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TitleThe Leadership Gap: What Gets Between You and Your Greatness
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Total Pages172
Table of Contents
                            More Praise for the LEADERSHIP GAP
Title Page
Chapter One: The Surprising Gap in Our Leadership
Chapter Two: The Rebel
Chapter Three: The Explorer
Chapter Four: The Truth Teller
Chapter Five: The Hero
Chapter Six: The Inventor
Chapter Seven: The Navigator
Chapter Eight: The Knight
Chapter Nine: Where There Is Light There Is Always Hope for Greatness
Epilogue: Stand in Your Greatness
Know Your Gaps
About the Author
Document Text Contents
Page 2

More Praise for

“Drawing from her vast experience coaching senior executives around the world, Lolly paints revealing leadership portraits that expose
both darkness and the light in all leaders—and in ourselves. is fascinating, provocative, entertaining, and useful—
a significant new contribution to how we think and act as leaders, and I highly recommend it.”

—Jim Kouzes, coauthor of and the Dean’s Executive Fellow of Leadership, Leavey School of
Business, Santa Clara University “Thoughtful and practical, analytical and personal, invites leaders to

rethink what it takes to be great, and promises to help bridge the ‘leadership gap’ that plagues business and society. I urge you to
read it.”

—William C. Taylor, cofounder of Fast Company, author of

“Lolly Daskal reveals exactly what it is that makes great leaders great, along with the gaps that stand between leaders and their
greatness. Every leader will benefit by applying the principles contained in this book, along with their people, their customers, and
their companies.”

—Emma Seppälä, Yale University Center for Emotional Intelligence, author of

“Today, leaders can only achieve greatness if they are willing to find and fill their competency gaps. In this fast-moving and highly
helpful read, Lolly Daskal will show you the seven archetypes of leadership as well as the opportunities and pitfalls each one contains.
Read it and soar!”

—Tim Sanders, author of and

“An insightful new take on the world from one of my favorite leadership experts. Two Likeable thumbs up for this MUST READ!”
—Dave Kerpen, author of and

“In this deeply insightful book, leadership expert Lolly Daskal outlines a series of eye-opening and game-changing ideas, including
why embracing weakness is the first step to achieving greatness. If you want instant insight into your clients, your boss, and even
yourself, get this book. It will redefine the way you lead.”

—Ron Friedman, PhD, author of

“In these uncertain times, it’s more important than ever for leaders to be people who are truthful and who we can trust. This book
guides you towards your greatness in the quest to become a better and more effective leader.”

—Lauren Maillian, TV personality, start-up investor, and author of

“This book might just be the next best thing to having your own personal coach.”
—Art Markman, PhD, director of the Program in the Human Dimensions of Organizations at the University of Texas at Austin

and author of and

“ reads like my story—a deep search for ‘who I am being while I am leading.’ If John Grisham wrote a book on
leadership, it would be a compelling page-turner like this one.”

—Chip R. Bell, author of

“I love this book. Each page is chock-full of wisdom and common-sense actionable ideas. Lolly gets to the heart of what keeps us from
being great and what we need to do to close the gap to become our best selves.”

—Jesse Lyn Stoner, coauthor of

“In , Lolly Daskal speaks truth to power through her penetrating and practical insights for today’s and tomorrow’s

—Bruce Rosenstein, managing editor of , author of

“With expert analysis and soulful compassion, Lolly Daskal provides a fascinating expose on the psychological ‘gaps’ leaders face in
realizing their true potential. I’ve seen few other books with such thoughtfulness, practicality, and empathy for the human side of
becoming a leader.”

—Andy Molinsky PhD, author of and

“I love love love reading Lolly’s leadership insights. She inspires me to be a better man, and her writing gives me effective tools to
inspire action in the teams I lead.”

—Adam Kreek, Olympic gold medalist and founder of KreekSpeak

Page 86

You can create in the prisoners feelings of boredom, a sense of fear to
some degree, you can create a notion of arbitrariness that their life is
totally controlled by us, by the system, you, me. . . . They can do
nothing, say nothing that we don’t permit.8

To make the guards look more authentic, they were dressed in khaki uniforms
and issued wooden batons to signify their authority. As Zimbardo said, the goal
was to induce disorientation, depersonalization, and deindividualization in the
participants; and the participants quickly took to their assigned roles.

The first day everything was fine and the prisoners were bored and quiet.
However, on the second day, there was a major shift when some of the prisoners
started a revolt against the prison guards. In response, some of the guards began
to take their roles very seriously and became extremely cruel. They enforced
authoritative measures on the prisoners that were sadistic, and some even
subjected their prisoners to psychological torture. Many of the prisoners
passively accepted the abuse, and those who tried to prevent it were harassed and

This went on for six days, until Zimbardo abruptly terminated the
experiment due to the rampant abuses. Dave Eshelman, who played the role of a
guard in the experiment, said,

I was kind of running my own experiment in there, by saying, “How far
can I push these things and how much abuse will these people take
before they say, ‘knock it off’?” But the other guards didn’t stop me.
They seemed to join in. They were taking my lead. Not a single guard
said, “I don’t think we should do this.”9

The Stanford Prison Experiment has received much criticism over the years, but
it continues to raise questions even today. How is it possible that good people
turn into perpetrators? Why do people who have power become evil? And why
do some have a tendency to turn a blind eye and a deaf ear on actions that may
be abusive?

These are important questions.
During World War II, Nazi military officers ordered the death of millions of

Jews and other “undesirables” (Gypsies, communists, homosexuals, the mentally
and physically disabled, and others) while those who knew stood by—watching
as bystanders.

Page 87

We don’t have to go to the extremes of war, and we don’t need to create a
mock prison experiment to see the bystander effect in action. All we have to do
is go into our own workplace and look at our leadership.

Research on workplace bullying revealed that 66.6 percent of businesses
have an active bully—with 58.2 percent of participants stating that the active
bully was more likely to be a boss (manager, senior manager, CEO, or executive
director).10 Bullying at work is a huge problem, and sadly, many who witness
bullying won’t say or do anything about it—instead, they act as bystanders. They
might excuse the bullying by saying, “Oh this always goes on,” or “He was only
teasing,” or “This bullying salesperson brings us too much business to be
reprimanded.” The fact is that when bullying or intimidation occurs in the
workplace, many people just stand by and watch. Most people believe that
someone else will handle it, or that the people being bullied can take care of
themselves. When nothing is done to help a coworker when he or she is being
bullied, this is the bystander effect in action.

Are we going to be one of the people who stand by and allow toxic
behaviors to continue to exist, or are we going to be one of the heroes who takes
a courageous stand? There is an opportunity every day, in every workplace, in
every organization, for the courageous hero archetype to emerge and to lead.

Leveraging the Bystander Within

And thou shalt never, but never be a bystander.
—Yehuda Bauer

Leaders do not become true leaders until they can learn to manage their fears in
the face of difficulties and challenges. True leaders have worked diligently and
with great effort to go beyond what they fear and to rethink what they know, so
they can discover within themselves a depth of their own fearlessness—the
person who is ready to be courageous like never before.

If you want your people to be courageous (and you do), then you as a leader
need to rethink your organization’s culture and ask yourself if it supports and
encourages acts of courage, both great and small.

Page 171

* In the interest of clarity and consistency, I am using the singular pronouns “he” and “his” throughout this
book. However, it is intended to be gender-neutral. These principles apply to both men and women equally.

Page 172

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