Abdication, 102
Ability, 90
Accountability, 14, 19–25, 81–94
ability of employee, 90
choice of consequences, 101
and facilitative leadership, 101–103
impact on business, 91
impact on employee, 90–91
intrinsic/extrinsic motivations, 85–87
and responsibility, 82–85, 87–88
strategic nonintervention, 89–94
tools to help employees, 88
Aerial work platforms (cherry pickers), 31
Allen, Robert, 55
American business culture, facilitative leadership in, 103–108
Attitude, 52
Authority, and responsibility, 72
Autocratic behaviorism, 1–5, 18, 23, 78, 105
“Back-stabbing” behavior, 96
Behavioral expectations, 42
Behaviors, 29
Card Game, 10–13
Career path, limited, 98
Caterpillar, 51
Cheerleading, 57
Choice of consequences, 101
Cohen, Alfie, 86
Collaboration, 66–67
“Collegial” response, 67
“Come to Jesus” meeting, 95, 96–97
“Compassionate” boss, 60
Compliance, 73
Conflicts
avoiding, 28–29
challenge of dealing with, 15
Confrontation, 96
Constructive criticism, 23, 61, 64, 71
Constructive feedback, 58–60, 71, 74, 77
Corporate pressures, 106–108
Covey, Stephen, 95
Credibility, 61
Dependency, 73
Developmental objectives, 50–51
Direct consequences, 89, 90, 102
Discouragement, 64–66
Eddie Bauer, 85
Empowerment
as myth, 103–104
true, 104–105
Enabling, psychological definition of, 92
Encouragement, 60, 63–66, 78, 88–89
Enforcement, 14
Escalation, 67–77
Ever-rising expectations, 107
Expectations, 25–53
Bryce and Genie Industries, 31–34
characteristics of, 53
ever-rising, 107
Expectations Letters
executive in computer networking, 36–37
first-line production supervisor, 32–34
regional manager performance expectations, 39–41
sales representative expectations, 34–36
use of, 38–41
and facilitative leadership, 53
goals
developmental objectives, 50–53
and objectives, 49
operational objectives, 49–50
managing within the span of control, 12, 13–14, 22
rules vs. guidelines, 44–47
SMART criteria, 51–53
standards
effectiveness of, 47–48
as expectations of conduct, 41–43
formal, 43
informal, 43–44
understanding, 28–30
unrealistic, 107
Extrinsic motivation, 85–87
Extroverted managers, 62
Fabrications, 96
Facilitative leadership, 21, 22–23, 95–108
and accountability, 83, 101–103
in American business culture, 103–108
consequences as punishments, 98–101
corporate pressures, 106–108
“empowerment” myth, 103–104
and expectations, 53
and feedback, 78–79
framing conversation, 97–98
management focus continuum, 105
manager’s own belief system, 105–106
thoughtful plan, 96–97
tools to help employees, 88
true empowerment, 104–105
Feedback, 55–79
and accountability, 77–78
cheerleading, 57
collaboration, 66–67
as developmental discussion, 77–78
escalation, 67–77
constructive feedback, 71, 74, 77
end on the positive, 70–71
framing discussion, 69
get specific, 69–70
get to the point, 71–72
praise in public, correct in private, 71
send a clear message, 72–73
setting the tone, 74–75
treating employee differently due to performance issue, 73–74
and facilitative leader, 78–79
feedback rule 1: be honest and constructive, 58–60
feedback rule 2: get to the point, 60–61
feedback rule 3: it’s supposed to be dialogue, not monologue, 61–62
managing within the span of control, 12, 14–16, 22
reinforcement, 62–66
and discouragement, 64–66
praise and encouragement, 63–64
revisited, 88–89
six-legged sales call, 55–57
“Feedback sandwich”, 60–61
Ford Motor Company, 83
Formal standards, 43
Framing, conversation, 69, 97–98
Genie industries, 31–34
Goals
developmental objectives, 50–53
and objectives, 49
operational objectives, 49–50
Guidelines vs. rules, 44–47
“Hands-off” manager approach, 2, 27
“Hands-on” manager approach, 2
Hierarchy of Needs, Maslow’s, 18, 85
Honest feedback, 58–60
Human Resources, 73
“Hyper-vigilante”, 83
Individual operational objectives, 50
Informal standards, 43–44
Intrinsic motivation, 85–87
Introverted managers, 62
Just-do-it management culture, 6–7, 20–21, 73, 87, 104
Kettering, Charles, 25
Kissinger, Henry, 93
Laissez-faire approach, 27
Learning process, facilitating, 5, 14, 16, 20, 22, 63
Lopez, Paul, 83
Management-dependent behavior, 73, 84, 86
Management focus continuum, 105
Managers
corporate pressures on, 106–108
own belief system, 105–106
Maslow’s Hierarchy of Needs, 18, 85
Microsoft, 51
Morale, 108
Motivation, 48
managing within the span of control, 12, 17–19
Negative consequences, 92, 102
Objectives
developmental, 50–53
operational, 49–50
Operational goals, 49–50
Oracle, 86
Performance
appraisal, feedback as, 23
management, methods of, 2–4
rating, 7
Performance Improvement Plan (PIP), 17
Performance problem, 9–25
Card Game, 10–13
factors, managing within the span of control, 12
motivation, 17–19
resources, 16
selection, 16–17
solving, 61
Poor decision, 90–91
Positive accountability, intrinsic/extrinsic motivations, 85–87
Pre-call discussion, 55–56
Preplanning, 97
President Nixon, 93
Process-based feedback, 22
Public shaming, 71
Punished By Rewards (book), 86
“Rat holing”, 66
R.E.I., 85
Reinforcement, 62–66
discouragement, 64–66
praise and encouragement, 63–64
Resources, managing within the span of control, 12, 16
Response time, 38
and accountability, 19–20, 82–85
continuum, 87–88
Results-based feedback, 22
Results, managing, 6
Rules vs. guidelines, 44–47
Selection, managing within the span of control, 12, 16–17
Self-motivation, 2
Seminars, 70–71
Senge, Peter, vii
Shifts, 4–5
Skills, leadership, 52–53
SMART developmental objectives, 51–53
effectiveness of, 47–48
as expectations of conduct, 41–43
formal, 43
informal, 43–44
Strategic nonintervention, 89–94, 101, 102
ability of employee, 90
impact on business, 91
impact on employee, 90–91
Threats, 77–78
360 feedback reviews, 55
Tone, setting the, 74–75
Trial and error, 27
True empowerment, 104–105
Trust, 68
Unaterra, Albert Emerson, 9
Unrealistic expectations, 107
Validate–redirect skill, 67
Violation, of standards, 48