Index_C

C

Cairo, P. C., 5, 42, 88

Campbell, B., 135, 137

Career roadmap, passages as, 14

Catastrophizing, 114

CDR International, 3, 138

Action Learning programs of, 23

coaching of, 208–209

list from, of cultural mistakes, 40–41

Centralization versus decentralization paradox, 78

Change, timing of, 66–67, 78

Character models of leadership development, 10

Charan, R., 27, 28

Children: having, as passage, 191–192

problems with, 167, 170–172

China, country manager in, 72

Ciampa, D., 36–37

Citibank, 84

Citicorp, 3

Close-mindedness: in acquisition-or-merger passage, 125, 129

in foreign countries, 136–137

learning and, 23–26

to learning from failure, 82

of veteran executives in joining-a-company passage, 35, 39

Coaching, 12

in acquisition-or-merger passage, 127

for dealing with being fired or passed over, 115

for dealing with failure, 87, 88–89

for emotional support, 208–209

for first-time leaders, 51–52

for leadership development, 188

for learning from passages, 195

networking and, 210

for personal upheaval passage, 176

for work-family balance, 152–153

Coalition building, in joining-a-company passage, 42

Comfort zone: failure and moving out of, 32

risk taking and moving out of, 212–213

stretch assignments and, 58

Communication, in foreign countries, 139–140

Companies, losing faith in the system and, 178–186. See also Losing-faith-in-the-system passage

Company support: benefits of, 196–200

for failure, 26, 90–92, 189, 193–194, 198, 199–200

for first-time leader passage, 50–52

for joining-a-company passage, 38–40

for personal learning, 12–14

for personal upheaval passage, 176–177

for stretch assignment passage, 67–69

for transition leadership, 29

for using passages to develop leadership, 187–200

for work-family balance, 147–148

Compassion development: in personal upheaval passage, 170

through failure, 32

Competencies, for first-time leaders, 46

Competency models, 10, 188–189

Competitive coworkers: confronting, 104

continuum of, 94–98, 99, 100, 104

coping with, as passage, 93–106

learning from, 100–106

questions to ask about, 99–100

reactions to, 93–94, 100–101, 105, 106

strategies for coping with, 103–106

talking to, 104

Competitive cultures, as obstacle to talent development, 166

Compromise, 56

Conflict resolution, 176

Conformity, 198

Conqueror mentality, 77, 159

Consistency, behavioral, 95–96, 97

Continuum of badness, 94–98, 99, 100, 104. See also Bad bosses

Controlling style, 89, 96

Coworkers: bad, 98

competitive, 93–106

expectations for, 99–100

resentment of, over stretch assignments, 63–64

trusting, 66, 127–128. See also Competitive coworkers; Team members

Criticism: of new company by acquired leaders, 121–122

reactions to, when fired or passed over, 113–114

Cross-cultural training, 140

Cultural immersion Action Learning experiences, 133

Cultural shock, on re-entry, 142–143

Culture shaping, by general manager, 75

Cultures, foreign: cultural biases and, 138–139

functioning effectively in, 141–142

homogenization of, 141

learning from, versus teaching in, 139–140

passage of living in, 132–143. See also Foreign countries, passage of living in

Cultures, organizational: adapting to, in acquisition or merger, 120–121

companies with strong, 37–38

competitive, 166

of conformity, 198

diagnosing, 42

emotionally honest, 177

first-time leadership passage and, 57

joining-a-company passage and, 36–41, 42–43

mistakes in joining new, 40–41

personal upheaval passage and, 176–177

tolerance for failure in, 90–92, 198

work-family balance and, 154

Cynicism, 178–179, 182–183, 184, 185. See also Losing-faith-in-the-system passage