INDEX
active listening, 215–216
age groups, motivation for different, 101–105
assessing employees, questions for, 27–32
attitudes, right, 47–66
brainstorming, 63–64
choosing, 57
developing, 57–62
identifying, 51–57
autonomy, employee, 126–127
Baby Boomers, 102–103
changing role of potential star, 141–143
clarifying expectations for potential star, 140–141
clarity, importance of, 229–231
Coach and Connect, 198–201, 209–224
benefits of, 198–201
conducting a session, 212–221
coaching, 191–208
criteria, 194–198
employee weaknesses, 96–98
leaders, 201–202
potential stars, 140
productive-but-difficults, 171–172
roadblocks to, 232–235
stubborn employees, 98
confronting employees, 70–71, 74–76, 169–170
consistency in leadership, 184
culture, business, 14, 159–160
developing right attitude lists, 57–62
acronyms in, 60
alliteration in, 60–61
common sayings in, 61
company legends in, 61–62
Rule of Three in, 59
drive, 37
employee behaviors and traits
blooming where planted, 40–42
displays asinine behavior, 168–169
do not care about their work, 149
drive, 37
earned colleagues’ respect, 43–44
good track record, 42–43
has no concept of time, 152
has wrong trajectory, 150–151
hoards information, 136–137
integrity, 37–38
little interest in improving, 135
little passion for work, 135
maturity, 34–35
measures hours, 137
needs support for basic duties, 136
negativity, 149–150
passion, 36–37
positivity, 39–38
receives bad reports, 150
reliability, 39
running with a star crowd, 40
stirs up drama, 166–167
thinks only of themselves, 167–168
good track record, 42–43
undermines leader’s initiatives, 165–166
violates company values, 148–149
works hard only for incentives, 138
employee qualification, 105–106
employee weaknesses, coaching, 96–98
employee’s personal life, 106–107
firing employees, 173–174
flatterers, 205
Generation Xers, 102–103
great vs. not-as-great employees, 32–33
HR conversations, 225–237
conducting, 226–229
importance of clarity in, 229–231
importance of people in business, 19–20
increased responsibility given to stars, 129
incremental change, 100–101
insider access, 127
integrity, 37–38
leaders,
coaching 201–202
priorities of, 21–22
productive-but-difficult, 174–175
leadership lessons, 178–188
consistency, 184
patience, 186–187
praising and rebuking, 186
power vs. authority, 180–182
rules vs. relationship, 179–180
setting the tone, 187–188
standards, sticking to, 183
strictness vs. leniency, 184–186
leadership skills, 177–190
leading a team well, 22–24
managing people, 23
money as a reward, 121–122
not-as-great vs. great employees, 32–33
parenting informing leadership skills, 177–190
patience in leadership, 186–187
People Action Steps, 24, 44, 65, 76, 91, 107, 116–117, 129–130, 143, 160, 175, 189, 206, 223, 236
people in business, importance of, 19–20
people myths that affect companies, 93–107
performance evaluations, 193–194
perks, 128–129
personal attention given to stars, 128
personal growth opportunities, 124–125
personalized gifts, 122–123
political operators, 204
potential stars, 133–144
coaching, 140
changing role of, 141–143
clarifying expectations for, 140–141
signs of, 134–138
support for, 138–143
power vs. authority, 180–182
praising and rebuking, 186
priorities of a leader, 21–22
productive-but-difficults
(employees), 163–176
coaching, 171–172
confronting, 169–170
firing, 173–174
leader, 174–175
reprimanding, 171
signs of, 165–169
steps toward replacing, 172–173
questions for assessing employees, 27–32
reality advice, 202–203
reality advisor, 154–156, 171, 174, 199–201
recognition, 124
roadblocks to coaching, 232–235
rules vs. relationship, 179–180
setting the tone in leadership, 187–188
signs of
potential stars, 133–144
productive-but-difficults, 165–169
stars, 34–44
wrong fits, 148–153
spin doctors, 204
standards, sticking to, 183
Star Chart, 80–90
disagreements about, 222–223
explaining the boxes of, 84–85
plotting the, 81–83
promotability and, 85
purpose of, 80–81
reactions to, 86–87
using the, 87–89
stars (employees)
development of, 119–131
feeling bored and under-challenged, 113–115
in key positions, 89–90
money as a reward for, 121–122
personalized gifts for, 122–123
reasons they leave, 110–115
reporting to a non-star, 112–113
rewards for, 119–130
signs of, 34–44
working with non-stars, 111–112
status, 125
strictness vs. leniency, 184–186
stubborn employees, coaching, 98
support for potential star, 138–143
time spent on stars vs non-stars, 115–116
tough conversations with employees, 99–100
Traditionalists, 102
trajectory, employee, 150–151, 193, 233–234
ulterior motives, 203–205
underperformers, 67–77
excuses given for, 68–70
assumptions that prop up, 70–74
ignoring performance of, 71–72
limited alternatives of, 72–74
wrong fits (employees), 145–161
cost of, 157–158
signs of, 148–153
strategizing your options with, 156–157
taking action with, 153–156