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• Classic-Fiction

Gandhi, Mahatma, 7

Gandz, Jeffrey, 218

Gardner, John, 7, 175

Gates, Bill, 96

Geithner, Timothy, 88

General Electric (GE), 159, 196, 211, 212

senior executives becoming CEOs, 148–49

General Motors (GM), 59, 199

genius. See also intelligence

Bill Walsh as, 147

determinants of, 45

focus and, 47

“laborious preparation and,” 45

George, Bill, 212

Giamatti, A. Bartlett, 184

Giuliani, Rudy, 7, 54, 179

Glickman, Dan, 109

Glucksman, Lew, 215

Goldman Sachs, 61, 220

Goldsmith, Marshall, 39–40

Good to Great (Collins), 11

Goodwin, Doris Kearns, 43

Google, 96

Granovetter, Mark, 116

Greenberg, Hank, 197

Greenspan, Alan, 88

Grove, Andy, 130–31

Groysberg, Boris, 148–49

Gruenfeld, Deborah, 219

Gupta, Ishan, 80–81

Gurney, Edward, 141

Halberstam, David, 54, 56, 68

Hammer, Armand, 212

Hansen, Morten, 123, 132

Harrah’s Resort and Casino, 131–32, 170–71, 176, 192

Harvard Business School

Amabile study on book reviews, 87

Ann Moore at, 72

Bill George at, 212

case study, Heidi Roizen, 107

Gary Loveman and, 170, 192

Groysberg study of GE executives, 148

John Kotter at, 229

Keith Ferrazzi at, 75, 89

MBAs and Goldman, Sachs, 61

Harvard Law School, 76–77

Hasegawa, Kiich, 85

Hastings, Reed, 177

Healy, Bernadine, 202–3

Hearst Corporation, 28

Atoosa Rubenstein as youngest editor in chief at, 129

Heilbrunn, Jacob, 87

Helyar, John, 193

Hero’s Farewell, The (Sonnenfeld), 96, 178, 211

hierarchy

competition and, 234

decision making and, 223–25

people at bottom and health risks, 6, 236

preference for, 220–21

size of organization and, 219

status hierarchies, 118, 256n. 14

ubiquitous nature of, 219–21, 225

Hill, Anita, 89

Hirsch, Paul, 217

Home Depot, 20, 148–49, 180, 209

Honda, Sorichiro, 85

Hotmail, 80–81

Iacocca, Lee, 158

Ickes, William, 52

Indian Premier League (IPL), 173–74

Influence (Cialdini), 82

ingroup bias/outgroup derogation, 31–32

“inhibitive nonverbal behaviors,” 230–31

Intel, 130

“wolf school,” 130–31

intelligence, 55–57

intimidation and, 56

reputation as smart, 147, 155

salary differentials and, 245n. 27

Isaacson, Walter, 84

Jacobs, John, 175

Jacobs, Rod, 59

Japan

aphorism, nail being hammered down, 26, 84

CEOs, time spent on investor relations, 186

differentiating oneself in, examples, 84–85

power and centrality, example, 121–22

Jeffery, Michael, 20

job performance, 19–35

executive compensation not tied to, 93

favorable impression and higher ratings, 148

highlighting favorable dimensions of, 28–29

importance of being noticed by higher ups, 26–27

ingroup bias/outgroup derogation, 31–32

intelligence and, 55

keeping your boss happy and, 21, 30, 31–32

making others feel better about themselves and, 31–35

not criticizing the boss, 32

promotions, basis of, 23–24

supervisor’s commitment and relationship to you and, 22–23

trap of great performance, 24–25

weak link with job outcomes, 19–26

Jobs, Steve, 20, 72, 143

job security

CEO retention, power as determinant of, 25

CEOs, median tenure, 47

keeping your boss happy and, 21

weak link with job outcomes, 19–26

job seeking. See also career choice, where to start

first impressions, 129, 151

networking and “weak ties,” 116–17

projecting confidence and, 38

Sam’s Club/Walmart interviewer on, 128–29

self-promoting and, 160

victim mentality and, 232

Johnson, Lyndon, 33, 45, 52, 109, 175

Johnson, Ross, 193

Jones Day (law firm), 215

Joss, Robert, 59

Jost, John, 221

“just-world hypothesis,” 8–11

blaming the victim and, 10

combating perception of, 10–11

misleading leadership books and, 12, 242n. 17

negative effects on ability to acquire power, 8–9

neglecting to build a power base and, 9

taking care of yourself vs., 233–34

Kalam, A. P. J. Abdul, 81

Kawamata, Katsuji, 54

Kelleher, Herb, 143

Keltner, Dacher, 199

Kennedy, Caroline, 83

Kennedy, Donald, 127–28, 140, 142–43

Kennedy, Ted, 80, 92, 98

Kerry, John, 145–46

King, Martin Luther, Jr., 7, 139–40

Kipnis, David,