According to Sugar (“When You’re Doubting Your Leadership – and Others Are, Too”), during this phase, simply saying “this is who I am” won’t get you the changes you want. Instead, you must accept that there are times when you need to make changes. 

According to Heifetz and Laurie (“The Work of Leadership”), a leader must sequence and pace the work. However, too often, senior managers convey that everything is important and thereby overwhelm and disorient their people. 

According to Heifetz and Laurie (“The Work of Leadership”), this step involves encouraging managers to tackle divisive issues instead of engaging in denial or blaming. 

According to Gallo in “Act Like A Leader Before You Are One”, when you take on problems that others aren’t willing to tackle or don’t even know exist, this is referred to as:

According to Goffee and Jones (“Why Should Anyone Be Led By You?”), in the step of revealing your weaknesses, you need to hone your ability to collect and interpret subtle and interpersonal cues, detecting what’s going on without others spelling it out. 

According to Ibarra and Hunter (“How Leaders Create and Use Networks”), as a manager moves into a leadership role, their network must reorient itself externally and toward the future. 

According to Goffee and Jones (“Why Should Anyone Be Led By You?”), practicing tough empathy means giving people not necessarily what they want, but what they need to achieve their best. 

According to Collins and Porras (“Building Your Company’s Vision”), there are two key components of a company’s core ideology. What are these two components?

According to Cuddy, Kohut, and Neffinger (“Connect, Then Lead”), by first focusing on displaying warmth and then blending in demonstrations of competence, leaders will find a clearer path to influence. 

According to Ibarra and Hunter (“How Leaders Create and Use Networks”), during this step, you create reasons for interacting with people outside your function or organization.