Index_B

B

Bad bosses: case examples of, 96–98

company identification of, 198–199

complaining about, 104

confronting, 104

continuum of, 94–98, 99, 100, 104

coping with, as passage, 93–106

learning from, 100–106

as negative role models, 102–103

as potential derailer, 17–18, 95, 103

questions to ask about, 99–100

reactions to, 93–94, 98–99, 100–101, 105, 106

stereotypical, 96

strategies for coping with, 103–106

talking to, 104

as teachers, 103–104

understanding the context of, 99

unpredictable, 95–96, 97

Balloon-man, 203

Bank of America, 3

leadership support at, 50

values change at, 55–56

BankOne, 108

Behavioral change: due to personal upheaval, 170–172

leadership development based on, 10, 188

Beradino, J., 3, 124, 125

Betrayal, sense of, 179, 184

Biases: cultural, 138–139

functional, 74–75

Big Opportunity experiences, 23, 24, 25

Big-picture leadership style, 60–61

Big-picture thinking, in general manager role, 64, 72

Bitterness, 107

Blaming: for failure, 82, 86, 204

taking responsibility versus, 204–205

on “unexpected circumstances,” 26

Board memberships, 72

Bosses: bad, 17–18, 93–106

as coaches for first-time leaders, 51–52

discussing failure with, 88–89

expectations for, 99–100

pleasing, 53

as protection, 102

relationship with, in joining-a-company passage, 42. See also Bad bosses

Branson, R., 81

Bridge burning, 117

Bridges, W., 35, 120–121

Bronfmann, E., 85

Bubble-wrap reflex, 135–138

Buddhists, 139, 176

Bullying, 96

Business, assuming responsibility for. See General manager position

Business model, failure to challenge, 75–76