Index_T

T

Talent reviews, 187, 194

Task-people balance: for first-time leaders, 47–48, 50, 53–54

for general managers, 75

value-averse boss and, 95

Teachable moments: in adversity, 16

with bad bosses or peers, 103–104, 106

in being fired or passed over, 116

in failure, 89

Team members: communication with, in merged entity, 129–130

learning to trust, 66, 76–77, 89. See also Coworkers

Technical experts: example of, who learned from personal adversity, 30–32

identity loss of, 46–47

transition of, to leadership roles, 6–8, 46–47

Technical or routine change, learning and, 23, 24–25

Tenure, and response to being fired or passed over, 113

Termination, development versus, 198

Termination passage: as badge of merit, 1

learning from, 114–116

learning potential of, 107–108, 116–118

as passage, 107–118

performance issues

as cause of, 113–114

reactions to, 107, 110, 111–114, 117–118

reflecting on, 109–111, 114–115, 117–118

signs of self-destruction in, 111–114

Test, stretch assignment as, 58

Thailand, living in, 133–135

Theory of the case, 25–26

3M, 108

360-degree feedback, 12

for first-time leaders, 49–50, 52–53

for leadership development, 194

Time off, 176

Timex, 202

Top Grading (Smart), 40

Tragedy. See Personal upheaval passage

Training industry, ineffective leadership development and, 10–11

Trani, J., 67–68

Transitions: acquisition or merger, 122–126

in joining-a-company passage, 34–35

in moving-into-a-leadership-role passage, 45–46. See also Passages

Trust: in acquisition-or-merger passage, 127–128, 131

developing, through passages, 191

for team members, 65, 66, 76–77, 89. See also Distrust

Turnaround situations, leadership learning in, 29

Turnover: costs of, 40

on re-entry from international assignments, 143

reduction of, 196–197

of senior executives, 40