Secret Field Guide
User Manual:
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Page Count: 66
Field Guide and Workbook
What Great Leaders Know and Do
Over 500,000 Copies of The Secret Sold
Anniversary
Edition
10 th
Copyright 2016 © by Mark Miller and Randy Gravitt.
SERVE Copyright 2001 © by Chick-fil-A, Inc. Properties
All rights reserved. No part of this publication may be reproduced, distributed, or
transmitted in any form or by any means, including photocopying, recording, or other
electronic or mechanical methods, without the prior written permission of the author,
except in the case of brief quotations embodied in critical reviews and certain other
noncommercial uses permitted by copyright law. For permission requests, write to the
author at RANDY@INTEGREATLEADERSHIP.COM.
Printed in the United States of America.
Printing Information
Walton Press, Inc.
402 Mayfield Drive
Monroe, GA 30655
Tel: 1-800-354-0235
www.WaltonPress.com
ISBN 978-0-692-75140-452995
TABLE OF CONTENTS
Chapter 1: Assess Reality ......................................................................... 11
Chapter 2: Imagine the Possibilities ......................................................... 17
Chapter 3: Determine Your Destination .................................................. 23
SECTION 1: SEE THE FUTURE
Chapter 7: Think Differently
.................................................................... 51
Chapter 8: Act Strategically
...................................................................... 57
Chapter 9: Manage Change...................................................................... 63
SECTION 3: REINVENT CONTINUOUSLY
Chapter 4: Select Talent ........................................................................... 31
Chapter 5: Energize Effort....................................................................... 37
Chapter 6: Foster Growth........................................................................ 43
SECTION 2: ENGAGE AND DEVELOP OTHERS
Chapter 10: Set Expectations ................................................................... 71
Chapter 11: Demonstrate Care ................................................................ 77
Chapter 12: Embrace the Tension ............................................................ 83
SECTION 4: VALUE RESULTS AND RELATIONSHIPS
Chapter 13: Establish Core Beliefs ........................................................... 91
Chapter 14: Align Behavior ..................................................................... 97
Chapter 15: Seek Feedback .................................................................... 103
SECTION 5: EMBODY THE VALUES
54
CONSIDER THE FOLLOWING TIPS FOR USING THIS RESOURCE:
START WHERE YOU ARE...
We suggest you begin by using The Secret: What Great Leaders Know and Do assessment,
available at integreatleadership.com. The assessment will help you establish a benchmark
on your current level of skill and give you the opportunity to monitor your progress as
you work through this content.
CONSIDER ADDITIONAL RESOURCES...
This field guide is meant to be a companion resource to the book, The Secret: What
Great Leaders Know and Do by Ken Blanchard and Mark Miller. We recommend reading
the book for a picture of the model being lived out in a real-world setting. Copies are
available at INTEGREATLEADERSHIP.COM or any on-line retailer.
PRACTICE WITH A GROUP...
Learning with a group can accelerate your growth. Consider choosing 3-5 other leaders
and reading The Secret together and then working through this field guide by studying
and making application to one best practice every time you meet.
We hope the SERVE model and the corresponding best practices will prove to be as
transformational to your leadership as they have for ours. We encourage you to keep
growing in your leadership skills — your capacity to grow will determine your capacity
to lead.
Never forget … Great leaders SERVE!
HOW TO USE THIS GUIDE
At the risk of repeating the Acknowledgements from the book, The Secret, we must take
a moment and thank the following men and women again, for their thought leadership
and hard work more than a decade ago when the original SERVE model was created.
The first people we want to thank are those who helped create the SERVE model for
Chick-fil-A. They are LEE BURN, MARK CONKLIN, CYNTHIA CORNOG, PHIL
ORAZI, and TIM TASSOPOULOS. Their insight, diligence, and hard work were the
catalyst for this work. Thank you!
It must also be known that TRUETT CATHY, JIMMY COLLINS, and the other
leaders at Chick-fil-A have field tested the principles in the book and the field guide for
decades. These men and women have shown the way for countless emerging leaders.
They are a real-world testimony to the power and validity of what you are about to read.
Thanks to all of you for showing us how to SERVE!
For this guide, RANDY GRAVITT deserves much of the credit for translating the best
practices from decades of his front-line leadership experiences into daily activities any
leader can apply. Once again, DONNA MILLER brought her editorial skills to bear
and LINDSAY MILLER created the design. Thanks to all of you!
Finally, we want to thank all the people in the world who believe there is a higher form
of leadership; leadership not based on power or position; rather leadership born of a
servant’s heart. You are an inspiration for all who know you.
ACKNOWLEDGMENTS
hat’s your picture of leadership?
Over a decade ago, as we were attempting to answer that question, we
stumbled upon the secret of great leaders. What we rediscovered was a proven,
centuries old, approach to leadership that is as countercultural today as it was
2,000 years ago. Our findings also provided the central idea on which Ken
Blanchard and I based our book, The Secret.
Our picture of leadership is an iceberg. The 10% above the waterline represents
what leaders do and is the subject of The Secret and this Field Guide. The 90%
below represents leadership character. If you’re interested in learning more about
that idea, check out The Heart of Leadership.
So, what is the secret?
Great leaders serve. However, their service is not random; we believe there are
five strategic ways all great leaders SERVE…
See the future
Engage and Develop Others
Reinvent Continuously
Value Results and Relationships
Embody the Values
This guide is intended to help you go deeper and learn how to apply these
timeless truths in your daily leadership. Our methodology is simple — we’ve
outlined best practices — practical and applicable ideas you can begin
implementing right away.
I’m excited to have Randy Gravitt join me as we attempt to help you apply “the
secret” in your world. Randy brings decades of leadership and wisdom to this
project. I’m thankful he agreed to help bring this content to life.
Enjoy the journey!
7
hen Walt Disney World Resort opened in October of 1971, Walt was not there
to see it. He had died five years earlier from lung cancer. Representing him
at the grand opening of the Florida theme park was his wife, Lillian. During an
exchange with a reporter at the event, Lillian supposedly reminded everyone of
the power of Walt’s vision. The reporter said to her, “It’s too bad Walt isn’t here to
see this.” Without missing a beat, Walt’s wife of over forty years said, “Walt did see
this, and that’s why it’s here.” Wow!
Leaders see things before others do. This ability to see the future takes on many
forms. Whether seeing the potential in an emerging leader or having the intuition to
move into an emerging market, leaders who are skilled in seeing the future possess
a noticeable advantage over the competition. Visionary leaders also stay ahead of
the curve on industry changes and technology trends. They even address capacity
issues proactively rather than reactively, again setting them apart.
The ability to envision a preferred future and to call others to join them for the
journey is what great leaders do. However, seeing around the corner is not all
there is to being an effective leader. The best ones understand the need to assess
reality, knowing they must start where they are before they can expect to climb
some aspirational mountain. Once they gain a proper perspective, true leaders
have an ability to dream of a better place … a place full of possibilities … a place
worth changing for … a place better than their current reality. When the direction
is determined, great leaders begin to paint a picture of what could be and to call
people to action.
Many leaders become bogged down in the day-to-day routine of their role. They
neglect to set aside time to see into the future — to dream, plan, explore, and
imagine. When the leader fails to see the future, the team cannot have a clear and
compelling target to pursue. The best leaders, while engaged in today, possess an
ability to pull up and not lose sight of the big picture. They not only can see it, they
share it with their followers to keep them looking forward.
If you hope to be a great leader, start by imagining what could be. By seeing the
future and defining where you want to go, you will have taken the first step to
creating a better tomorrow for those you lead.
9
11
ook out the window the next time you are on a flight, and you will be
reminded of the value of taking a 30,000 foot view of your world. The ability
to perceive the lay of the land is easy in a plane. Unfortunately, when it comes to
our lives, most of us grind away on the ground, rarely examining what is really
happening. If leaders expect to remain effective, they must occasionally look up
and assess their situation.
In his book, Leadership is an Art, Max Dupree wrote, “The first responsibility of
a leader is to define reality.” Defining reality can be difficult for a leader as his
influence grows within an organization. Truthfully, it is easy to become insulated
from reality and live in denial.
Denial is the fuel of the status quo. Most of us tend to believe we are doing better
than we really are. The courageous leader is the one who looks in the mirror and
admits there is progress to be made. Better yet, he goes to his team and asks
how things are really going. Courageous leaders also look at the competition in
hopes of gaining a sense of how to improve, benchmarking for better results.
Additionally, reality can be discerned from trusted counsel … by asking those,
even outside your organization, who can bring a level of honesty you may not be
able to find internally.
Great leaders know that a part of seeing the future is having a good sense of what
is true and embracing their current reality as a starting point. Seeing the future is
important, but remember, the first responsibility of a leader is to define reality.
1312
IDEA FOR ACTION
Choose one of the items from the previous section to discuss each week with your team
until you have exhausted the list. Make a list of changes you need to embrace in light of your
team discussions and commit to implementing change as needed.
What are three current trends affecting your industry? (Talk with your group to see
where there is agreement)
ASSESS REALITY
DISCUSSION STARTER
1
3
2
HELP LEADERS IDENTIFY...
limitations
challenges
restraints
Areas of
to success
changes
Define your broadly
Listen to and
Invest
Look at
Consider
STRENGTHS
WEAKNESSES
OPPORTUNITIES
THREATS
STEPS TO ASSESS REALITY...
1514
ASSESS REALITY
What do you need to do in order to assess reality in your current leadership environment?
Note: You do not have an action item until you decide who is going to do what, by when.
ACTION STEPS
ACTION STEPS BY WHEN
Which of the above roadblocks is a potential blind spot for your current team and why?
TEAM DISCUSSION
ACCEPTANCE - Leaders are satisfied with the status quo.
APATHY - Leaders are disengaged from the business.
ARROGANCE - Current and past successes have led to overconfidence and denial.
ACCOUNTABILITY - Leaders do not have to answer for their attitudes and actions.
ABSENCE - Leaders who are not present cannot be in touch with reality.
ROADBLOCKS TO REALITY...
“The first responsibility of a leader
is to define reality.”
MAX DUPREE
NOTES
17
lbert Einstein said it well: “Imagination is everything. It is the preview of
life’s coming attractions.” Leadership is fundamentally about taking people
and organizations to a future that doesn’t yet exist. Only it does exist — in the
imagination of the leader. By definition, seeing the future requires imagination.
Children have great imaginations. From imaginary friends to distant lands,
it is as if they can alter their reality by believing in something better. If only
leaders could be more like children. Maybe not the imaginary friend part but
possessing that same sense of wonder and possibility. To see a better future so
vividly, they are able to describe it and call others to join them in the quest to
go there.
Not only do visionary leaders imagine a better place, but they also see the
consequences of not taking the journey. Their ability to refuse complacency
keeps them and those they lead moving forward. Their vision, rooted in the
consequences of maintaining the status quo, motivates them to keep going, to
embrace struggle, and to sacrifice as needed.
Imagination is the foundation of leadership. Vision casting, problem solving,
team building, conflict resolution, resource allocation, and many more
activities make up the daily demands of the leader’s role. Admittedly, if we fail
to master these disciplines, we’ll not lead for long, but the highest value we
bring is our imagination.
The best leaders wake up thinking, “What if?” If you intend to be a visionary
leader who sees the future and mobilizes others to join you, start by imagining
the possibilities.
1918
Awakens
Creates
Promotes
Builds
Unleashes
IMAGINE THE POSSIBILITIES
What are ten possibilities you could pursue or attempt as an organization that might
lead to a better future?
DISCUSSION STARTER
IMAGINE THE POSSIBILITIES...
IDEA FOR ACTION
Choose one of your leading competitors and benchmark against them to determine a list
of possible changes your organization might consider.
reality
the competition
Spend time with
widely
with your team
Keep an
HOW TO IMAGINE THE POSSIBILITIES...
2120
IMAGINE THE POSSIBILITIES
What action steps do you need to take to better imagine the possibilities for your team?
ACTION STEPS
ACTION STEPS BY WHEN
Which of the above “possibility killers” is currently limiting our thinking?
TEAM DISCUSSION
FEAR OF FAILURE
PAST PERFORMANCE
NEGATIVE THINKING
CULTURE OF CRITICISM
LACK OF RESOURCES
CHALLENGING COMPETITION
BEWARE OF THE POSSIBILITY KILLERS...
“Leaders must be able to see the
future before they can create it.”
NOTES
23
our direction always determines your destination. Like a navigator on a ship
or a pilot on a plane, a visionary leader charts the course for the rest of the
organization. He understands that unless someone answers the question, “Where
are we going?” it is unlikely much will be accomplished. Countless organizations
have plateaued, not so much because of the market or the competition, but due
to a lack of leadership. This doesn’t have to be true. As the leader you have the
opportunity to determine the destination for your organization and lead everyone
to a better place.
How much time do you spend thinking about where you want to take those
you lead? Do you have a destination in mind? Have you taken seriously your
responsibility to clearly communicate your vision to the rest of the team? As we
discussed in the previous best practice, without intentional time spent identifying
your opportunities and possibilities, you will lack clarity on the vision. And if you
don’t know where you are going, convincing others you are going somewhere
important will be impossible. Also, if a detour becomes necessary, the destination
can remain clear.
Can you see the future? Have you imagined someplace better for your team? If so,
tell them where you’re going, start where you are, and begin taking steps. Before
long you will be in a better place … because your direction always determines
your destination.
2524
DETERMINE YOUR DESTINATION
If we stay the current course, where do we anticipate our organization will be in 3-5
years? Does our current course take us to where we want to go? Why or why not?
DISCUSSION STARTER
DEFINING THE DESTINATION CREATES...
IDEA FOR ACTION
Identify the destination for the upcoming year and share it with those you lead within
the next 30 days. Use the questions from page 26 to help create talking points for your
vision casting.
Assess
Imagine the
Count the
Consider
Weigh the cost of
Consider
HOW TO DETERMINE YOUR DESTINATION...
2726
DETERMINE YOUR DESTINATION
What action steps do you need to take to define the destination and make sure you
cascade the message to everyone in your organization?
ACTION STEPS
ACTION STEPS BY WHEN
What could you stop doing in order to accelerate your journey toward your destination?
TEAM DISCUSSION
WHERE DO WE WANT TO GO?
WHY DO WE WANT TO GO THERE?
WHO DO WE WANT TO TAKE WITH US?
WHAT RESOURCES ARE AT OUR DISPOSAL?
WHEN DO WE WANT TO ARRIVE?
HELP DEFINE YOUR DESTINATION...
“Your direction always
determines your destination.”
NOTES
he best leaders know the importance of a compelling vision, but most
quickly learn, the vision will not become a reality unless they are able to rally
others to the cause — full engagement is required to actually create the future.
Have you ever worked in an environment in which you were fully engaged? If you
have, you know it was exhilarating. The work was more fulfilling, the challenges
were surmountable and the victories sweeter. None of this happened by accident.
If you found yourself fully engaged, it was because a leader, or more than likely a
number of leaders, had given focused attention to the context in which you were
operating. There was probably a plan in place to engage and develop people.
In a leader’s world, engagement is a term with at least two distinct meanings —
first, it refers to the questions such as: “Who do you select? And, “Who do you
invite to join the cause?” This is represented in our best practice: select talent. The
best leaders are always actively searching for talented people to join the cause.
The other way the term engagement is used is to describe the mental and physical
state of a person. Is he or she just physically present or is the person fully vested
and energized? The latter is the goal of every leader. The good news is that leaders
establish the context and the environment for engagement, or the lack thereof.
This is why every great leader works to energize effort.
Finally, a leader needs to be concerned with not only the future of the enterprise,
the best leaders are also concerned with the future for their people. That’s
why you’ll see leaders working diligently to foster growth. It is the growth and
development of people that provides the foundation for future success. This is far
too important to be left to chance.
When you see a leader who seems to always achieve their goals, you can rest
assured, unless those goals were very small, he or she has found a way to engage
and develop others. If this is a new idea for you, you are in for a real treat — a life-
changing, leadership altering treat!
29
31
ollege football programs are one of the best examples of the need to recruit
great talent. The demand for coaches to find high performers is never ending.
Every year they must replace those who graduate or move on to the NFL. Rest
assured, they don’t leave their recruiting to chance. The best coaching staffs have
researched who is available and identified those who will fit their need. They leave
no stone unturned.
Organizations are like football teams. The ones with the best talent are positioned
to win. Who you select will go a long way toward determining your success. As
you think about improving your organization’s level of talent, do you know what
you are looking for? Have you created a profile to guide your search?
When looking for talent, there are several things to consider. First, does the person
being recruited have proven character? Assembling a team without character, can
erode culture. When recruiting, wise leaders also look for skills. Character alone will
not do the job. Finally, is the person a good fit for your culture? This is the chemistry
question. Ask yourself, “Is this someone I would enjoy working with?”
There are no perfect teams, but a great coach can make a team better. What
makes elite leaders is their ability to recruit talented people and develop them. If
you want to position your team to win, surround yourself with great talent and
develop your players. Before you know it, you will be dominating the competition.
3332
SELECT TALENT
What do you look for when adding talent to your team?
DISCUSSION STARTER
GREAT TALENT...
IDEA FOR ACTION
Before your next hire, create a profile of the character traits and the job competencies
you are looking for, and then use the profile to guide your selection.
Improves
Attracts better
LOOK FOR 4 E’S WHEN SELECTING TALENT...
Does the person demonstrate a bias for action and bring effort to their work?
Does the person have a positive attitude and approach their work with excitement?
Does the person whole-heartedly want the job or do they approach it as a stepping-stone?
Does the person care about the work and seek to do everything to the best of their ability?
3534
Review the list of 4 E’s above, and discuss what happens if each one is not present.
TEAM DISCUSSION
SELECT TALENT
What do you need to do to raise the level of talent in your organization?
ACTION STEPS
ACTION STEPS BY WHEN
NOTES
“The team with the most talent
is in the best position to win.”
37
his is an old, old story that captures the spirit of this best practice… The year
was 71 AD and the Romans ruled the world. However, this arrangement didn’t
sit well with Spartacus, a Roman slave. History tells us Spartacus led an uprising
against the government. It was an epic tale with ample ups and downs as the
battle raged. Unfortunately for Spartacus and his followers, they were all captured
in the end.
The Roman officials, uncertain as to which of the slaves was Spartacus, offered
to spare the lives of the army if they would reveal his identity. As the story goes,
Spartacus, in an attempt to save the lives of his fellow slaves, stood and called out,
“I am Spartacus.” Much to his surprise, another man did the same, and another,
and another, until the entire legion was shouting in unison, “I am Spartacus.”
In this simple and powerful vignette, we have the essence of our leadership
challenge: when we stand on an issue, does anyone else stand with us? That’s the
idea captured in our next best practice. When you and I energize the effort of those
around us, they no longer feel or perform like hired hands — they become fully
engaged in the work.
3938
ENERGIZE EFFORT
What does a fully engaged person look like? What are the signs? What are the characteristics?
How do they behave?
DISCUSSION STARTER IDEA FOR ACTION
Do an engagement audit. Check to see how prevalent each of the previous factors are in
your culture. Create action plans to close critical gaps.
AN ENERGIZED WORKFORCE...
Think of a time you were fully engaged. Share the highlights of your experience with
a partner. From your own experience, identify at least ten reasons every leader should
want to energize the efforts of his/her team.
1
3
2
4
5
6
8
7
9
10
Compelling
Clear and
for the work or cause
leveraged
progress
is plentiful and constructive
Frequent
Leadership that
KEY ELEMENTS TO ENERGIZE EFFORT...
“Engagement energizes effort.”
4140
What action steps do I need to take to place a greater priority on energizing effort?
ACTION STEPS
ACTION STEPS BY WHEN
What organizational or team practices do you currently have in place that energize people?
What practices do you have in place that sap their energy?
TEAM DISCUSSION NOTES
Say it on
Say it in a
Say it with
Say it with
Say it
Say it with
ENERGY CAN BE FUELED BY VISION...
ENERGIZE EFFORT
43
t’s the first day of school. The bell rings and nervous students find their seats.
What happens over the next few minutes will go a long way in determining
the success or failure of the upcoming year. Teachers understand the best day
to create a learning environment is the first day, and they are the architects of a
culture of growth.
The best teachers start with a list of objectives for the culture they are trying to
create. They encourage a growth mindset where learning can take place. They teach
academics, character, and life skills to prepare their students to impact their spheres
of influence. Great teachers desire for each student in the class to continually
improve and reach their potential. They foster excellence, discipline, focus, and
growth. They set up an accountability system of grading to monitor progress.
Leaders who engage and develop others mirror the practices of great teachers.
They, too, build their culture to foster a growth mindset. They identify gaps in
performance and ensure their followers have the resources and tools needed for
progress. The best leaders also challenge those they lead to continually work on
their character and matters of the heart such as integrity, humility, engagement,
and attitude. They do this recognizing if someone’s heart is not right no one cares
about their skills. Finally, they build in systems for learning and accountability and
everyone benefits.
The best thing you can do for those you lead is to create an atmosphere of
excellence, alignment, and execution. If you do, don’t be surprised if your “class”
thrives. Remember, as the leader, it is your job to foster a culture of growth.
4544
FOSTER GROWTH
How can an organization foster growth? How can an organization inhibit growth?
DISCUSSION STARTER
WHY GROWTH MATTERS...
IDEA FOR ACTION
Have a conversation with a member of your leadership team and identify an area where
they want to grow. Provide the resources and encouragement they need to reach the
next level.
Communicate an for growth
Leverage
Close critical
Provide
Model
Monitor
Encourage a growth
Unleashes
Creates advantage
Enables
Drives
Indicates and vitality
TO CREATE A GROWTH CULTURE...
4746
What are the three most important things a leader can do to pursue personal and
professional growth?
TEAM DISCUSSION
FOSTER GROWTH
What do you need to do to help create the culture you desire within your organization?
ACTION STEPS
ACTION STEPS BY WHEN
NOTES
“Growing leaders
grow organizations.”
n a world of fierce competition, new technologies, and greater complexity, one
of the most important things a leader can do is create a culture of continuous
improvement — the best leaders reinvent continuously.
A leader who reinvents continuously, thinks differently. Most of us are guilty of
falling into comfortable routines and patterns of thinking — we like predictable.
The tried-and-true feels safe and secure. Unfortunately, what got you here most
likely will not get you there, if there represents a preferred future.
Not only do you need to think differently, but you also need to act strategically. It
is one thing to dream and imagine, but at some point, you will be required to act.
A bias for action will propel you and those you lead to a better place, especially if
your action is steeped in strategy and careful thought.
Leaders who reinvent continuously also understand the importance of managing
change. In today’s environment, the only thing inevitable is change. Are you
pushing yourself to stay fresh? Do you work to stay current in your knowledge
and expertise? If not, you will never be able to manage the changes that come
your way. Great leaders are able to guide their people through a maze of
modifications, recognizing progress is always preceded by change.
Abraham Lincoln is credited with saying, “The best way to predict your future is
to create it.” Wise leaders embrace this mindset and learn to be comfortable being
uncomfortable. They look for ways to improve their systems, structures, teams,
and, perhaps most importantly, themselves. Those who pursue greatness are
constantly changing.
A better future is available to you and your people, but only if you decide to go
after it. You will never hope your way to a better place. No, you will arrive there
by thinking differently, acting strategically, and managing change. And once you
arrive, if you’re the really rare leader, you will realize you never really arrive. It
will be time to reinvent once again. Why? Because high performance leaders
reinvent continuously.
49
51
lace yourself in an art gallery staring at a popular painting of a landscape
painted by a famous artist. To the general public, the painting looks like
a pretty landscape and nothing more. They will walk away without giving the
painting any more thought. However, a seasoned fellow artist will immediately
appreciate the work before him and take the time to linger. He will look at the
painting differently.
The artist will not simply glance at the landscape; he will study it and feel the
emotion it exudes. He will notice the use of a bold color palette in the sky that
evokes the eerie feeling of an ominous storm rolling in. He will observe the large
brush strokes in the bowed-down meadows and sense the danger of the wind. The
tiniest background details unnoticed by the masses will not escape his attention.
The master artist will walk away from an experience, not just a painting, because
he does not merely look at art, he sees it.
Like the artist in the gallery, the best leaders are constantly looking beneath
the surface of a situation. They take the time to see what is truly happening
before them. They also see beyond the horizon. This “seeing” what others don’t
is possible because leaders think differently, rarely following the crowd. They
analyze the present conditions that are not working and propel those they lead
to embrace change. They inspire others to imagine, dream, and eventually create
new systems and structures to implement their ideas.
Never forget, high performance leaders think differently.
5352
THEY UNDERSTAND THE FOLLOWING TRUTHS:
Progress is always preceded by
The fundamental role of the leader is to create change
There is tremendous when applying yesterday’s
to today’s
What got you won’t get you
THINK DIFFERENTLY
Identify several historical examples in which a leader clearly thought differently about a
situation. Why do you think this was the case?
DISCUSSION STARTER
WHY LEADERS THINK DIFFERENTLY...
IDEA FOR ACTION
Schedule a two-hour block of time to think deeply about a problem you are facing.
Ask more and better
widely
Express your ideas
Take an to lunch
to new places
Keep a
Read
Start a new
time to think
Become a student of
TO THINK DIFFERENTLY...
5554
NOTES
Choose one area where you need to change your thinking as an organization and have a
discussion about how you might do things differently in this area.
TEAM DISCUSSION
What steps do you need to take to think differently about your future?
ACTION STEPS
“The ability to think is one of the
leader’s highest contributions.”
THINK DIFFERENTLY
ACTION STEPS BY WHEN
57
military leader heading into battle has one main desire — to be the victor. In
order to achieve his goal, the leader must have a plan of action before ever
stepping on the battlefield. He will seek wise counsel and devise a strategic plan
of action that gives him the best opportunity to win. The best results will come
if his plan is detailed, and he has evaluated how to overcome the setbacks he
may encounter. He also must know his team members and their strengths and
weaknesses in order to place the right people in the right positions at the right
time. A great military leader will play out the battle to the end in his mind, before
it ever begins on the field. Will the battle go as planned? Never. There will be
unforeseen challenges; however, the leader who has a strategic plan of action in
place beforehand will be better able to adjust and continue to move forward until
victory is secured.
Strategic thinking is a never-ending practice of high performance leaders. They
recognize what got them here, won’t get them there. This realization causes them
to continually evaluate, make adjustments, and not just think strategically, but to
take action. The best strategic plans start with the priorities with tangible goals to
ensure the mission is accomplished. Great leaders never leave things to chance.
If you desire to make progress, you must continually ask the question, how will we
win? While your options are many, unless you decide how you will win and make it
your strategy, you will struggle to mobilize your troops and defeat the competition.
5958
ACT STRATEGICALLY
Answers the question, “How will we ?”
Is tied to the key of the organization?
Helps leaders decide what to do.
What is your organization’s current strategy to win in the marketplace?
DISCUSSION STARTER
A GREAT STRATEGY...
IDEA FOR ACTION
Pick one area of your business and review the strategy. Create a “stop doing” list for
anything that is preventing you from executing your plan in this area.
Identify
Clarify
performance
Review
accordingly
progress
TO EXECUTE STRATEGY WELL...
6160
ACT STRATEGICALLY
“Great leaders never
leave things to chance.”
NOTES
Considering the above list, which area of your current strategy needs attention?
TEAM DISCUSSION
What 3-5 action steps do you need to implement to help you act more strategically in
order to help your organization accomplish its mission?
ACTION STEPS
ACTION STEPS BY WHEN
63
hange is inevitable. Let’s face it … nothing ever stays the same. The stock
market, the fashion styles, and even the weather is in a constant state of flux.
Our lives are no different. Any mother of a kindergartener can testify to the changes
that take place in her child’s life from birth to age five. She has to make continual
adjustments in caring for the needs of her child as he changes and grows.
Like young moms, leaders need to be aware of the importance of managing
change. That awareness should begin by recognizing there are two types of change.
Changes beyond our control and those we can affect. The circumstances beyond
our control should not drain our time nor our mental and emotional energy.
However, situations that are controllable, though they regularly change and challenge
us, should be addressed. How a leader manages his environment of change is the
marker between a great influencer and simply being the person in charge.
People truly are creatures of habit and become very comfortable with the status
quo. The familiar can cause an environment to become mundane, predictable, and
boring. Though change is necessary for growth, people still resist it. Often the leader
is the one to provoke change. There are other times when people try to change too
fast. In these situations, the leader is needed to pull back on the reins. Knowing
when to push and when to pull is an art for great leaders.
As you seek to monitor your environment, courage will be required. There will
be resistance and pain. But if you plan on reaching your full potential, you better
learn to manage change.
6564
MANAGE CHANGE
IDEA FOR ACTION
Make a list of ten possible changes you could make within the coming year. Review your
list and commit to implementing three of the changes.
1
3
2
4
5
6
8
7
9
10
How is our organization doing when it comes to managing change?
DISCUSSION STARTER
LEADERS MUST EMBRACE CHANGE...
Identify a need for
Communicate
Build
Assign
Monitor
Launch
Evaluate and
Change is the price of
What got you won’t get you where you want to go
If the leader does not change, no one else will
Your is not standing still
The world is
Without change, leaders become
LEADERS MUST MANAGE CHANGE...
6766
“Progress is always preceded
by change.”
NOTES
How can we manage change more effectively?
TEAM DISCUSSION
What do you personally need to do to more effectively implement and manage change?
ACTION STEPS
ACTION STEPS BY WHEN
MANAGE CHANGE
69
hich way do you lean … results or relationships? Most leaders have a bias
toward one or the other. Do you know yours? Are you results driven, always
thinking of the bottom line? Or are you a people person who gets things done
through relationships? Leaders who SERVE, no matter which way they lean, value
both results and relationships.
If you truly want to serve your people and give equal weight to relationships and
results, the place to begin is by establishing expectations. When expectations are
clear, people are set up for success, which by definition leads to greater results.
But don’t forget the people part. As the leader, you also need to demonstrate care
for your team. Whether you are highly relational or not, your team needs to know
and feel that you care about them as people. If you choose a culture of care, your
people will thrive and results will be enhanced. Too often, performance oriented
leaders pursue results at all costs. Wise leaders continually make relational
deposits into those they lead.
In addition to establishing expectations and demonstrating care, you will be
forced to manage the tension. Your organization will have a tendency to lean the
way you lean. Rare is the leader who naturally balances relationships and results.
The best thing you can do is admit your bias, and ask your team for help in
maintaining balance. You will be tempted to fill your team with only those who are
like-minded. Resist. Again, whatever you lead can only be balanced if you work
hard to manage the tension.
Performance can only be maximized when leaders ensure the organization values
both results and relationships. By establishing expectations, demonstrating care,
and managing the tension, you position your team to optimize results while
remembering they are in the people business.
71
xpectations … they have been the undoing of many relationships and the
bottleneck of targeted results. Whether husband and wife, or parent and child,
it is easy for expectations to go sideways with those we love. The same can be true
for a leader in the workplace. Without clear, stated expectations, relationships can
be ruined and results stalled. Harm also comes when expectations are assumed.
By allowing others to carry around the weight of expectations that don’t actually
exist, again, we run the risk of affecting relationships and results.
For leaders, expectations are crucial and must be communicated clearly up front
and repeated often. The success and growth of an organization or team relies on
clear communication at all times. Team members cannot read your mind. They
need to know what you are thinking. When expectations are clear, progress can be
continually evaluated as people aim at the target.
In that regard, a member of your team is no different than an archer — having
a bull’s-eye creates focus. Imagine giving a team member a bow and arrow and
telling them you were conducting a shooting contest. You wouldn’t dream of hiding
the target. Sadly, many leaders neglect to show their followers the bulls-eye. The
lack of clarity causes some to assume the goal is to shoot fast, while others attempt
to shoot far. When there is no target, everyone misses the mark.
If you truly want to achieve the best results, start by focusing on creating clear
expectations. Tell people what you expect and then have a conversation to make
sure you are on the same page. Doing so will ensure the bulls-eye becomes the
target every single time.
7372
What does your organization expect from you as a leader? (answer individually and then
compare your answers)
DISCUSSION STARTER
EXPECTATIONS MAKE SUCCESS...
IDEA FOR ACTION
Over the coming month, have a conversation with each member of your team concerning
current expectations. Seek to establish greater clarity and make adjustments as needed.
After the conversation, make it your goal to provide every person in your organization a
written document establishing clear expectations.
clearly
consistently
regularly
TO SET EXPECTATIONS...
SET EXPECTATIONS
7574
“When there is no target,
everyone misses the mark.”
NOTES
What percentage of our people have clearly written expectations? What are the implications
of this level of clarity?
TEAM DISCUSSION
What steps do I need to take to set clear expectations for those I lead?
ACTION STEPS
ACTION STEPS BY WHEN
SET EXPECTATIONS
77
he absence of plants in an environment makes it feel cold and impersonal.
The time it takes to care for those plants and keep them healthy, thriving, or
even simply alive is the very reason many places don’t keep them around. Plants
need consistent care with water, sunlight, pruning, and fertilizer.
Though most people enjoy the fragrance of a beautiful bouquet of flowers, they
seldom think of the effort it took for someone to produce them. With proper care
and attention, most any plant can thrive. Neglect has the opposite effect. The lack
of a green thumb doesn’t kill a plant — the lack of care does.
Like plants, people need consistent attention to make sure they are growing
properly. People are not as willing to hear what you have to say if they don’t think
you care about them. Over time, a team without a leader who genuinely cares
about them will stop producing, wither, and potentially even die. As a leader, you
must intentionally establish and maintain relationships with those you lead. The
best leaders focus on getting to know something personal about each member of
their team. They go below the surface to cultivate a deeper relationship. They ask
questions and genuinely listen, understanding that if they can add value to those
they lead the entire organization will benefit.
Your people need a greenhouse environment. If you will help them flourish, your
organization will as well.
7978
DEMONSTRATE CARE
Is over time
to others
Fosters a culture of not
Where have you recently observed someone demonstrating care toward a teammate and
what effect did it have?
DISCUSSION STARTER
DEMONSTRATING CARE...
IDEA FOR ACTION
In the coming week, demonstrate tangible care to one person each day.
Listen
Share
Meet
Celebrate
Grieve
Invest
Never
TO CREATE A CULTURE OF CARE...
8180
“The lack of a green thumb doesn’t
kill a plant; the lack of care does.”
DEMONSTRATE CARE
NOTES
Considering the above list, where is our organization strongest and weakest when it comes
to creating a culture where everyone demonstrates care?
TEAM DISCUSSION
What do you need to do to create a more caring culture within your organization?
ACTION STEPS
ACTION STEPS BY WHEN
83
hen it comes to results and relationships, most leaders have a bias one way
or the other. They either gravitate to people or lean toward the bottom line.
There is nothing wrong with having a preference. The key is to know your bias and
manage the tension. Tension managed responsibly releases power.
Years ago, we were given an old piano. We hired a skilled piano tuner, but our
instrument proved to be a challenge. As the tuner tightened the strings on the
piano to attain perfect pitch, the strings began to break. Every broken string was
$40 to replace, and it became apparent the best option was not to have the piano
tuned to perfect pitch. At the tuner’s suggestion, we decided to have the piano
tuned to itself. The tuner found the place of tension the strings could withstand
without breaking, and he tuned the piano in harmony — a bit lower than perfect
pitch. To the ears of most anyone, the sound was lovely and no one was the wiser
that the pitch was not “perfect.”
Leading, by definition, means things will never be perfect. Leaders must be able
to assess when to tighten or loosen the strings, when to raise the bar and when
to maintain the status quo, when to lean toward people and when to focus on
the goals. This is the never-ending tension … results and relationships. The best
leaders learn to embrace the tension and value both.
8584
IF YOU ARE MORE RESULTS ORIENTED:
Example: Be sure you have someone in your inner circle who is relationally oriented.
Example: Set a goal to write a note of personal appreciation every week.
Other Examples:
EMBRACE THE TENSION
Does our organization lean toward results or relationships? What evidence is the best
indicator of our bias?
DISCUSSION STARTER
IDEA FOR ACTION
If you are unsure where you fall on this continuum, your action item is to talk to your
team, your spouse, a friend, or colleague, who will be able to clear up any confusion you
may have. You’ll never successfully manage the tension if you don’t know your bias.
for your bias
TO EMBRACE THE TENSION...
Know your
Where do you fall on the result / relationship continuum?
(Place an X on the line — share an example that supports your rating)
RELATIONALLY DRIVEN RESULTS DRIVEN
THE GOAL...
The consequences of focusing exclusively on RESULTS are...
The consequences of focusing exclusively on RELATIONSHIPS are…
BOTH
RESULTS RELATIONSHIPS
8786
What steps do you need to take to compensate for your personal bias?
ACTION STEPS
ACTION STEPS BY WHEN
Do you believe your organization values both results and relationships? Why or why not? If
you don’t think so, what changes could you recommend?
TEAM DISCUSSION
“Tension managed
responsibly releases power.”
NOTES
EMBRACE THE TENSION
IF YOU ARE MORE RELATIONALLY ORIENTED:
Example: Be sure you have someone in your inner circle who is results oriented.
Example: Publicly set and pursue goals for your area of responsibility.
Other Examples:
f you want to know what is driving the behavior in an organization or team, look
no further than their values. If you want to know where the values came from,
look no further than the leader.
People always watch the leader. This is both a blessing and sometimes can feel
like a curse. If you really want to serve your organization well, make sure you
embody the values you expect others to embrace.
There are three things to help demonstrate values to your people. First, establish
your core beliefs and share them with those you lead. Your core beliefs will become
standards for you to pursue. To establish your values, you’ll need more than a
poster or plaque on the wall; You will also need to have real conversations with
your people to make sure everyone understands the meaning behind the words.
Second, align behavior. Once you have clarity around your core beliefs, make sure
your behavior is consistent with your beliefs. In other words, walk the talk. When
leaders ignore the values, they enable dysfunction within the organization. But
to make your organization great, everyone must live up to the standards as well.
Those who most consistently live out core beliefs should be rewarded more than
those who don’t. Truthfully, those who don’t are poison to the culture and should
be removed.
Third, seek feedback. If you really want to embody the values, ask others how
you are doing. Make yourself accountable to others by seeking feedback and
encouraging others to do the same. By creating an ongoing conversation about
core beliefs and evaluating everyone against the standards, you ensure alignment
that leads to impact.
Values-driven leaders are great influencers. They set standards, live by them,
and expect everyone else to do the same. If you sincerely intend to lead a high
performance team or organization, make the choice to embody your values. You
will become a leader people respect and want to follow.
89
91
sk any doctor and you will hear a person’s core greatly affects their health.
When we hear the word core, we imagine someone exercising, pounding
out sit-ups, holding a plank, or having a “six-pack.” If you’re one of those people
with a perfect “six-pack,” you show it off — after all, you’ve worked hard for it. The
difference between the workout warrior and the average person is that one has
taken the time and discipline to exercise and maintain the proper nutrition. The
muscles actually exist in the average person, but are left undeveloped.
For those with influence over others, the most important thing to remember is
people always watch the leader. If that’s true, one of the best things you can do is
develop your “six-pack” of core beliefs and begin to “show them off.” Not in an
arrogant way, but with humility and understanding, knowing people are watching
his habits and behaviors to see if the standards are consistently embraced.
If you truly want to impact those you lead, start by establishing core beliefs.
9392
Create a common within an organization
Establish norms of and approach
Set the of the organization
Establish behavioral (when rank ordered)
Can be used to potential employees
Provide a standard against which people can be
Accelerate the of new employees
Create a platform for leaders to and what matters most
Provide strategic opportunities for
Provide the cornerstone for the
ESTABLISH CORE BELIEFS
If a third party was parachuted into your organization with no prior knowledge of your
business, after 24 hours with you, what would they identify as your core values?
DISCUSSION STARTER IDEA FOR ACTION
Identify 4-6 core beliefs for your organization.
IDENTIFY YOUR CORE VALUES...
CORE VALUES...
1
3
2
4
6
5
WHAT ARE THE TOP SIX BELIEFS THAT DRIVE OUR BEHAVIOR?
WHAT SIX BELIEFS WOULD WE LIKE TO DRIVE OUR BEHAVIOR?
WHAT ARE THE PRINCIPLES OR PRACTICES WE WILL NEVER CHANGE?
WHAT ARE THE FOUNDATIONAL BELIEFS ON WHICH THIS
ORGANIZATION IS BUILT?
“The best core values reflect
who you are and who you
are becoming.”
9594
ESTABLISH CORE BELIEFS
What should you do to more effectively establish core beliefs with your people?
ACTION STEPS
ACTION STEPS BY WHEN
TEAM DISCUSSION
HOW TO IDENTIFY YOUR CORE VALUES...
Be
Don’t rush the process.
Seek
Start with your inner circle.
Think term
If you get this right, they will never change.
Include your
What do you want your organization to become?
Keep the list
Closer to 5 than 10.
What barriers do you anticipate as you work to establish core values for your organization?
NOTES
97
hat do you believe?” A bigger question would be, “Is your behavior aligned
with your beliefs?” While alignment is a major issue for companies, teams,
and organizations, perhaps it is an even bigger deal for an individual leader.
Whenever a leader’s actions lack congruence with his values, an alignment issue
will cause his leadership to wobble — or crash!
Automobiles must have all four tires in proper alignment in order for the car to
operate smoothly and efficiently. As a leader, is your life in alignment with your
values? Do you model proper behavior to the rest of the team? If a leader refuses
to align his behavior with his values, others will soon take notice. Morale will
suffer, trust will erode, and results will wane.
The best leaders continually align and realign the entire organization to the
values. They also use the values for screening potential team members, emerging
leaders, and vendors. The values can become one of the leader’s most powerful
tools for shaping the culture.
If you want to be a leader who maximizes your potential, you must walk the talk.
Remember, people always watch the leader.
9998
Where to their
How to resources
What they should to
What they should
ALIGN BEHAVIOR
What happens when a leader says one thing and does another?
DISCUSSION STARTER
HELP LEADERS IDENTIFY...
IDEA FOR ACTION
Review your core values every day for a week. Choose a different value each day to work on,
and evaluate progress throughout the week. Repeat every week until your behavior is perfectly
aligned with your values.
what they want others to
Study other leaders who the
it when they fall short of the
Seek feedback through
4 WAYS A LEADER ALIGNS BEHAVIOR...
101100
What is one place in your leadership where you could be more consistently aligned
around your values?
TEAM DISCUSSION
What are 3-5 things you can do to better align your behavior with your values?
ACTION STEPS
ACTION STEPS BY WHEN
NOTES
“People always watch the leader.”
ALIGN BEHAVIOR
103
reat athletes are at the top of their game because they possess raw talent,
discipline to develop their skills, and a drive to win … but that’s not all. The
greatest athletes have one extra factor that sets them apart from their teammates
… a humility and willingness to receive feedback from others. They desire to
continually improve. Those who lack this trait may be remembered as great
athletes, but they will also carry the reputation for unrealized potential.
High achievers actually seek out feedback on their performance. They are mature
enough to see the feedback in proper perspective as it is intended — to make them
a better skilled player, a more successful athlete, a better person. It is amazing how
many hall-of-famers credit their coaches during their enshrinement speeches.
Great leaders have the skill set they need to climb to the top of their field. However,
even the best leaders have blind spots and need others to help them objectively
see behaviors, actions, or other areas that need improvement. The humility
to embrace negative feedback or even simple constructive criticism is often a
differentiator between those who are good and the ones who become great.
If you want to be a better leader, an immediate step you can take is to seek
feedback and learn from it. The sooner you can implement your findings, the
better. Living in denial will never land you in the leadership hall of fame. Seeking
feedback, and acting on it, just might.
105104
Clarifies
Allows
Improves
Promotes
SEEK FEEDBACK
What’s the best leadership feedback you’ve ever received?
DISCUSSION STARTER
A CULTURE OF FEEDBACK...
IDEA FOR ACTION
Ask members of your team to anonymously answer the following questions and send their
responses to a designated, trusted, neutral party who can provide you with candid feedback.
What should I START that I am not currently doing?
What should I STOP that I am currently doing?
What should I CONTINUE that I am currently doing?
Ask
Accept
Adjust
TO SEEK FEEDBACK...
107106
SEEK FEEDBACK
NOTES
What feedback have you received repeatedly and chosen to ignore? Why?
TEAM DISCUSSION
What action steps do you need to take to ensure you are leading a culture where
people seek feedback and pursue continuous improvement?
ACTION STEPS
ACTION STEPS BY WHEN
“Feedback fuels growth.”
109108 109108
ADDITIONAL NOTES
111
ow that you’ve been exposed to the secret of great leaders and some best
practices to help inform your journey, what’s next?
We have a few suggestions…
First, guard your heart. If your heart is not right, no one cares about your skills.
If you want to learn more about the 90% of leadership below the waterline, you
may want to read The Heart of Leadership. There’s also a study guide available at
InteGreatLeadership.com.
Next, consider finding a group, or starting one, to walk with you as you work to
improve your leadership. Not only can a group provide insight and wisdom, if
structured properly, you can also benefit from genuine community. A group could
help you lead for the long haul. As the old saying goes, iron sharpens iron.
Consider a coach. Have you ever wondered why the best in any field most
often have a coach? Coaches provide feedback and instruction; they bring their
experience and expertise to our circumstance, but perhaps most valuable is their
perspective. Coaches see what is often impossible for us to see ourselves. If you
are interested in personal coaching, Randy is available. You can reach him at
Randy@InteGreatLeadership.com.
Don’t stop growing! Your capacity to grow will determine your capacity to lead. If
you need a plan for personal growth, you may want to read Great Leaders Grow.
In it, you’ll find four strategies for leadership growth.
Finally, purpose in your heart to be a serving leader not a self-serving one. That
will make all the difference in the world.
Thanks for allowing us to come alongside you on your leadership journey! Let us
know how we can serve you in the future.
113112
Assess
Imagine the
Count the
Consider
Weigh the cost of
Consider
reality
the competition
Spend time with
widely
with your team
Keep an
Awakens
Creates
Promotes
Builds
Unleashes
Define your broadly
Listen to and
Invest
Look at
Consider
ANSWER KEY
limitations
challenges
restraints
Areas of
to success
changes
TEAM
ASSESS
BENCHMARK
THOUGHT LEADERS
READ
BRAINSTORM
OPEN MIND
CLARITY
FOCUS
ENERGY
MOMENTUM
DEADLINES
DIRECTION
REALITY
POSSIBILITIES
COST
ALTERNATIVES
COMPLACENCY
TIMING
REALITY
ORGANIZATIONAL
INPUT FEEDBACK
FINANCIAL
TIME
DATA
SWOT
OPPORTUNITY
BARRIERS
SOCIETAL
CREATIVITY
TRACTION
PROGRESS
EXCITEMENT
POTENTIAL
CHAPTER 1
CHAPTER 2
CHAPTER 3
115114
Say it on
Say it in a
Say it with
Say it with
Say it
Say it with
is plentiful and constructive
Frequent
Leadership that
Improves
Attracts better
Does the person demonstrate a bias for action and bring effort to their work?
Does the person have a positive attitude and approach their work with excitement?
Does the person whole-heartedly want the job or do they approach it as a stepping-stone?
Does the person care about the work and seek to do everything to the best of their ability?
ANSWER KEY
PERFORMANCE
TALENT
ENERGY
ENTHUSIASM
ENGAGEMENT
EXCELLENCE
CHAPTER 4
CHAPTER 5
ONE
GROUP
STORIES
PICTURES
OFTEN
PASSION
ONE
Compelling
Clear and
for the work or cause
leveraged
progress
VISION
ROLES
PASSION
STRENGTHS
MEASURING
EXPECTATIONS
ENCOURAGEMENT
LISTENS
FEEDBACK
CHAPTER 6
Unleashes
Creates advantage
Enables
Drives
Indicates and vitality
POTENTIAL
COMPETITIVE
EXECUTION
ENGAGEMENT
HEALTH
117116
Identify
Clarify
performance
Review
accordingly
progress
Answers the question, “How will we ?”
Is tied to the key of the organization?
Helps leaders decide what to do.
Take an to lunch
to new places
Keep a
Read
Start a new
time to think
Become a student of
Ask more and better
widely
Express your ideas
ANSWER KEY
QUESTIONS
READ
VISUALLY
Communicate an for growth
Leverage
Close critical
Provide
Model
Monitor
Encourage a growth
EXPECTATION
STRENGTHS
GAPS
RESOURCES
GROWTH
PROGRESS
MINDSET
CHAPTER 7
THEY UNDERSTAND THE FOLLOWING TRUTHS:
Progress is always preceded by
The fundamental role of the leader is to create change
There is tremendous when applying yesterday’s
to today’s
What got you won’t get you
CHANGE
POSITIVE
RISK
ANSWERS
HERE
QUESTIONS
THERE
TRAVEL
SCHEDULE
HOBBY
POETRY
JOURNAL
HISTORY
EXPERT
CHAPTER 8
WIN
METRICS
NOT
GOALS
ROLES
TRACK
ADJUST
GAPS
MONITOR
119118
clearly
consistently
regularly
Identify a need for
Communicate
Build
Assign
Monitor
Launch
Evaluate and
Change is the price of
What got you won’t get you where you want to go
If the leader does not change, no one else will
Your is not standing still
The world is
Without change, leaders become
ANSWER KEY
PROGRESS DEFINABLE
MEASURABLE
ATTAINABLE
PERSONAL
COMMUNICATE
EVALUATE
CLARIFY
HERE
EMBRACE
COMPETITION
CHANGING
IRRELEVANT
CHANGE
APPROPRIATELY
SUPPORT
RESPONSIBILITIES
PROGRESS
CHANGE
ADJUST
CHAPTER 9 CHAPTER 10
121120
Listen
Share
Meet
Celebrate
Grieve
Invest
Never
Be
Don’t rush the process.
Seek
Start with your inner circle.
Think term
If you get this right, they will never change.
Include your
What do you want your organization to become?
Keep the list
Closer to 5 than 10.
Know your
for your bias
ANSWER KEY
LOSSES
PATIENT
INPUT
LONG
ASPIRATIONS
SHORT
TIME
STOP
BIAS
COMPENSATE
CHAPTER 12
Create a common within an organization
Establish norms of and approach
Set the of the organization
Establish behavioral (when rank ordered)
Can be used to potential employees
Provide a standard against which people can be
Accelerate the of new employees
Create a platform for leaders to and what matters most
Provide strategic opportunities for
Provide the cornerstone for the
LANGUAGE
CONDUCT
PRIORITIES
PRIORITIES
SCREEN
EVALUATED
CONTRIBUTION
ARTICULATE DEMONSTRATE
RECOGNITION
CULTURE
CHAPTER 13
Is over time
to others
Fosters a culture of not
CUMULATIVE
INTENTLY
STORIES
NEEDS
WINS
ADDS
WE
VALUE
ME
CHAPTER 11
123122
ANSWER KEY
CHAPTER 15
Ask
Accept
Adjust
Clarifies
Allows
Improves
Promotes
EXPECTATIONS
CORRECTION
PERFORMANCE
COACHING
QUESTIONS
INPUT
BEHAVIOR
what they want others to
Study other leaders who the
it when they fall short of the
Seek feedback through
Where to their
How to resources
What they should to
What they should
CHAPTER 14
INVEST
ALLOCATE
SAY NO
REWARD
MODEL
ADMIT STANDARDS
INTENTIONAL DISCUSSIONS
SET PACE
EMULATE
TIME
125124
THE SECRET WHAT GREAT LEADERS KNOW AND DO 10TH ANNIVERSARY EDITION
Join struggling young executive Debbie Brewster as she explores
a profound yet seemingly contradictory concept: to lead is to serve.
Along the way, she learns why great leaders seem preoccupied with
the future, what three arenas require continuous improvement, the
two essential components to leadership success, how to knowingly
strengthen her leadership credibility.
THE HEART OF LEADERSHIP FIELD GUIDE
While leadership skills are vital, they pale in comparison to a
leader’s character. We all know skills can be learned, but how
does a leader develop character? In The Heart of Leadership: Field
Guide you will be given the opportunity to cultivate the thing that
matters most to your leadership effectiveness ... YOUR Heart. This
resource will challenge you to become a leader others want to
follow. To purchase your copy, go to INTEGREATLEADERSHIP.COM.
THE HEART OF LEADERSHIP BECOMING A LEADER PEOPLE WANT TO FOLLOW
In this enlightening and entertaining business fable, Mark Miller
identifies the five unique character traits exhibited by exceptional
leaders. When Blake Brown is passed over for a promotion, he is sent
on a quest to meet with five of his late father’s colleagues, each of
whom holds a piece of the leadership puzzle. This book shows us that
leadership needn’t be the purview of the few — it is within reach for
millions around the world.
ADDITIONAL RESOURCES
If you enjoyed The Secret: Field Guide, the following are some other resources you
may find helpful.
ELEVATE YOUR LEADERSHIP GAME
CHESS NOT CHECKERS
As a first time CEO, Blake Brown finds himself in over his head in a
struggling organization. When he turns to his mentor, Debbie Brewster
for help, she sends him to Jack Deluca. Not only is Jack a former
successful CEO, he is also a grand master chess player. Using chess
as an analogy, Jack teaches Blake the four moves High Performance
Organizations make to gain a competitive advantage.
The book will challenge your organization to think differently and
position you to win.
ORGANIZATIONAL ASSESSMENT
CHESS NOT CHECKERS
If you want to create a High Performance Organization, which of the four
moves should you focus on first? Are there gaps between leadership’s
perception of reality and the point of view of your front-line workers?
Where are your blind spots?
The Chess Not Checkers Organizational Assessment has been created
to help you find the answers to these questions.
To get started, visit INTEGREATLEADERSHIP.COM.
VIDEO SERIES
CHESS NOT CHECKERS
Join your host, Randy Gravitt, on a guided tour to explore the four
moves Blake learned from Jack in Chess Not Checkers.
Randy takes you through the content of the Chess Not Checkers: Field
Guide chapter by chapter (The videos were produced so you can use
them without the field guide.) This series contains more than a dozen
sessions full of practical examples and group exercises.
You can purchase at INTEGREATLEADERSHIP.COM.
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ADDITIONAL RESOURCES
DISCOVERING THE TRUTH ABOUT YOU
BY RANDY GRAVITT & DAN WEBSTER
FINDING YOUR WAY
Mark Johnson is in the middle of his senior year in college and on the
verge of making life-altering decisions about his future. He senses he
is on the wrong path but has no way of knowing for sure until in steps
‘wisdom personified’ in the form of barista Jim Clarke. Jim takes Mark
under his wing and teaches him a process for discovering what career
path he should take.
If you have ever wondered if you are on the right road in your own
journey, Finding Your Way is the tool you need. Through this emotional
story, you will see there is a piece of Mark Johnson in all of us.
Unfortunately, many go through life and never discover the truth about
what they were born to do. The same doesn’t have to be true for you,
your friends, and those you lead.
The hardcover also includes a companion journal to guide you through
the process of discovery. Visit RANDYGRAVITT.COM to purchase your
copies of Finding Your Way.
BECOMING A LEADER FOR LIFE
GREAT LEADERS GROW
What is the key ingredient for a long-term, high-impact career in
leadership? Debbie Brewster tells Blake Brown, her late mentor’s son,
“Your capacity to grow determines your capacity to lead,” and helps
Blake discover and apply four strategies for personal growth. These
same strategies can enhance your life and leadership too! Join Blake and
explore the path to increased leadership effectiveness and influence.
THE SECRET OF TEAMS WHAT GREAT TEAMS KNOW AND DO
What separates teams that really deliver from the ones that simply
spin their wheels? In this book, executive Debbie Brewster learns from
three very different teams — the Special Forces, NASCAR, and a local
restaurant. Debbie and her team discover the three elements all High
Performing Teams have in common, how to change entrenched ways
of thinking and acting, how to measure your progress, and more.
THE SECRET OF TEAMS FIELD GUIDE
The Secret of Teams: Field Guide is a how-to manual offering the
10 Best Practices of High Performance Teams. This companion
resource to The Secret of Teams book will help you put theory
into practice. If you desire to lead your people to greater results,
visit INTEGREATLEADERSHIP.COM and purchase copies for your
team today.
THE SECRET OF TEAMS VIDEO SERIES
What is the secret to high performance? ... It comes down to practicing
a set of behaviors. In The Secret of Teams Video Series, Randy Gravitt
will coach your team to build those behaviors into your culture. This
resource contains 14 video sessions designed to help your team reach
its potential and maximize results. You can purchase the series at
INTEGREATLEADERSHIP.COM.
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ABOUT THE AUTHORS
RANDY GRAVITT is a writer, speaker, and life coach, who
encourages leaders to reach their potential.
In 2013, Randy joined Dan Webster to write FINDING YOUR
WAY: Discovering the Truth About You, targeted at helping
leaders discern their career path. The book is currently used
by colleges and universities all over America to help students
with the process of discovery.
Randy began his career working in education, both as a
teacher and coach, before moving to Georgia where he served for nearly two decades on
the staff of one of the largest churches in the Atlanta area. Randy is currently the CEO of
InteGREAT Leadership whose mission is to grow a generation of integrity driven leaders.
He devotes his full time to encouraging leaders, organizations, and teams through his
writing, speaking, and life coaching.
Randy’s passion is to serve the next generation, teaching them to understand the
importance of living a life of integrity so they can maximize influence. He has mentored
dozens of leaders and businesses through his coaching and consulting, and his blog is
read by thousands daily at randygravitt.com.
As a communicator, Randy has spoken in the U.S., Europe, Asia, Africa, and South America.
He teaches on the topics of leadership, team building, organizational effectiveness, and peak
performance. Randy’s audiences are drawn to his encouragement and motivational style
of speaking aimed at transformation. His clients include organizations such as Chick-fil-A
Inc, Fellowship of Christian Athletes, Kroger Inc, and the Winshape Foundation. Randy also
serves as one of the leadership coaches for the Pittsburgh Pirates MLB Club.
In his time outside of work, Randy enjoys trail running, reading, traveling, and spending
time with his wife and four daughters.
You can connect with Randy at RandyGravitt.com, or via Twitter @RandyGravitt.
MARK MILLER is a business leader, best-selling author
and communicator.
Mark began his Chick-fil-A career in 1977 working as an
hourly team member. In 1978, Mark joined the corporate staff
working in the warehouse and mailroom. Since that time,
he has provided leadership for Corporate Communications,
Field Operations, Quality & Customer Satisfaction, Training
& Development, and today he serves as the Vice President
of Leadership Development. During his time with Chick-fil-A,
annual sales have grown to almost $7 billion. The company has over 2,000 restaurants in
43 states and the District of Columbia.
Mark began writing about a decade ago. He teamed up with Ken Blanchard, coauthor of
The One Minute Manager, to write The Secret: What Great Leaders Know and Do. Today,
over 500,000 copies of The Secret are in print, and it has been translated into more than
25 languages. Recently, he released The Secret of Teams, which outlines some of the key
lessons learned from a twenty-year study on what makes some teams outperform the rest.
His newest book, The Heart of Leadership, was released in 2013.
In addition to his writing, Mark loves speaking to leaders. Over the years, he’s traveled
extensively around the world teaching for numerous international organizations. His
theme is always the same: encouraging and equipping leaders. His topics include servant
leadership, creativity, team building and more.
Mark enjoys an active lifestyle. As a photographer, he enjoys shooting in some of the
world’s hardest-to-reach places, including Mount Kilimanjaro, Everest Base Camp,
Antarctica and the jungles of Rwanda.
Mark has been married to his high school sweetheart, Donna, for more than 30 years. They
have two sons, a daughter-in-law, and a beautiful granddaughter, Addison.
