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