, 204–206
  • as leadership contract term, xxi, xxii
  • servant leadership, 145–146, 154–155
  • standards set by, 60–62
  • trickle-down effect of, xxiii, 26, 56–58, 57, 92–94, 201–202, 205–206
• Context. See Accountability gaps; Emerging context for leaders
• CPA (Chartered Professional Accountants of Canada) commercial, 223
• Culture-level accountability. See Community of leaders; Work culture

D

• Davey, Liane, 39
• Dehaze, Alain, 190–192, 191
• Dieselgate, 90–91
• Director of board, 164
• Diversity, as adaption driver, 13–14
• Drivers of adaption, 9–15
  • corporation repurposing, 14–15
  • final thoughts on, 223–224
  • geopolitical instability, 10–11
  • overview, 9, 9
  • revolutionizing work, 11–13
  • transformative technologies, 9–10
  • work culture and, 13–14
• Dual response, of accountable leaders, xxiv–xxvi, xxv, 108, 159, 224–225. See also Accountability roles; Community building; Individual-level accountability; Organization-level accountability; Team-level accountability
• Dying for a Paycheck (Pfeffer), xvii

E

• Edmondson, Amy, 136
• Emerging context for leaders, 3–19
  • clarity on, 64–65, 74, 77
  • drivers of, 9, 9–15 (See also Drivers of adaption)
  • final thoughts on, 15–16, 223–224
  • gut check for leaders, 16
  • leadership-context relationship for, 8–9
  • leadership contract development and, 182–183
  • to retail apocalypse, 6–7
  • Sears' inability to adapt, 3–6
• Emerging leaders
  • accountability gap for, 26–28
  • culture-level accountability and, 98
  • individual-level accountability for, 118–120
  • leadership turning points, 118–119, 207
  • support for, 188, 206–207
• Employee recruitment, 163, 165, 187–188, 204–206
• Engagement of workers
  • for community building, 212
  • culture-level accountability and, 101
  • mediocre leaders' impact on, 56, 57
• Executive team. See Senior executive team
• Expectations, of leadership. See Leadership contract
• External forces. See Emerging context for leaders

F

• The Fearless Organization (Edmondson), 136
• The Fifth Discipline (Senge), 60
• Financial Crisis of 2008, 39–40
• Financial Times, on Volkswagen scandal, 91
• The Five Dysfunctions of a Team (Lencioni), 72
• Folkman, Joe, 58
• Fowler, Susan, 42
• Frei, Frances, 43–44
• Front-line leaders, 27, 118–119, 170, 207
• Fucci, Mike, 215
• Future context for leaders. See Emerging context for leaders
• Future Series (FU.SE) conference, 10

G

• Gallup report, 26
• Gardner, John, 21, 64
• Geopolitical instability, 10–11
• Geostrategic risk, 11
• Getting tough. See Hard Work Rule
• Good to Great (Collins), 58–59
• Greenleaf, Robert K., 145
• Grenny, Joseph, 72
• The Guardian, on future of work, 12
• Gut Check for Leaders
  • on accountability roles, 168, 169, 174
  • on community building, 156, 222
  • on crisis of leadership, 32
  • on culture-level accountability, 104
  • on emerging context for leaders, 16
  • on individual-level accountability, 66, 122
  • leadership contract, 193
  • on organization-level accountability, 47
  • on team-level accountability, 86

H

• Hard Work Rule, 195–208
  • for accountability gaps, 30–31, 197–204
  • assessment of, 198–202, 199
  • for community building, 212–213
  • culture-level accountability and, 100–101
  • for emerging leaders, 206–207
  • hiring for culture, 204–206
  • for individual-level accountability, 62, 120–122
  • as leadership contract term, xxi, xxii
  • overview, xxii, 195, 196
  • taking action and, 200–202, 203–204
  • team-level accountability and, 132–139
  • zero tolerance for misconduct, 196–197
• Harman, Willis, 14
• Harvard Business Review
  • on community, 97–98
  • on future of work, 12
  • on optimism and accountability, 64
  • on self-accountability failures, 30
  • on team-level accountability, 72
• Heroic model of leadership, 23, 93–94, 95
• Hiring process, 163, 165, 187–188, 204–206
• Holder, Eric, 42, 44
• HR. See Human resources
• Huffington, Arianna, 44
• Human resources (HR)
  • accountability as function of, 38, 47
  • culture responsibilities of, 90, 91
  • leadership contract toolkit by, 186
  • mediocre leaders transferred to, 202–203
  • organization-level accountability of, 38, 47
  • See also Chief human resources officer

I

• IBM, 10
• Individual-level accountability, 51–67
  • assessments of, 111–114, 112
  • author's personal story, 41, 51–52
  • barriers to, 58–60
  • of CEOs, 65, 109, 163–165
  • characteristics of, 60–65, 61
  • of chief of human resources, 167
  • for emerging leaders, 118–120
  • expectations of, 114–120
  • final thoughts on, 65, 122, 224
  • gaps in, 30–31
  • Gut Check for Leaders, 66, 122
  • Hard Work Rule, 62, 120–122
  • importance of, 109–110
  • of mediocre leaders, 52–60 (See also Mediocre leaders)
  • optimism and, 64
  • at organization level, 120–122
  • reinforcement of, 116–118
  • of senior executives, 166
  • standards for, 60–62
  • strategic clarity and, 63–64
  • strategies for, 110, 114–123
  • team-level accountability and, 72, 73, 81
• Inflection point, 40
• In Their Time (Mayo & Nohria), 8
• Isaac, Mike, 45

K

• Kaiser, Rob, 30
• Kalanick, Travis, 42–46
• Kamel, Fawzi, 43
• Katsoudas, Fran, 187
• Katzenbach, Jon, 72
• Khosrowshahi, Dara, 44
• Knightsbridge Human Capital Solutions, xviii

L

• Lampert, Edward, 5–6
• Leadership Accountability Audit, 168–173, 171, 183–184, 200
• Leadership Accountability Nine-box, 198–202, 199
• Leadership contract, 177–194
  • assessment of, 111–114, 112
  • benefits of, 179–180
  • context for, 181–184
  • development of, 131–132, 133–134, 181–189, 182
  • draft of, 184–185
  • for employee recruitment, 187–188, 206
  • examples of, 178–179, 187, 189–192, 191
  • failure path to avoid, 181
  • finalization of, 185
  • final thoughts on, 193
  • Gut Check for Leaders, 193
  • Hard Work Rule and, 135
  • Leadership Accountability Audit and, 184
  • organization-wide cascading of, 185–187
  • overview, xix–xx, 177
  • resigning at transition to leadership points, 207
  • resource for, 116
  • taking action on, 187–189, 200–201
  • for team-level accountability, 131–132, 133–134
  • terms and conditions of, xx–xxii, xxi (See also Hard Work Rule)
• The Leadership Contract (Molinaro)
  • on accountability gaps, 22–23
  • on community of leaders, 95
  • for emerging leaders, 118–120
  • for employee recruitment, 187–188
  • on Hard Work Rule, 62
  • leadership accountability defined by, xix
  • public response to, xx
  • on relationship building, 154
  • as resource, xxiv, 116
  • on system-level accountability, 41
  • on work culture types, 93
• The Leadership Contract Field Guide (Molinaro)
  • on leadership contract development, 181–182
  • Leadership Timeline Activity of, 139
  • on mediocre leaders, 52
  • overview, xxvi
  • on relationship building, 154
  • as resource, xxiv, 111
  • on tough conversations, 136–137
• Leadership Contract Inc. app, xxiv
• The Leadership Gap (Molinaro & Weiss), 38, 92, 150–151
• The Leadership Pathway framework, 39
• Leadership Solutions (Molinaro, Weiss, & Davey), 39
• Leadership Timeline Activity, 139
• Leadership turning points. See Emerging leaders
• Lencioni, Patrick, 72
• LHH (company), xviii
• Liswood, Laura, 13
• The Loudest Duck (Liswood), 13

M

• Ma, Jack, 62
• “Mail it in” habit, 152–153
• Making it. See Commitment to leadership
• Managers. See Middle managers
• Marchionne, Sergio, 203
• Mayo, Anthony J., 8
• Mediocre leaders
  • assessment of, 113–114, 197–200
  • characteristics of, 53–56, 54
  • Hard Work Rule for addressing, 197–204
  • impact of, 56–60, 57, 201–202
  • leadership contract and, 180
  • prevalence of, 52–53
  • strategic initiative failures by, 30
  • taking action on, 200–204
• Mediocre teams
  • assessment of, 129
  • mediocre, defined, 52
  • prevalence of, 71, 76, 77
• Middle managers
  • Leadership Accountability Audit and, 170
  • organization-level accountability of, 41, 46–47
  • transitions to, 119, 207
• Mintzberg, Henry, 97
• Misconduct and misbehavior
  • accountability gaps and, xiii, 21–22
  • board's role in dealing with, 163
  • defined, 196
  • toxic work culture and, 42–44
  • zero tolerance for, 195–197
• Molinaro, Vince
  • career of, xvii–xviii
  • individual-level accountability experience, 41, 51–52
  • The Leadership Contract, xix, xx, xxiv, 22–23, 41, 62, 93, 95, 116, 118–120, 154, 187–188
  • The Leadership Contract Field Guide, xxiv, xxvi, 52, 111, 136–137, 139, 154, 181–182
  • The Leadership Gap, 38, 92, 150–151
  • Leadership Solutions, 39
• Morgan, Nick, 25

N

• National Association of Corporate Directors (NACD), 163
• Navy Seals, 196–197
• Netflix, 6–7
• Newton, Richard, 12
• New York Times, on Amazon's work culture, 178, 179
• Nohria, Nitin, 8

O

• Obligation of leadership
  • accountability gap due to failures of, 30–31
  • crisis of leadership and, 22
  • as individual-level accountability expectation, 114–120
  • as leadership contract term, xxi, xxi–xxii
• One-company mindset
  • for community building, xxii, 147–149, 212, 213
  • of community of leaders, 102, 212, 213
  • leadership contract and, 180
• On Leadership (Gardner), 21
• Optimism
  • for community building, 212
  • culture-level accountability and, 101
  • during emerging contexts, 7
  • final thoughts on, 225
  • individual-level accountability and, 64
  • team-level accountability and, 75, 78, 84
  • tough-minded optimists, 64
• Organizational Culture and Leadership (Schein), 92
• Organization-level accountability
  • barriers to, 23–24, 39–40, 42–45, 59–60
  • as business issue, 38
  • community building and, 122–123, 153–154, 215–219
  • evolution of, 37–42, 38
  • final thoughts on, 47, 224–225
  • Gut Check for Leaders, 47
  • importance of, 45–47
  • individual-level accountability at organization level, 120–122
  • inflection point of, 40
  • integration issues, 38–39
  • leadership accountability issues, 40–42
  • transformation issues, 40
  • work culture issues, 42–45
• Outlook on the Global Agenda 2015 (World Economic Forum), 22
• Overfield, Darren, 30
• Ownership of leadership. See Commitment to leadership; Obligation of leadership
• Oxford University, on future of work, 12

P

• Pfeffer, Jeffrey, xvii
• Publilius Syrus, 224

R

• Randolph, Marc, 6–7
• Resilience and resolve. See Hard Work Rule
• Results-Based Leadership (Ulrich, Zenger, & Smallwood), 30–31
• Retail apocalypse, 6–7
• Ripple effect, xxiii, 26, 56–58, 57, 92–94, 201–202, 205–206
• Rometty, Ginni, 90

S

• Scandals. See Misconduct and misbehavior
• Schein, Edgar H., 92
• Schwab, Klaus, 9–10
• Sears, 3–6, 15
• Self-accountability. See Individual-level accountability
• Senge, Peter, 60
• Senior executives
  • accountability role of, 157, 165–166, 169, 170
  • chief of human resources role in accountability of, 167
  • Gut Check questions for, 169
  • leadership contract and, 186
  • at leadership forums, 218
  • organization-level accountability of, 41, 46
  • team-level accountability and, 131–132, 133–134, 166
  • transitions to, 119, 207
• Senior executive team
  • culture-level accountability and, 101–102
  • evolution of, 70–71
  • Leadership Accountability Audit and, 170
  • organization-level accountability of, 41, 46
  • strategic leadership conversation with, 170–173
• Severance costs, 202
• Sexual harassment, xiii, 21, 42–44. See also Misconduct and misbehavior
• The Silo Effect (Tett), 102
• Silos
  • community building by breaking down, 145, 152–153, 213
  • crisis of leadership and, 24
  • culture-level accountability and, 94, 102
  • team-level accountability and, 75, 79, 84
• Sisyphean task, defined, 31
• Smallwood, Norm, 30–31
• Smith, Brad, 10
• Smith, Douglas, 72
• S&P 500 companies, 7
• The State of the American Manager (Gallup report), 26
• Stepping up. See Obligation of leadership
• Strategic clarity
  • accountability gap and, 29–30
  • for community building, 210–212, 219
  • conversation on, 170–173
  • culture-level accountability and, 101
  • on external forces, 64–65, 74, 77
  • individual-level accountability and, 63–64
  • leadership contract development and, 182
  • strategic ambiguity, defined, 63
  • team-level accountability and, 74
• Strategy execution
  • accountability roles for, 163–164
  • barriers to, 29–30, 209
  • at culture level, 102
  • at organization level, 41–42
  • See also Leadership contract
• Stress, in the workplace, xvii, 25, 55, 56, 71
• Su, Lisa, 63–64
• Superhero work culture, 23, 93–94, 95
• Super Pumped (Isaac), 45
• Support. See Trust and support

T

• Taylor, Bill, 64
• Team-level accountability, 69–87, 125–141
  • accountability roles for, 131–132, 133–134, 165–168
  • assessment of, 125–129, 126–128
  • clarity of, 73, 73–77, 78, 80–82, 82–83, 127
  • commitment to, 73, 73–76, 78–80, 79, 83–84, 84–85, 131–132
  • evolution of teams, 70–71 (See also Senior executive team)
  • final thoughts on, 85, 140
  • Gut Check for Leaders on, 86, 141
  • Hard Work Rule, 132–139
  • individual and collective accountability, 72, 73, 81
  • leadership contract for, 131–132, 133–134, 188–189
  • mediocre team prevalence, 71, 76, 77, 129
  • overview, 69–70
  • performance and accountability correlation, 76, 80–85
  • purpose of, 71–73
  • standards for, 75, 78–79
  • study on, 71, 75–84, 87n10
  • tough conversations about, 136–137
• Technology
  • as adaption driver, 9–10
  • as challenge to leadership, 25
• Tett, Gillian, 102
• That Will Never Work (Randolph), 6–7
• The Adecco Group, xviii, 189–192
• Thoroughbred work culture, 94, 95, 212
• Tough conversations
  • for community building, 212–213
  • with teams, 136–137
  • trust and support for, 151
  • See also Hard Work Rule
• Tough-minded optimists, 64
• Toxic work culture, xvii, xviii, xxviin3, 42–45, 102
• Transitions to leadership. See Emerging leaders
• Trickle-down effect, xxiii, 26, 56–58, 57, 92–94, 201–202, 205–206
• Trump, Donald, xiv, 42
• Trust and support
  • community building and, 214
  • culture-level accountability and, 95
  • relationship building and, 153–154
  • stages of, 150–151

U

• Uber, 42–47, 90
• Ulrich, Dave, 30–31
• United front, 75, 102, 115, 139–140, 212
• U.S. Navy Seals, 196–197

V

• Values. See Work culture
• Volkswagen, 90–91
• Vulnerability, 121–122

W

• Wall Street Journal, on Uber's work culture, 44
• Weiss, David, 38, 39, 92, 150–151
• Wells Fargo, 22, 90
• Winterkorn, Martin, 91
• Work, future of, 11–13
• Work culture
  • accountability gap and, 24–25
  • accountability roles and, 163, 165, 166, 167
  • as adaption driver, 13–14
  • as an asset, xvi, 90–91, 94–98
  • culture, defined, 92
  • current state of, 98–103, 99–100, 105n12
  • drama and, 56–57
  • final thoughts on, 103
  • Gut Check for Leaders, 104
  • leader-created, xiii, 42–45, 92–98, 178–179, 180 (See also Community of leaders)
  • as a liability, 89–91
  • toxic work culture, xvii, xviii, xxviii, 3, 42–45, 102
• Workplace stress, xvii, 25, 55, 56, 71
• World Economic Forum, 22
• World Health Organization, 25

Z

• Zenger, Jack, 30–31, 58
• Zombie-like work culture, 93, 95