Field Guide The Heart Of Leadership

field_guide_the_heart_of_leadership_ipOzjNCdbi310SrLyHhcXPVH7CEZmSD8

User Manual:

Open the PDF directly: View PDF PDF.
Page Count: 35

Becoming a Leader People
Want to Follow
Field Guide and Workbook
Introduction .............................................................................................. 4
TABLE OF CONTENTS
How to Use This Guide ............................................................................. 5
What’s Your Picture of Leadership? ............................................................ 7
Leaders are Different................................................................................ 15
It’s Not About You .................................................................................. 21
Leaders Create the Future ........................................................................ 27
Look in the Mirror....................................................................................45
The Genesis of Leadership ....................................................................... 33
The Heart of the Matter........................................................................... 51
No Substitute for Wisdom ........................................................................39
Author’s Note.......................................................................................... 57
Next Steps ............................................................................................... 59
Assessment .............................................................................................. 60
Answer Key ............................................................................................. 62
Additional Resources ............................................................................... 68
About the Author .................................................................................... 69
Copyright 2014 © by Mark Miller
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 Mark@GreatLeadersServe.com.
Printed in the United States of America
Printing Information
Bookmasters
30 Amberwood Parkway
P.O. Box 388
Ashland, OH 44805
Tel: (888) 537-6727 Ext. 1137 www.bookmasters.com
ISBN 978-0-578-14477-1
4
Have you ever noticed how many books are written to help leaders get better? As many
books as there are focused on helping leaders enhance their skills, there are far fewer
written to help the leader with the all important self-work -- the part on the inside. That’s
what this book is all about.
I’ll let you in on a little discussed fact about leadership – as important as the skills are,
lack of skills is not what derails most leaders – skills are too easy to learn. If you want
to predict someone’s ultimate success as a leader, don’t evaluate their skills but their
leadership character.
So, why is a book like this necessary? This book is intended to help leaders and
aspiring leaders strengthen their leadership character, and as a consequence, position
themselves for greater opportunity, influence and impact. For some of you, the ideas
in this book could help transform your leadership and unlock opportunities like you’ve
never imagined… it could even change your life.
If we can embrace and cultivate the leadership character traits outlined in this simple
story and master the skills needed to lead, our organizations will soar. It will require both
– character and skills. Let’s begin the hard part today… leadership character first.
5
I’m excited to share the ideas included in this guide and workbook with you! It’s the
second resource of this type I’ve produced. The first was
. The positive response to that first effort has fueled my passion to
release this workbook.
To allow for maximum applicability, this resource is formatted to serve multiple purposes.
It is a – of sorts – to the book, . In
that book, I outline five essential leadership character traits you and I must possess to
become a leader people want to follow. This guide contains additional content to help
you explore the topic with greater depth.
It has been created as a – with practical ideas that work. As such,
the order of the chapters is irrelevant. If you’re hiking and get bitten by a snake, you’ll
probably skip the chapters in your trail guide on pitching your tent and go straight to
the first aid section. You can use this guide in that same fashion – the content has been
written in standalone segments. Please use it anyway that serves you.
Third, this guide is also a . I’ve been humbled by the leaders who want to
teach this content in a workshop setting around the world.
Because I’ve attempted to meet all three of the previous objectives in one resource, I
thought it important to provide the needed to fill in the blanks in each
chapter. If you’re in a workshop setting, the answers will be provided by your facilitator.
For the rest of you – relax.
My final encouragement to you, regardless of how you decide to use this resource…
Enjoy the journey!
THE SECRET OF TEAMS
COMPANION THE HEART OF LEADERSHIP
HOW TO USE THIS GUIDE
FIELD GUIDE
FIELD GUIDE
WORKBOOK
ANSWERS
THE ANSWERS ARE IN A SECTION IN THE BACK
OF THE GUIDE.
INTRODUCTION
7
The Secret of Teams
very leader has a leadership point of view – a mental picture of what
leadership looks like. You may have never thought about it. You may not even
know you have this picture.
If pressed, you may be able to define it in vague terms, or you may not. But it
exists. You lead based on your beliefs, and your beliefs are impacted by the picture
you carry in your mind.
What’s your picture of leadership?
9
Like an iceberg, about of leadership is easily visible to others.
Like the iceberg, the remaining is below the waterline.
The portion above the water represents the of the leader.
The remainder, below the waterline, represents leadership .
MY PICTURE OF LEADERSHIP...
8
WHAT’S YOUR PICTURE OF LEADERSHIP?
Pretend you’ve just been approached by a reporter. She puts the microphone in your
face and asks, “What’s your leadership point of view?” You’ve got 60 seconds – what will
you say?
Find a partner and share your answer.
GROUP EXERCISE
10
Ken Blanchard and I wrote about the part above the waterline in a book entitled, The
Secret. We believe great leaders...
S
E
R
V
E
The SERVE practices are for sustained leadership success.
However, they are never enough.
What ultimately determines your leadership success is a combination of
and leadership .
11
WHAT’S YOUR PICTURE OF LEADERSHIP?
GROUP EXERCISE
Think of a leader you know who has the skills to lead but struggles with getting people
to follow. Why do you think people are reluctant to follow?
GROUP EXERCISE
What benefits can you expect from a common picture of leadership in your organization?
What negative consequences can you expect if you don’t forge a common definition
of leadership?
NOW, IT’S PERSONAL
As you think about your leadership, are you stronger in the skills arena or in the area of
leadership character?
You can decide today to become strong in both leadership skills and leadership character.
1312
NOTES
WHAT’S YOUR PICTURE OF LEADERSHIP?
Do a Leadership Skills Assessment. This will help you ensure you’re not missing an
obvious skill development opportunity. If you discover a critical gap, you’ll need to close
it as quickly as possible. You’ll find a free SERVE Assessment at GreatLeadersServe.com
under the Resources tab.
IDEA FOR ACTION
15
sk someone what character traits they look for in leaders, and I’m guessing
they will probably name attributes like integrity, honesty and loyalty.
Although these are fine qualities, they are totally inadequate when describing
leadership character.
The best leaders must certainly be honest and have integrity, but we expect this
from everyone in our organizations. There are additional traits that set leaders apart
and make them different. This difference is on the inside. It is a matter of the heart.
Leadership character can be .
The best time to develop leadership character is when a person is .
Developing leadership character is a .
The first step towards real change is a .
Leadership character is an issue of the .
16 17
THE HEART OF LEADERSHIP
LEADERSHIP CHARACTER
Think of a leader you admire. List twenty reasons you think highly of this leader.
GROUP EXERCISE
Now, count the number of attributes you would consider skills and the number you
would consider character traits.
What did you discover?
GROUP EXERCISE
What are signs a person may have issues with leadership character?
1918
THE HEART OF LEADERSHIP
NOW, IT’S PERSONAL
Who do you know whose leadership journey is stalled? Is it a skill issue or an issue of
leadership character?
As you move through this material and explore specific leadership character traits,
consider ways you can help this person reach their full leadership potential.
Take the Assessment in Chapter 9. Do it now. This will provide greater context for the
balance of the content in this guide.
IDEA FOR ACTION
NOTES
21
hen I presented the concepts in The Heart of Leadership to my publisher,
he said, “People don’t read books – and if they do, they don’t finish them.” I
wasn’t sure what to do with that bit of information. He continued, “Therefore, you’d
better put the good stuff in the beginning.” I assured him I had made every effort to
edit out all the bad stuff!
Regardless of my efforts while creating this content, I decided to follow his advice.
Of all the leadership character traits in this book, the essence of effective servant
leadership is the ability to Think Others First.
2322
IT’S NOT ABOUT YOU
Servant Leadership works because:
It is
It people
It builds
It raises
It the leaders heart
To “Think Others First” is the of servant leadership.
To serve is a .
NOW, IT’S PERSONAL
How often do you “Think Others First?” Do you find it difficult? If so, join the club! Our
human nature creates a strong gravitational pull towards self-serving behaviors. However,
the battle to overcome our natural tendencies will pay huge dividends in followship and
ultimately, results.
GROUP EXERCISE
Your assignment is to prepare for a coaching session with a leader on your team who is
notorious for thinking others last.
How would you frame the conversation? What advice would you give? Make your notes
below. Then, find a partner and conduct an abbreviated version of that conversation.
GROUP EXERCISE
Brainstorm a list of behaviors that signal someone is truly interested in you as a person.
Which of these behaviors are more challenging for you?
What behaviors can you predict from people who believe their leader really wants them
to win?
Intentionally cultivate relationships with leaders.
Who do you know that could help you with this part of your journey?
Ask yourself often, “What would a great servant leader do in this ?
Once you have your answer, give it a try. You may be surprised at the results.
Look for as many ways as possible to others.
Serving in the day-to-day prepares us for bigger opportunities.
2524
IT’S NOT ABOUT YOU
CULTIVATING A “THINK
OTHERS FIRST” MINDSET
1
2
3
Identify ten people you trust to tell you the truth. Family, friends, co-workers. Explain
“Think Others First” to each of them. Ask each person to tell you a time they saw you do
this well.
IDEA FOR ACTION
NOTES
27
ne of the leaders primary roles is to help us see and seize a preferred future;
by definition, a state or condition that does not currently exist. How leaders
do this has been a subject of much study and debate. In the end, we may never be
able to adequately articulate the process – it is as much art as science.
However, there is one leadership character trait that enables leaders to excel in
this role. The greatest leaders Expect the Best!
Which of these best describes your outlook?
2928
TO EXPECT THE BEST MEANS...
LEADERS CREATE THE FUTURE
To believe in
To believe in
To believe in your ability to the future
GROUP EXERCISE
What are the advantages of cultivating an “Expect the Best” attitude?
What are the risks? NOW, IT’S PERSONAL
When has an “Expect the Best” attitude served you well as a leader? Be prepared to share
your story.
OPTIMISTIC VS. PESSIMISTIC LEADERS
Describe the impact these two types of leaders can have on their organizations.
PESSIMISTIC
OPTIMISTIC
30 31
LEADERS CREATE THE FUTURE
NOTES
Leverage your
Always
Seek
Be
Create small
Build on past
Consider the
Build success
Don’t ignore
Remember your
10 WAYS TO CULTIVATE AN
“EXPECT THE BEST” ATTITUDE
1
3
5
7
9
2
4
6
8
10
Write a paragraph describing the best case scenerio for your future 10 years from now.
Next, identify the steps you can take today to move toward your preferred future.
IDEA FOR ACTION
33
eadership begins when courage meets opportunity. Without courage, our
leadership is latent, unseen, and nothing more than unrealized potential.
Leadership without courage is actually not leadership at all. Courage puts
leadership into play and empowers us as leaders. The absence of courage quickly
disqualifies us as someone people want to follow.
Therefore, we need courage to lead well. The more courageous we can become, the
better we’ll lead. If we cant muster significant levels of courage when it matters most,
we’ll forever limit our influence and our impact. Leaders Respond with Courage.
34 35
THE GENESIS OF LEADERSHIP
NOW, IT’S PERSONAL
You may be wondering, “What if I’m not courageous by nature?” You may be more
courageous than you think. Repeat the first activity again. Think of another time you
were courageous, and another, and another. Make a list. Review it and ask yourself what
caused you to be courageous in each of those circumstances. If you find that you do, in
fact, lack courage, pay special attention during the following exercise.
GROUP EXERCISE
What was the situation?
Why did the outcome matter?
How did your action affect the outcome?
What did you learn about yourself?
Think of a time you were courageous as a leader. Answer the following questions.
Brainstorm twenty different situations in which courage is required.
GROUP EXERCISE
36 37
THE GENESIS OF LEADERSHIP
TO BECOME MORE COURAGEOUS
Clarify your .
If the why is strong enough, the actions are easier.
Remember your past .
This should yield increasing levels of confidence.
Look for opportunities to action.
Leaders usually don’t wait, they initiate.
NOTES
A FEW THOUGHTS ON COURAGE
Your level of courage is not .
Your courage is .
Courage is required in almost a leader does.
Courage is .
Without courage, it is to lead well.
What is one problem, opportunity, or situation in which your courage as a leader is
currently required?
IDEA FOR ACTION
39
s you know, for a leader the way forward is often unclear. Rarely do leaders
have all the facts or complete mastery of the subject when a decision
needs to be made. In other situations, a leader must choose between conflicting
priorities or between multiple, good options. How is this possible? Wisdom.
Wisdom is the intangible ingredient that enables leaders to make good decisions
in challenging or uncertain circumstances. Wisdom also allows a leader to
consistently make good choices. The best leaders are wise – some are wise
beyond their years. This is no coincidence; they Hunger for Wisdom.
4140
NO SUBSTITUTE FOR WISDOM
It does not increase with age.
It is over time.
It is to grow in wisdom.
It is not the product of events.
It should be a life-long for every leader.
THE TRUTH ABOUT WISDOM
Work with a partner to create a first draft of a personal development plan with the focus
on helping you grow in wisdom.
GROUP EXERCISE
Write your definition of wisdom. Be prepared to share it with the group.
GROUP EXERCISE
4342
NO SUBSTITUTE FOR WISDOM
Admit that you wisdom.
Focus on the of wisdom, not the outcome.
Always remain open to new ideas and views.
Commit to learning.
Seek both and .
Establish a of trusted advisors.
TO GROW IN WISDOM
NOW, IT’S PERSONAL
Pride, hubris and arrogance are the archenemies of wisdom. Seek feedback from those
closest to you. Do you have blind spots in this area that would derail your quest for
wisdom? If so, you need to know.
Who are three people you know who immediately come to mind when you think of
wisdom? Why not schedule a meeting with each one to see what you can learn? If
you offer to buy their lunch, they’ll probably say, “Yes.” I would suggest you prepare
questions in advance. Here’s one I would be sure to include: “I want to grow in wisdom –
what advice do you have for me?”
IDEA FOR ACTION
NOTES
45
The best leaders don’t blame others. If something happens on our watch, we
own it. This sense of responsibility includes a high level of ownership for our
own actions, the actions of those we lead, and ultimately, for the outcomes the
actions generate.
To learn to accept responsibility is foundational to great leadership; the other side
of the coin is knowing when to give praise. There’s a delicate balance we’ll explore
in the balance of this chapter. The big idea is simply: leaders Accept Responsibility.
47
We believe it will our leadership.
We think our will be exposed.
We think is final.
We are .
We don’t our people.
We may not trust our .
We are leading from a position of .
46
LOOK IN THE MIRROR
WHY IS IT DIFFICULT TO ACCEPT
RESPONSIBILITY WHEN THINGS GO WRONG?
What was the context?
What happened?
How did you feel?
Did you fully own the outcome? Why or why not?
Epic Failures – Think about a miserable failure that happened under your leadership.
Answer the following questions about the incident.
GROUP EXERCISE
Slow to give praise? Brainstorm at least a dozen reasons some of us are slow to
acknowledge the accomplishments of others.
GROUP EXERCISE
48 49
LOOK IN THE MIRROR
We are .
We people know when they did well.
We are .
We are a leader.
We are .
We are too to lead well.
WHY GIVING PRAISE CAN BE HARD NOTES
Over the course of the next week, count the number of times you praise someone for
a job well done. Then, the following week, try to double that number. You may see a
transformation in your culture and your leadership.
IDEA FOR ACTION
NOW, IT’S PERSONAL
Are you quick to take credit for success? Are you slow to praise others? Why?
51
f you’ve made it this far in this field guide, I’m assuming you’re serious about
improving your leadership. But, you may still be wondering why all this talk about
leadership character and the heart? Aren’t leaders just supposed to get results?
If you’ve been leading long, you know you can get results without creating
followship. You also know results can be the byproduct of a very toxic workplace
and poor relationships with those you lead. This approach will not maximize
results nor is it sustainable. There is a better way...
5352
THE HEART OF THE MATTER
Focused action will help you get the heart transplant you need. Also, to create a memory
hook for you, the five leadership character traits actually do spell HEART.
H
E
A
R
T
unger for
xpect the
ccept
espond with
hink First
Which of these five character traits is the easiest for you to live out? Which one is the most
challenging for you? Begin thinking now about a plan of attack.
GROUP EXERCISE
What benefits can you expect if you become a leader people want to follow?
What obstacles can you anticipate if you want to strengthen your leadership character?
IDEA FOR ACTION
Who do you know who would benefit from the ideas presented in this workbook? How
could you expose them to this content? If you find a way to teach this material, chances
are it will take root in your own life.
NOW, IT’S PERSONAL
5554
NOTES
THE HEART OF THE MATTER
56
here is a vast reservoir of untapped potential in most people, and therefore, in
most organizations – wasted potential residing in the discretionary efforts of our
people. The day of the hired hands is dead. Leaders operating from that perspective are
the dinosaurs of our day. As Peter Drucker said, “We are all knowledge workers.The
implications for leaders…
For every pair of hands you hire, you get a free brain.
Our challenge is to create the context and the work environment to mine that potential, to
capitalize on that FREE brain – starting with us. People don’t leave organizations, they leave
supervisors. Are we becoming leaders people want to follow? Or, are we driving talent away?
Yes, we need the skills of leadership. I’ve devoted decades of my life to helping leaders
acquire the requisite skills to lead well, but skills alone are not the answer. I’ll go back to the
premise of the book:
If your heart is not right, no one cares about your skills.
You and I will be dismissed as a leader if all we bring to the table are skills.
Leaders rarely fail for lack of skills. In my experience, for every leader who fails because he
or she can’t build a team or cast vision, countless others disqualify themselves for issues of
the heart.
The good news is we can change the condition of our heart. If we couldn’t, I wouldn’t have
written the book.
So, what’s my point? I want to encourage you to be vigilant and diligent - give adequate
attention to matters of the heart. It is much more important than most leaders think – it is
critical. These are not soft issues; this is the issue that will ultimately determine our impact
on the world!
There is an ancient proverb that summarizes why the matters of the heart are so vital – it
captures my thoughts as well as I could ever hope to...
AUTHOR’S NOTE
57
YOUR HEART
FROM IT
ABOVE ALL ELSE,
KING SOLOMON, 1OTH CENTURY B.C.
GUARD
FLOWS
EVERYTHING
YOU DO
59
ondering where to begin? You’ve already started. The resource in your hand
can serve as your guide for the journey.
My recommendation is to take your next step by completing the Assessment on
the following pages. It won’t necessarily provide you the answers you seek, but it
could narrow your search for those answers.
After you’ve completed and scored the Assessment, you’ll have some ideas
regarding where the most productive next steps might be.
In addition to completing the Assessment, I have two other suggestions.
Create a simple written plan of your intentions for the next 90 days. Then, do
it again… then again. Keep the focus tight and the activities specific. You may
find this to be a new discipline you’ll want to continue the rest of your life.
Find someone to help you on the journey. A word of caution: don’t look
for a perfect mentor. You’ll never find one. Just someone you trust, who is
further down the road regarding leadership character than you are.
6160
Always
Often
Sometimes
Rarely
Never
RATE EACH STATEMENT USING THE FOLLOWING SCALE:
5=2=
=
4=
1
=
3
HUNGER FOR WISDOM
I see my personal development as one of my highest priorities.
My calendar reflects the high priority I place on the pursuit of wisdom.
I invest time on a regular basis with people who help me grow.
Self-evaluation and reflection play an active role in my pursuit of wisdom.
Total
WHAT’S NEXT AFTER THE ASSESSMENT?
Look for critical gaps - work to close those first.
Look for ideas for personal application from this Field Guide.
Create a plan for improvement. Share it with a friend, spouse, or mentor.
Ask him or her to give you the gift of accountability.
Stay on the journey!
ASSESSMENT
When difficulties arise, I remain optimistic.
My expect the best” outlook impacts all areas of my life.
I consistently demonstrate an expect the best” attitude.
I am able to grasp reality and maintain my optimism.
Total
EXPECT THE BEST
I accept responsibility for my effort and outcomes.
I willingly accept responsibility for the work of those I lead.
When outcomes are not good, I look to my role in the situation first.
When outcomes are good, I am quick to give praise.
Total
ACCEPT RESPONSIBILITY
I am willing to make tough decisions.
I maintain a high bias for action.
People can count on me to do the right thing even when it won’t be popular.
My first instinct when faced with a challenge or opportunity is to act.
Total
RESPOND WITH COURAGE
I consider the needs and desires of others before my own.
I constantly look for ways to add value to others.
During my daily activities, I often find myself serving others.
I am a serving leader.
Total
THINK OTHERS FIRST
6362
Leadership character can be .
The best time to develop leadership character is when a person is .
Developing leadership character is a .
The first step towards real change is a .
Leadership character is an issue of the .
The SERVE practices are for sustained leadership success.
However, they are never enough.
What ultimately determines your leadership success is a combination of
and leadership .
Like an iceberg, about of leadership is easily visible to others.
Like the iceberg, the remaining is below the waterline.
The portion above the water represents the of the leader.
The remainder, below the waterline, represents leadership .
ANSWER KEY ANSWER KEY
10% DEVELOPED
YOUNG
PROCESS
DECISION
HEART
90%
SKILLS
CHARACTER
ESSENTIAL
CHARACTER
SKILLS
CHAPTER 1 CHAPTER 2
Intentionally cultivate relationships with leaders.
Ask yourself often, “What would a great servant leader do in this ?
Look for as many ways as possible to others.
Servant Leadership works because:
It is
It people
It builds
It raises
It the leaders heart
To “Think Others First” is the of servant leadership.
To serve is a .
OTHERS-CENTERED
HONORS
TRUST
ENGAGEMENT
REVEALS
CORNERSTONE
CHOICE
SERVANT
SITUATION
SERVE
CHAPTER 3
1
2
3
SKILLS
CHARACTER
LEADERSHIP
LEADERSHIP
6564
Clarify your .
Remember your past .
Look for opportunities to action.
Your level of courage is not .
Your courage is .
Courage is required in almost a leader does.
Courage is .
Without courage, it is to lead well.
Leverage your
Always
Seek
Be
Create small
Build on past
Consider the
Build success
Don’t ignore
Remember your
ANSWER KEY ANSWER KEY
STRENGTHS
VISION
SUCCESSES
INITIATE
GROW
COUNSEL
UNREALISTIC
WINS
SUCCESSES
ALTERNATIVE
DISCIPLINES
REALITY
VICTORIES
1
3
5
7
9
2
4
6
8
10
FIXED
EVERYTHING
CONTAGIOUS
SITUATIONAL
IMPOSSIBLE
CHAPTER 5
CHAPTER 6
CHAPTER 4
To believe in
To believe in
To believe in your ability to the future
YOURSELF
OTHERS
INFLUENCE
It does not increase with age.
It is over time.
It is to grow in wisdom.
It is not the product of events.
It should be a life-long for every leader.
AUTOMATICALLY
CUMULATIVE
POSSIBLE
RANDOM
PURSUIT
6766
ANSWER KEYANSWER KEY
We are .
We people know when they did well.
We are .
We are a leader.
We are .
We are too to lead well.
CHAPTER 8
SHORT-SIGHTED
ASSUME
ARROGANT
SELF-SERVING
INSECURE
BUSY
H
E
A
R
T
unger for
xpect the
ccept
espond with
hink First
WISDOM
BEST
RESPONSIBILITY
COURAGE
OTHERS
ANSWER KEY
Admit that you wisdom.
Focus on the of wisdom, not the outcome.
Always remain open to new ideas and views.
Commit to learning.
Seek both and .
Establish a of trusted advisors.
NEED
PURSUIT
CONTRARIAN
LIFE-LONG
FEEDBACK COUNSEL
NETWORK
CHAPTER 7
We believe it will our leadership.
We think our will be exposed.
We think is final.
We are .
We don’t our people.
We may not trust our .
We are leading from a position of .
WEAKEN
WEAKNESSES
FAILURE
INSECURE
TRUST
ORGANIZATION
FEAR
68 69
ADDITIONAL RESOURCES
This is my site, dedicated to encouraging and
equipping leaders around the world. To date, there are more than two dozen specific
posts on how to create the type of team this guide describes.
Also, you’ll find there a feature entitled . This is an ongoing
series in which I attempt to answer questions submitted by readers. Please send your
questions to: .
I’m on Twitter . I hope to connect with you live or in cyberspace!
If you’d like additional copies of this guide, go to .
GREATLEADERSSERVE.COM
ALL MARK’S PROFITS WILL BE DONATED TO CHARITY.
OTHER BOOKS BY MARK MILLER:
GREATLEADERSSERVE.COM
TODAY’S CHALLENGE
MARK@GREATLEADERSSERVE.COM
@LEADERSSERVE
ark Miller is a business leader, best-selling
author and communicator.
Mark began his Chick-fil-A career working as an
hourly team member in 1977. 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 and Customer Satisfaction, Training and
Development, and today he serves as the Vice
President of Organizational Effectiveness. During his
time with Chick-fil-A, annual sales have grown to over $5 billion. The company has almost
2,000 restaurants in 39 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 20-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 has 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. You can see some of his images on his website. Look for the Photo
Blog under the Resources tab on GreatLeadersServe.com.
ABOUT THE AUTHOR

Navigation menu