Apples are square: thinking differently about leadership

230 Epilogue

win-win situation for everybody. Consequently, we find people
far more able and willing to see leaders as facilitators, as peers,
and as equals at wor k. Everyone listens deeply and car es pro-
foundly. A powerful transformation occurs. Rather than follow
a leader, the people now root for others.

■ Leave Some Money on the Table—Negotiating for the last cent
or jockeying for the best position or pr oject does not always
yield the gr eatest r esults in the long r un. I t sounds like it
would—always trying to optimize—but other people will feel
squeezed or suboptimiz ed after awhile. They just will not feel
equal or that a mutual erspect exists. Instead, a sense will emerge
that gain will come at their expense—a situation that will not
continue long. What is better is to leav e some money on the
table. M oreover, when y ou ar e making decisions and taking
action, you should always bring values to that table. Choosing
the financially beneficial or expedient shor t-term path is not
always the best move.

“Peopleship” is a new form of leadership that lifts people up. The
“ship” of “peopleship” is a vehicle designed to operate in space—out-
side the earth’s atmosphere. Hence, the atmosphere or culture of the
workplace must nur ture a sense of fr eedom, and the people within
must be given more attention. Let’s lift them up and launch people-
ship at wor k. Together, we can cr eate a peopleship planet. Together,
we can change the way we lead and succeed.

Index

A Collaboration
achieving, 93–95
Accountability, 59, 192 definition of, 20, 84–85
Adaptability, 64–65 importance of, 227
Anton, Susan keys to, 86–89
practicing, 90–93
on family, 120–21
on inclusiveness, 118–19 Command-and-control, 187–88
on loyalty, 119–20 Commitment, 228
profile, 118 Common ground, 157–71, 229
success metrics, 122–23 Communication
on teamwork, 123–24
Authenticity, 46 expressive, 180–83
interpersonal, 87
B new ways of, 5
power of, 90–91
Bernick, Carol respect through, 208–10
collaboration, 90–95 value of, 43
deep listenting, 229 Community, 166–67
personal failures, 94 Compassion
personal success, 91–92 acts of, 38–40
profile, 90 benefits of, 39–41
definition of, 19, 36–37
Buffet, Warren, 9 manifesting, 37–38
Business transparency, 54–55 practicing, 41–51
root of, 35–36
C sharing, 50
Compassionate listening, 41–43
Caring attitude, 27–28, 30, 226 Compassionate talking, 43–44
Chambers, John, 79–80 Competitive mindset, 100–101
Cisco Systems, 79–80 Complacency, 198–99
Clayton, Galeta Compromise, 20, 103–4
Conflict events, 143
core values, 99 Constructive criticism, 154–55
profile, 99 Constructively vulnerable, 29–30
value-based decisiveness, 100–106 Corporate culture, 205–6
values, 97–98 Courage, 133
Cohen, Leonard, 78 Creativity, 173–75, 229
Colbert, Steven, 78
Cole, Paulette, 124–25

231

232 Index

Critics, 122 on individual, 145–46
Cultural issues, 167 rationalization, 209–10
Culture, 21–22, 229 on respect, 208–9
Customer service, 75–76 success model, 13–14
Fitzgerald, Patrick, 78
D Forward momentum, 168
Frost, Peter, 40
Decision-making, 21, 98–111
Deep listening, 49, 229 G
Delay, Tom, 6
Depersonalization, 137–38 Gates, Bill, 7, 9
Descriptive praise, 153–54 Gilman, Robin, 180–83
Despres, Leon, 177–79 Gilmore, Virginia Duncan
Determination, 170
Dewey, John, 43 compassionate life, 46–49
Dictatorial mindset, 95 compassion, 50–51
Disengagement, 169 empathy, 49–50
Diversity, 17–18 humility, 18–19
Diversity programs, 69 learning, 49
Domino effect, 196–97 values, 47–48
Dutton, Jane, 40 Giving mindset, 117
Dysfunctional management, 7 Givray, Henry, 202–7
Golden Rule, 107–8
E Governmental transparency, 55
Greed, 9
Ebbers, Bernard, 6 Greenberg, Hank, 6, 10
Egocentric leaders, 6
Eisley, Loren, 38–39 H
Emotional connection, 92–93
Empathy, 12, 50, 226 Haley, Alex, 195
Empowerment, 88 Hall, Joel
Encouragement, 194–200, 229–30
Energy, 220 adaptability, 64–65
Ensemble, 85–86 mindset, 65
Entitlement, 20 profile, 61–62
Excellence, 220, 221 self-respect, 63–64
Exclusion, 68 transparency, 61–63
Expectations, 221–22 Hierarchical system, 70
History, 72–73, 195
F Hitsh, Abel, 178
Hoffer, Kaethe Morris, 146–49
Facilitate-and-cheer, 188 Holtz, Lou, 15, 83–84
Failure, 151, 162–63 Human advantage, 10
Family, 120–21 Human development, 150–51
Family values, 135 Humility
Feuerstein, Aaron, 41 action plan, 32–33
Fisher, Jerry benefit of, 27–28
definition of, 18–19, 26
collaboration, 84–85 importance of, 226
on failure, 212–13 inclusiveness and, 69
on humility, 210–11 inner, 28–31
practice, 31–32

Index 233

precedent for, 25–26 Kindness, 117, 147–49
service orientation and, 121 Kozlowski, Dennis, 6
Kraemer, Harry, 211, 212
I
L
Imagination, 197
Inclusiveness Lafley, A.G., 8
Larrimore, Randy
creation of, 71–74
definition of, 20, 68 compassion, 35–36, 38–39
organizational, 79–81 personal values, 107–11
practicing, 74–79 profile, 106–7
reason for, 70–71 Laughter, 44
requisite for, 68 Law, Cardinal Bernard, 6
service orientation and, 118–22 Leader
Individual transparency, 55 compassionate, 36
Inner core, 4 egocentric, 6
Inner strengths, 73 future traits, 4–5
Innovation, 159, 184–86 humanness of, 12
Insignificance, 26, 28–29 passion of, 13–14
Integrity, 53–54 past traits, 4
Intervention, 149 role of, 7
Intuition, 174 Leadership
emotional depth, 11
J human side of, 10
qualities, 18–21, 22–23
Jain, Dipak Learning, 49, 142–43
decision-making, 201 Lewis, Charles
on hierarchical system, 28 profile, 56, 57
humility, 33 success model, 32
inclusiveness, 67–74 transparency crusade, 58–61
profile, 69 Life changes, 142–43
value structure, 72 Listening
compassionate, 41–43
Jennings, Kevin Melville deep, 49, 229
family values, 135 flexibility and, 181
loyalty, 137 Loyalty
profile, 132 demise, 7
self-realization, 133–34, 138–43 fostering, 11–12, 136–37
shame, 135–36 money and, 119–20
values, 133 Lutz, Scott, 176, 183–86

K M

Kamen, Dean Mackey, John, 80–81
challenging values, 163–64 Malden Mills, 41
on failure, 162–63 Merit-based rewards, 217–18
innovation and risk, 159 Mindset, 22–23, 65
profile, 160 Mistakes, 94–95, 139
on team, 161–62 Motivation, 4, 153–54
valuing vs managing, 164–65 Mutual relationships, 89

Keating, Thomas, 40–41

234 Index

N Rechelbacher, Horst, 128
Recognition, 39, 44–46
Needs, 140, 152 Relationships, 228–29
Newmark, Craig Respect

life lesson, 78–79 attention versus, 47–48
personal values, 76–77 communicating, 208–9
professional mission, 77–79 other-realization and, 148–49
profile, 75–76 requiremetns of, 101
Responsiveness, 211
O Results, 186, 211
Rewards, 217–18
Organizational inclusiveness, 79–81 Rigas, John, 6
Organizational transparency, 60–61 Riopelle, Jack, 12
Organizational values, 104–7 business trasparency, 55
Orientation, 4 connections with others, 152–55
Other-realization, 40–41, 145–55, 228 on failure, 151
human development, 150–51
P humility, 30–31
integrity, 53–54
Palmisano, Samuel, 55–56 success metrics, 150
Passion, 13–14, 167–68, 229 Risk-aversion, 159
Patton, Vincent, 188–89, 194–200
People, 7–8 S
Peopleship, 5
Schakowsky, Jan, 188–93
definition of, 215–16, 230 Scrushy, Richard, 6
leadership qualities, 225–27 Self-confidence, 28–29, 63–64
profile of, 216–22 Self-discovery, 40–41
steps, 228–30 Self-esteem, 29
workplace, 222–24 Selfishness, 198
Perfection, 88–89 Self-realization, 132–43
Personal characteristics, 140 Self-respect, 63–64
Personal failures, 94 Self-worth, 5
Personal relationships, 142 Senior, Kimberly, 85–89
Personal success, 153 Servant mindset, 9
Personal values Service orientation
discovering, 228
shaping of, 142–43 humility and, 121
understanding, 139–40 loyalty, 119–20
Personal zone, 27 meeting needs, 118–19
Political correctness, 103–4 other-realization and, 228
Positive attitude, 3–4 reason for, 116–17
Potential, 105 results of, 115–16
Pride, 93–94 social change and, 127–28
Proactive advice, 154–55 transparency and, 126–27
Professional passion, 175–86 Shame, 135–36
Propaganda, 57, 58–59 Sinegal, Jim, 7
Skilling, Jeffrey, 6
R Social causes, 228
Sorge, Brian
Rationalization, 209–10 common ground, 157–58, 166–71

Index 235

community, 166–67 Values
cultural issues, 167 challenges, 109–10, 163–64
disengagement, 169 co-creating, 126–27
forward momentum, 168 consistency of, 209–10
passion, 167–68 focus on, 203–5
profile, 165–66 passion and, 167–68
Standards, 15–16 philosophy, 92
Star Thr ower, The, 38–39 in relationships, 108–9
Stereotypes, 222 reliance on, 185
Stewart, Jon, 78 teamwork and, 102–3
Stone, W. Clement, 175 through action, 4
Stonecipher, Harry, 6 transparency of, 55–56
Strengths/weaknesses, 140–41
Success Vocational diversity, 198–99
definition of, 225 Vulnerability, 29–30, 46, 88–89
metrics, 13–18, 122–23
new definition of, 4 W
‘90s benchmark for, 5
redefinition of, 9–10 Weber, Mary Ellen
self-centered standard for, 5–6 on humility, 25–26
profile, 217
T recognition, 39
reward systems, 217–18
Team, 161–62 on success, 218–22
Teamwork, 102–3, 124–24
Transparency Whitman, May, 8
Whole Foods Market, 80–81
adaptability and, 64–65 Win-win scenario, 71–72
benefits of, 54, 56–61
definition of, 19, 54 Z
focus on, 59–60
importance of, 226–27 Zorich, Chris
loving mindset and, 65 anecdote, 3–4
practicing, 61–65 collaboration, 83–84
self-respect and, 63–64 compassion, 37–38
service orientation and, 126–27 profile, 14–15
types of, 54–56 standards, 15–16
success metrics, 15–18
U success model, 8

Unconditional love, 65 Zorich, Zora, 14–15

V

Value, 139
Value-based decisiveness

benefits of, 101–4
definition of, 21, 98–101
practicing, 104–11
importance of, 227