NOTES

This book draws on more than three decades of learning and experience working with thousands of leaders and comprehensive interviews with more than 100 CEOs. In some cases, clients requested anonymity, and we respected those requests. For all others, we cited their names, positions, and companies in the text. The many quotations throughout the book come from a variety of sources: conversations, interviews, books, articles, news and talk shows, my own file of favorite quotes, and quotation sites.

CHAPTER ONE: PERSONAL MASTERY

Youth Frontiers is a nonpartisan, nonprofit organization dedicated to improving school climate by building character through teaching students to incorporate kindness, courage, respect, leadership, and wisdom into their daily lives. Joe Cavanaugh is founder and CEO.

The reference to “top ten career stallers and stoppers” is from M. M. Lombardo and R. W. Eichinger, “Top Ten Career Stallers and Stoppers,” The Leadership Architect: Norms and Validity Report, 4th ed. (Minneapolis: Lominger International, Korn Ferry, 2003).

The mention of the connection of agile growth, an evolving decision-making and leadership style, to career and leadership advancement is from a study by Kenneth R. Brousseau, Michael J. Driver, Gary Hourihan, and Rikard Larsson, “The Seasoned Executive’s Decision-Making Style,” Harvard Business Review (February 2006): 111–121.

The research study by David Zes and Dana Landis was the first to correlate organizational financial performance and leader self-awareness. To read more, see: David Zes and Dana Landis, “A Better Return on Self-Awareness,” Briefings, Korn Ferry Institute (November 2013). You may also want to go to an article, “Return on Self-Awareness,” published March 2013 in my Forbes.com column and accessible at CashmanLeadership.com, on the implications of this research.

You can find the classic line from Hamlet in Act IV, Scene V, William Shakespeare, Hamlet.

Jim Collins’s research on “Level 5 leaders,” and in particular what seems like combinations of paradoxical traits, comes from: Jim Collins, Good to Great: Why Some Companies Make the Leap … and Others Don’t (New York: HarperCollins, 2001), 27–40.

You can find more information on emotional intelligence and leadership in these referenced sources: Daniel Goleman, Working with Emotional Intelligence (New York: Bantam, 1998), 26–27. Daniel Goleman, Richard Boyatzis, and Annie McKee, Primal Leadership: Learning to Lead with Emotional Intelligence (Boston: Harvard Business School Press, 2004), 94.

You can read more about today’s “flat world” in Thomas L. Friedman’s book The World Is Flat (New York: Farrar, Straus, Giroux, 2005).

During the writing of the second edition of this book, we saw an interview Charlie Rose did with Howard Schultz, in which Rose asked, “What’s the most important quality today for leadership?” The book quotes mentioned come from: Howard Schultz and Dori Jones Yang, Pour Your Heart Into It: How Starbucks Built a Company One Cup at a Time (New York: Hyperion, 1997), 147–152.

The quote from Jeffrey Immelt was excerpted from an interview on Fareed Zakaria GPS, a CNN news show, on April 2, 2017.

For more on “The Study of Character,” see Terry Bacon, The Elements of Power (AMACOM, 2011), 3, 127, 115–119.

You can find more on “courage,” and other differentiating competencies in C-suite and midlevel management, in this summary of research: James Lewis, “Finding the Keys to the Corner Office,” Briefings, Korn Ferry Institute (February 2017).

The Korn Ferry Hay Group database is the source of the data on connection between leader influence on team climate and team performance, and the Businessweek reference is from the August 2007 issue.

CHAPTER TWO: STORY MASTERY

The documentary on Shaquille O’Neal and his unique relationship with his coach and friend, Dale Brown, is an SEC Storied documentary, Shaq and Dale, 2015.

To learn more about the “Hero’s Journey,” read Joseph Campbell’s The Hero with a Thousand Faces (Novato, CA: New World Library, 2008). This book was first published in 1949, and there have been many editions. You may also want to read, listen to, or watch The Power of Myth, a series of interviews that Bill Moyers did with Joseph Campbell on PBS, which is also available as a book: Joseph Campbell with Bill Moyers, The Power of Myth (New York: Doubleday, 1988). It is also available as an audiobook and on DVD.

The Ken Burns quote is from a documentary on the award-winning documentarian: Redglass Pictures, Ken Burns On Story, 2012.

If you want to learn more about oxytocin and Paul Zak’s research, go to: Paul Zak, “Why Your Brain Loves Good Storytelling,” Harvard Business Review (October 2014).

For more on the power of sharing stories on teams and the impact on team performance, read: Francesco Gino, “Teams Who Share Personal Stories Are More Effective,” Harvard Business Review (April 2016).

A book by Derek Thompson, Hit Makers: The Science of Popularity in an Age of Distraction (New York: Penguin Random House, 2017), influenced my writing on Destructive Stories.

To learn more about the research on the impact of trauma, read: Tori Rodriguez, “Descendants of Holocaust Survivors Have Altered Stress Hormones,” Scientific American, March 2015. Or go to PBS News Hour online to view or read a segment on the same research, “Trauma effects may linger in body chemistry of next generation,” August 2015.

John Mark Green’s poem was accessed at facebook.com/JohnMarkGreenPoetry/and is reprinted with permission: “Burn Our Masks at Midnight” © 2015 by John Mark Green.

CHAPTER THREE: PURPOSE MASTERY

The Huffington Post wrote about Paul Polman’s purpose-driven leadership in the following article: Alexandre Mars, “Doing Well By Doing Good: An Interview With Paul Polman, CEO of Unilever,” The Huffington Post (May 2016). Go to www.unilever.com to see more on Unilever’s purpose statement and values.

The insight by Bob Eichinger and Michael Lombardo on the correlation between “inspiring missions” and improvement in the marketplace comes from: FYI, For Your Improvement (Minneapolis: Lominger Limited, 2004), 386. The reference to “core legacy” is from: Jim Collins, Good to Great: Why Some Companies Make the Leap … and Others Don’t (New York: HarperCollins, 2001), 193–197. Howard Schultz’s quote on Core Purpose is from: Howard Schultz and Dori Jones Yang, Pour Your Heart Into It: How Starbucks Built a Company One Cup at a Time (New York: Hyperion, 1997), 81.

We referenced a significant study on how well purpose-driven companies in the consumer sector did compared to non-purpose-driven companies in the same sector. To read more of the study’s findings, go to: Elaine Dinos, Janet Feldman, and Rick Lash, “People on a Mission,” Korn Ferry Institute (December 2016), 2–15. The researchers also conducted interviews, including one with David Lubetzky, founder and CEO of KIND Snacks, parts of which we related. Another article on the success of purpose-driven companies that we cited is: Simon Caulkin, “Companies with a purpose beyond profit tend to make more money,” Financial Times (January 2016).

To further explain Core Talents, we referred to: Mihaly Csikszentmihalyi, Flow: The Psychology of Optimal Experience (New York: Harper Perennial, 1991), 43–70; and to: Martin E. P. Seligman, Authentic Happiness: Using the New Positive Psychology to Realize Your Potential for Lasting Fulfillment (New York: Free Press, 2004), 166.

CHAPTER FOUR: INTERPERSONAL MASTERY

The research on the correlation between engagement and revenue growth is from: James Lewis, “Finding the Keys to the Corner Office,” Briefings, Korn Ferry Institute (February 2017). Stuart Crandell, mentioned in the text, assisted with the research but was not an author on the article. Another source is: William Werhane and Mark Royal, “Engaging and Enabling Employees for Company Success,” Workspan (October 2009). You can find the reference to Zenger and Folkman’s results in: John H. Zenger and Joseph Folkman, The Extraordinary Leader: Turning Good Managers into Great Leaders (New York: McGraw-Hill, 2002), 149–150.

The information from the Saratoga Institute study derives from: Leigh Branham, The 7 Hidden Reasons Employees Leave: How to Recognize the Subtle Signs and Act Before It’s Too Late, Saratoga Institute (New York: AMACOM, 2005).

The book Presence is the result of two years of conversations between the authors on many topics related to people and change. Intentional work is one topic. For further reading: Peter Senge, C. Otto Scharmer, Joseph Jaworski, and Betty Sue Flowers, Presence: An Exploration of Profound Change in People, Organizations, and Society (New York: Doubleday Currency, 2005), 141.

An article by Rick Lash, “Motives and Leadership,” Hay Group (2015), clarifies McClelland’s work in motives, Personalized Power, and Socialized Power in particular.

On the issue of executives and high potentials receiving less specific feedback, we referenced: Bob Eichinger, Michael M. Lombardo, and Dave Ulrich, 100 Things You Need to Know: Best People Practices for Managers & HR (Minneapolis: Lominger Limited, 2006), 193.

My colleague Andrés Tapia and I have had many discussions and collaborations because of the integral alignment of self-awareness for inclusive leadership and organizations. For more on this topic read: Andrés T. Tapia, The Inclusion Paradox: The Post Obama Era and the Transformation of Global Diversity. (Los Angeles: Korn Ferry Institute, 2016).

Lack of listening is a serious blind spot for many leaders. To read more, look up: Kelly E. See, Elizabeth Wolfe Morrison, Naomi B. Rothman, and Jack B. Soll, “The Detrimental Effects of Power on Confidence, Advice Taking, and Accuracy,” Organizational Behavior and Human Decision Processes (2011), 1–12; and: Jack Zenger and Joseph Folkman, “What Great Listeners Actually Do,” Harvard Business Review (July 2016). You will also find practices for authentic listening in: Kevin Cashman, The Pause Principle: Step Back to Lead Forward (San Francisco: Berrett-Koehler, 2012), 88–91.

CHAPTER FIVE: CHANGE MASTERY

References to much of what we have learned about the issues facing leaders and the competencies needed come from these sources: Center for Creative Leadership research presented at Conference Board Executive Coaching Conference, February 2008; M. M. Lombardo and R. W. Eichinger, Preventing Derailment: What to Do Before It’s Too Late (Greensboro, NC: Center for Creative Leadership, 1989); M. M. Lombardo and R. W. Eichinger: “High Potentials as High Learners,” Human Resource Management (2000), 39, 321–320; R. J. Sternberg, R. K. Wagner, W. M. Williams, and J. A. Horvath, “Testing Common Sense,” American Psychologist (1995), 50, 912–927; Daniel Goleman, Emotional Intelligence: Why It Can Matter More Than IQ (New York: Bantam Books, 1995); M. M. Lombardo and R. W. Eichinger, FYI: For Your Improvement (Minneapolis: Lominger Limited, 2004); M. M. Lombardo and R. W. Eichinger, “High Potentials as High Learners,” Human Resource Management (2000), 39, 321– 329; A. H. Church and E. I. Deroisiers, “Talent Management: Will the High Potentials Please Stand Up?” (symposium presented at the Society for Industrial and Organizational Psychology Conference, Dallas, 2006); J. A. Connolly and C. Viswesvaran, “Assessing the Construct Validity of a Measure of Learning Agility” (presentation at the Seventeenth Annual Conference of the Society for Industrial and Organizational Psychology, Toronto, April 2002); James L. Lewis, “The Rules of Engagement: Four Specific Traits Predict High Engagement among Executives,” Korn Ferry Institute (2013).

You can read more about the data collected in the study on C-suite executives and prevalent competencies in those who are highly engaged versus less engaged peers here: James Lewis, “Finding the Keys to the Corner Office,” Briefings, Korn Ferry Institute (February 2017).

BNP Paribas and Scorpio Partnership annually publish a report of an international survey of entrepreneurs. The “BNP Paribas Global Entrepreneur’s Report 2016” identified the “Emergence of the

Millennipreneur.” In the 2017 report, it identified five groups: the Ultrapreneur, the Serialpreneur, the Millennipreneur, the Womanpreneur, and the Boomerpreneur.

The data on failed change initiatives comes from: A.T. Kearney, After the Merger: Seven Rules for Successful Post-Merger Integration (2000); Stuart Kliman and Stuart Price, “New Alliance Management Study - Success rates increase but challenges remain,” Vantage Partners (2015); “Diminished Returns,” Bloomberg Businessweek (2007); Jonathan Hughes and Jeff Weiss, “Simple Rules for Making Alliances Work,” Harvard Business Review (November 2007).

For more on the science behind leading successful change initiatives, see: David Rock and Jeffrey Schwartz, “The Neuroscience of Leadership,” strategy+business (2006).

There is considerable research on the benefits of mindfulness practices. Go to www.umassmed.edu/cfm/ for the University of Massachusetts Center for Mindfulness. The focus of Dr. Richard Davidson’s work is on neural emotion and emotional style. One study on the relationship between meditation and regulation of attention is by Antoine Lutz, Heleen A. Slagter, John D. Dunne, and Richard J. Davidson, “Attention regulation and monitoring in meditation,” Trends in Cognitive Science (April 2008), 163–169.

You can read more about Daniel Goleman’s work on the importance of leaders developing awareness and focusing attention, both their own and others’, in: Daniel Goleman, “The Focused Leader,” Harvard Business Review (December 2013).

CHAPTER SIX: RESILIENCE MASTERY

The original E. B. White quote, with which I took liberties, is: “I arise in the morning torn between a desire to improve (or save) the world and a desire to enjoy (or savor) the world. This makes it hard to plan the day.”

For more on the perception of fit, healthy leaders, see: “Study: Slimmer CEOs are often considered better leaders,” Advisory Board (January 2013); and: Leslie Kwoh, “Want to Be CEO? What’s Your BMI?” The Wall Street Journal (January 2013).

For more about Arianna Huffington’s personal health crisis and her advocacy of sleep and related aspects of well-being, see: Paul Raeburn, “Arianna Huffington: Collapse from exhaustion was ‘wake-up call’,” Today.com, (May 2014); Rina Raphael, “Arianna Huffington’s Recipe for a Great Night’s Sleep,” FastCompany.com (June 2016); and: Arianna Huffington, The Sleep Revolution: Transforming Your Life, One Night at a Time (New York: Harmony, 2017).

Brian Cornell’s health and fitness comments were extracted from: Jonathan Dahl, “Targeting Transformation,” Briefings, Korn Ferry Institute (November 2016.)

To read more on the research supporting a shift from time to energy, see: Tony Schwartz and Catherine McCarthy, “Manage Your Energy, Not Your Time,” Harvard Business Review (October 2007).

The referenced research on 100-year-olds is from: L. W. Poon, Ph.D., and S. L. K. Cheung, Ph.D., “Centenarian research in the past two decades,” Asian Journal of Gerontology & Geriatrics 7:1 (June 2012).

You can read more on engagement and the principles of stress and recovery in: James Loehr and Jack Groppel, “Stress & Recovery: Important Keys to Engagement,” Chief Learning Officer (September 2004).

To read more about the benefit of laughter and Dr. Kataria’s laughter clubs, see: Daniel H. Pink, A Whole New Mind: Moving from the Information Age to the Conceptual Age (New York: Penguin, 2005), 177–197.

The Study of Adult Development is a longitudinal study that has followed two groups of men since 1939. We referenced the following article: Melanie Curtin, “This 75-Year Harvard Study Found the 1 Secret to Leading a Fulfilling Life,” Inc. (February 2017). You can learn more by visiting adultdevelopmentstudy.org.

CHAPTER SEVEN: BEING MASTERY

On meditation as “paying attention,” read: Jon Kabat-Zinn, Wherever You Go, There You Are: Mindfulness Meditation in Everyday Life (New York: Hyperion, 1994), 4–5.

Maharishi Mahesh Yogi was the founder of TM and one of my greatest teachers. Maharishi Mahesh Yogi: The Definitive Biography by Jack Forem, his longtime student, will be released in 2018.

The reference to reflective practices as “regular sustained attention,” is from: David Rock and Jeffrey Schwartz, “Why Neuroscience Matters to Executives,” strategy+business (April 2007), which can also tell you more on quieting the mind and the amygdala region.

For more about Richard Davidson, read: Kathy Gilsinan, “The Buddhist and the Neuroscientist: What compassion does to the brain,” The Atlantic (July 2015). For Davidson’s paper on the study of attention regulation, see: Antoine Lutz, Heleen A. Slagter, John D. Dunne, and Richard J. Davidson, “Attention regulation and monitoring in meditation,” Trends in Cognitive Science (April 2008), 163–169. Another paper on the study of the neuroplasticity of the brain is: Richard Davidson and Antoine Lutz, “Buddha’s Brain: Neuroplasticity and Meditation,” IEEE Signal Processing Magazine (January 2008).

The following work explains why we need to look at familiar problems from a new perspective: Peter Senge, C. Otto Scharmer, Joseph Jaworski, and Betty Sue Flowers, Presence: An Exploration of Profound Change in People, Organizations, and Society (New York: Doubleday Currency, 2005), 85–91.

The reference to “moments of insight” is from: David Rock and Jeffrey Schwartz, “The Neuroscience of Leadership,” strategy+business (May 2006). Steven Baert’s insight was part of an interview he did with me for an article: Kevin Cashman, “Pauses Really Do Refresh,” Korn Ferry Institute, Briefings (August 2015).

In the section “Getting Things Done by Non-Doing,” we cite: Anne Fisher, “Be Smarter at Work, Slack Off,” CNN Money (March 2006).

Studies on the benefits of TM, including improvement in brain activity and intelligence, as well as metabolic functions, include the following: M. C. Dillbeck et al., “Frontal EEG Coherence, H-Reflex Recovery, Concept Learning, and the TM-Sidhi Program,” International Journal of Neuroscience 15:3 (1981), 151–157; M. C. Dillbeck, “Meditation and Flexibility of Visual Perception and Verbal Problem-Solving,” Memory & Cognition 10:3 (1982), 207–215; M. C. Dillbeck et al., “Longitudinal Effects of the Transcendental Meditation and TM-Sidhi Program on Cognitive Ability and Cognitive Style,” Perceptual and Motor Skills 62:3 (1986), 731–738; S. Yamamoto et al., “Medial Prefrontal Cortex and Anterior Cingulate Cortex in the Generation of Alpha Activity Induced by Transcendental Meditation: A Magnetoencephalographic Study,” Acta Medica Okayama 60:1 (2006), 51–58; J. Anderson et al., “Blood Pressure Response to Transcendental Meditation: A Meta-analysis,” American Journal of Hypertension 21:3 (2008), 310–316; V. Barnes et al., “Stress, Stress Reduction, and Hypertension in African Americans: An Updated Review,” Journal of the National Medical Association 89:7 (1997), 464–476.

The following book is used in the Mindfulness-Based Stress Reduction (MBSR) Program: Jon Kabat-Zinn, Full Catastrophe Living: Using the Wisdom of Your Body and Mind to Face Stress, Pain, and Illness (New York: Bantam Dell, 2005). You will discover additional information on mindfulness meditation at the University of Massachusetts Center for Mindfulness website. The quote from David Rock and Jeffrey Schwartz on how meditation helps the brain is from “Why Neuroscience Matters to Executives,” strategy+business (April 2007).

CHAPTER EIGHT: COACHING MASTERY

Daniel Goleman’s statement on self-awareness and performance is from his Working with Emotional Intelligence (New York: Bantam, 1998), 67.

The statement by Noel Tichy and Warren Bennis is from “Wise Leaders Cultivate Two Traits,” Leadership Excellence Essentials (June 2007), 3.

For the article explaining how critical Building Practice is, see: Jack Zenger, Joe Folkman, and Robert Sherwin, “The Promise of Phase 3,” Training and Development (January 2005), 31–34.

Robert Hargrove’s work has been an important influence. To learn more, read: Robert Hargrove, Masterful Coaching (San Francisco: Jossey-Bass, 1995), 27.