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The CEO's Boss: Tough Love in the Boardroom Page 139 (151 of 152)
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I N D E X 139
needs, organizational, 18–20 Rethore, Bernard G., 119
Neeleman, David, 25–28, 39, 43 return on assets (ROA), 45
norming, 103, 114 return on equity (ROE), 45
NYSE (New York Stock Exchange), 123–25 return on investment (ROI), 45
revenue per available seat mile (RASM),
Obama, Barack, 123 26
ODX (Outstanding Directors Exchange), rewards, 56, 60, 98, 100
2–3, 4, 11, 53–54, 117 risk assessment, 5, 12; commitment to, 9,
Open Skies, 25 60, 88, 121
O’Reilly, C., 77 risk management, 9, 12, 15–16, 98, 100
risk/reward ratios, 24
Palmer, Doug, 81 Roedel, Richard, 65
partnership, board/CEO, 30–44, 58–68; root-cause analysis, 94–96, 98
eff Rousseau, Jean-Jacques, 1 ective, 1–3, 5–6, 7, 125, 126; failures
in, 10, 16, 58, 64–65, 67; and feedback,
5–7, 89, 90, 92–94; and leadership, 1, S curves, 22–24, 42, 44
11, 59–65; and metrics, 89–90, 100; Sarbanes-Oxley Act, 123
and Social Contract, 5–7, 9–10, 94, 121 SEC (Securities and Exchange
Pastino, Albert, 63 Commission), 63, 64–65, 123
people, 77, 78, 80, 82 self-assessment, 31, 46, 52; and board of
performance, 45, 79 directors, 90, 93, 107, 110; TRACOM
performing, 103, 114 Social Style, 76, 85
persuasion, 85–87 Seremet, Mark E., 60, 61
Pettit, Christopher, 20 shareholders, 5, 12, 38; activism of, 10,
pharmaceutical industry, 7–8 65–66, 125, 127; commitment to, 63,
Pietersen, Willie, 71 67, 116, 117, 124; and confi dence, 2, 122.
Posner, Barry Z., 19, 31 See also stakeholders
problem solving, 69–70 Silverthorne, Sean, 59
processes, 77, 80; for alignment, 70–71; situation analysis, 71–72
of Social Contract, 11–13 Six Sigma quality, 37, 39–40
Ptak, Th social capital, 111 omas, 60, 61
Social Contract, 1–13; and behavioral
Ras, Barbara A., 60, 61 standards, 5–11; need for, 60, 88; and
Raynor, Michael, 9 partnership, 5–7, 9–10, 94, 121;
reciprocity, 85, 111 process of, 11–13; at TTWO, 63, 66–67;
Redstone, Sumner, 120 and Tyco, 1–4
Reed, Roger, 17, 31, 106, 107, 110, 111 Th (Rousseau), 1 e Social Contract
Reinventing Strategy: Using Strategic social intelligence (SI), 31, 106, 110
Learning to Create and Sustain social styles, 17, 74, 86, 107, 111; amiable,
Breakthrough Performance 37–39; analytical, 31–34, 39–41;
(Pietersen), 71 defi nitions of, 30–31, 32–33; driver,
resource seeker, 104, 114 34–35; expressive, 36–37; and ILM,
responsibility, 3–4, 6, 7, 12, 47 41–44. See also leadership styles
responsiveness, 31–32 Southwest Airlines, 25, 28
