Chapter 4: The Leadership Remix: From Command-and-Control to Coaching Flashcards
The coach, Bill Walsh, realized that he had to change his __________ in order to elicit the results he wanted from the talent he had. When asked by a reporter about his approach to leading Millennials, he explained that the fundamental requirements for his players did not change: the hard work, the stamina, the physical drills, the weight lifting, the healthy eating, the importance of being on time and of being an ethical player. Those things, he said, would never change.
leadership style
The coach:
But here are the things that did change. He assigned every player a ______ so they could discuss their challenges with someone they trusted. He shortened player meetings so that the players would pay better attention. The coach implemented a no-yelling rule with his staff.
mentor
the late Bill Walsh is said to have stopped drills as head football coach at Stanford University to remind his staff to “stop screaming, and start ______.”
teaching
Coach Bill Walsh:
What this coach’s story demonstrates is that generational change requires leaders to examine our _________ and consider what actually works to achieve the results we want with the people we are leading today.
existing practices
The Power of Leadership Expectations:
In every one of these relationships, you have been ______ data—consciously or unconsciously—about what it means to lead.
Gathering
The Power of Leadership Expectations:
In writing my second book, Becoming the Boss: New Rules for the Next Generation of Leaders, one of my most striking takeaways was how many successful leaders across all levels and industries told me that they learned how to lead well by _______ themselves after existing leaders they had personally experienced. Even the “bad” leaders proved valuable, because they demonstrated what not to do.
modeling
The power of leadership experiences:
But here’s the thing: the leadership styles we have experienced can differ greatly based on the ____ in which we experienced them and other factors of our identity.
era
The power of leadership Expectations:
To understand these differences, we can’t start in the workplace itself; we need to look a bit earlier in our lives.
Whenever any of us enters any new situation, environment, or relationship, we bring a set of expectations with us—some _______ and some _______—that are influenced by our previous experiences.
conscious and some unconscious
The Power of Leadership Expectations:
When you as a leader understand how your beliefs align with or differ from the people you lead, you can better _______ what challenges might occur and how you can overcome them
anticipate
Here are the key factors that influence our beliefs and our employees’ beliefs about leadership and authority before we even set foot into a professional workplace.
1) Our first leaders
2) An Army of fewer
3) Summer Jobs Replaced
4)
4) All access, all the time
OUR FIRST LEADERS:
Let’s return to the issue of parenting. When I’ve asked Traditionalists and Baby Boomers to describe the way in which they were parented, memories range from “Do as you are told” to “Because I said so!” This makes sense when you consider that Baby Boomers were parented by Traditionalists, the generation in which half of the men.
SERVED IN THE MILITARY
OUR FIRST LEADERS:
And in the military the recommended style of leadership was “command and control,” which is defined by ____ as “the exercise of authority and direction by a properly designated individual over assigned resources in the accomplishment of a common goal.”
NATO
OUR FIRST LEADERS:
Yes, we must return to the Millennial stereotype of being helicopter parented. The term, as we have discussed, refers to the concept of hovering over one’s children and swooping in when problems occur to _________.
shield them from harm
OUR FIRST LEADERS:
(I’ve also heard the even more aggressive parents described as “_________,” who don’t wait for the problems to occur to take action; instead, they proactively plow the problems out of the way.)
Snowplow parents
OUR FIRST LEADERS:
But some of these parenting changes were reflected elsewhere in American culture as well, notably in the U.S. public _____ system.
education
OUR FIRST LEADERS:
One study found that an A is the most common grade on college campuses today, accounting for more than 42 percent of all grades. To put that into context, the practice of awarding As has leapt 5 to 6 percentage points per decade, making the top mark three times more common than in 1960.
With positive feedback in the form of grades the norm across the colleges that feed the entry-level ranks of many companies, it’s easy to see why many Millennials might crave _________ and feedback at work more than other generations.
positive attention
AN ARMY OF FEWER:
Another realm in which many young Americans first experience _______ and authority is through military service, hence the comfort level of Traditionalists with a command-and-control style of leadership.
leadership
AN ARMY OF FEWER:
Almost everyone was familiar with military terminology, military structure, military language, and the life-and-death stakes of ______.
loyalty
AN ARMY OF FEWER:
That shared experience transferred into the workplace of mid-century America: seriousness, strict reporting structures, dress codes, ______, precision, and dependability.
discipline
AN ARMY OF FEWER:
As recently as 1995, 40 percent of young adults had a direct connection to a service member or had a veteran as a family member. Today that number is around ______. In terms of active military personnel, less than one-half of 1 percent of the U.S. population serves in the military today.
15 percent
