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• Classic-Fiction

self-knowledge, 48–49

seven personal attributes that build, 42–57

time and attention, providing, 98, 207

will and skill, 43

Bank of America, 194–95, 204–5

Barad, Jill, 44

Barbarians at the Gate (Burrough and Helyar), 193

Barclays Bank, 47

behavior. See also acting and speaking with power; anger

acting with power, 125–39

anger displayed vs. sadness or remorse, 128

awareness of audience and, 131–32

looking engaged, behaviors, 132–33

posture and gestures, 136–37

setting the stage and managing the context, 138

taking time in responding, 139

using memory to access the desired emotions, 138

Beneducci, Joe, 48–49

benefits of power

accomplishment of goals, 176–77, 221–22, 236

control over work environment, 6–7

health and longevity, 6–7, 197, 236

leadership effectiveness, 7

wealth, 7

writing of history, 12, 158–59

Benioff, Marc, 201

Berdahl, Jennifer, 230–31

Berkeley cookie experiment, 201

Berman, Howard, 168

Best and the Brightest, The (Halberstam), 56

Bhatia, Sabeer, 80–81

biased assimilation, 152

Binkley, Nick, 194–96

Bishop, Mike, 170

Black, Cathleen, 129, 130

Black Rock, 215

Blank, Arthur, 20

blogging, 159–60

Blum, Richard, 166, 172

Board of Control for Cricket in India (B.C.CI), 173–74

Boden, Deidre, 140–41

Boeing Corporation, 184

Bradford, David, 227

“brand recall,” 27, 85

breaking the rules, 5, 9, 82–86

Brehm, Jack, 167

Brescoll, Victoria, 135

“Brilliant but Cruel” (Amabile), 87

Brin, Sergey, 96

British Petroleum (BP), 154–55, 200

Brown, Tina, 28

Brown, Willie, 37, 92, 93, 97–98, 168–69, 172, 175, 199

Browne, John, 154–55

Buetnner, Russ, 54

burnout, 208–9

Burrough, Bryan, 193

Burt, Ronald, 112, 121, 122

Bush, George W., 87, 145–46

Byrne, John, 159

Campbell, Fred, 208–9

Camuffo, Arnaldo, 111

career choice, where to start, 58–74, 228, 229–30

common mistake in choosing department, 59–60

critical resources and departmental power, 65–66

departmental power, diagnosing, 68–71

line over staff positions, 94

political risks and, 229–30

powerful departments, 58–60

resource control and, 94

trade-off: strong power base vs. less competition, 71–74

unexpected paths to power, 60–65

unit cohesion and departmental power, 65

career success

attributes of climb to power and, 11–12

choosing where to start, 58–74

focusing on what you can control and, 232

gaining support for, 83

indifference of organization toward employee, 214, 216–17

intelligence and, 55–56

networking and, 111, 112–13

political savvy and, 4

positive perception of individual and, 10

power and, 55

preparation, 1

salience and, 111

seeking power and, 4

surviving and succeeding in organizations, 235–36

type of knowledge most useful for your job, 123–24

Caro, Robert, 210

Carol Franc Buck Breast Care Center, 44, 52–53, 164–67

Casper, Gerhard, 87

Catalyst (organization), 135

Catz, Safra, 201–2

CBS, 44, 98–99, 197

CEOs

background of senior-level team and, 70

corruption of power and, 200

coup attempts and trust dilemmas, 192–94

demands on time and loss of autonomy, 188

executive compensation and size of institution, 93–94

failure of outside hires, 149, 209

Fligstein study of backgrounds, 66, 70–71

headhunters and candidate qualification, 95

imperial CEO, 209, 223

median tenure of job, 47

misplaced or too much trust by, 204–6

path to power, Cisco, 73–74

path to power, Ford Motor Company, 63–65, 66

path to power, General Motors, 59

path to power, Pacific Gas and Electric, 58–59

path to power, Time, Inc., 72

path to power, Wells Fargo, 59

power as determinant of retention, 25

reputation and outside hires, 148

resistance to stepping down, 197

ridding the board of opponents and, 174

time spent on image maintenance, 186

turnover rate, U.S., 198

Zia Yusuf’s climb to power, 60–63, 66

Chace, William, 178

Chatman, Jennifer, 33–34

Chief Executive Leadership Institute, 180–81

Chinchilla, Nuria, 132, 157–58, 159, 252n. 13