The Secret

What Great Leaders Know and Do

Ken Blanchard, Mark Miller, Mark Miller, John C. Maxwell

• Publisher: Berrett-Koehler Publishers
• Year: 2014
• ISBN:
  9781626562004
• Topic: Business
• Subtopic: Leadership
• Index: Business

The authors of Great Leaders Grow use a fable to lay out what is the secret to great leadership in this internationally bestselling guide. It's a question that everyone in a position of authority—whether in a multinational corporation or a local volunteer group—wonders sooner or later. Here Ken Blanchard, whose books on leadership have sold over twenty million copies, and Mark Miller, who worked his way up from line worker to vice president of Chick-Fil-A, one of the largest fast-food restaurant chains in the country, uncover the secret that great leaders already know and detail what you need to do to truly inspire and motivate others. The authors get at the heart of what makes a leader successful using a classic business fable. Newly promoted but struggling young executive Debbie Brewster asks her mentor, "What is the secret of great leaders?" His reply—"great leaders serve"—flummoxes her, but over time he reveals the five fundamental ways that leaders succeed through service. Along the way, Debbie learns: • Why great leaders seem preoccupied with the future • How people on the team ultimately determine your success or failure • What three arenas require continuous improvement • Why true success in leadership has two essential components • How to knowingly strengthen—or unwittingly destroy—leadership credibility This new edition includes a leadership self-assessment so readers can measure to what extent they lead by serving and where they can improve. The authors have also added answers to the most frequently asked questions about how to apply the SERVE model in the real world. As practical as it is uplifting, The Secret shares Blanchard and Miller's wisdom about leadership in a form that anyone can easily understand and implement. "You don't have to be older to be a great leader. The Secret shows how to lay the foundation for powerful servant leadership early in your career to maximize your impact." —Claire Diaz-Ortiz, Head of Corporate Innovation and Philanthropy at Twitter, Inc. and author of Twitter for Good and Hope Runs "When you learn The Secret, don't keep it to yourself. Share it and use it with your people. It will make a difference in their lives and their performance." —Donald G. Soderquist, former Vice Chairman, Wal-Mart, and founder of the Soderquist Center for Leadership and Ethics, John Brown University "If you know The Secret, both relationships and results will prosper. It's a perfect move in your life from success to significance." —Bob Buford, author of Halftime

RESOURCES

Debbie’s Secret Notes

SEE THE FUTURE

To envision and communicate a compelling picture of a preferred future.

The principle behind the practice: Leadership always begins with a picture of a preferred future.

Single-word focus: Vision

Key Questions

• What do I want our organization (team, group) to accomplish? What would that look like? How would we measure our success?

• What do I want to be true in the future that is not true today?

• Why should others care about this preferred future?

• How will we measure our progress?

Caution: Like water in a bucket, vision evaporates and must be constantly replenished—that is, communicated.

ENGAGE AND DEVELOP OTHERS

To recruit and select the right people
for the right job while creating an
environment where people wholeheartedly
invest themselves in achieving the vision.

The principle(s) behind the practice

• As people’s engagement level rises, so does the probability of success.

• Helping people grow pays huge dividends.

Single-word focus: People

Key Questions

• What do engaged people look like in my context?

• In the past, what factors have led me to be fully engaged?

• Which of these factors are missing in my followers?

• What do my people need to be more engaged?

• How can I help my people grow—as a group and individually?

Caution: One size doesn’t fit all. People have specific and unique engagement and development needs.

REINVENT CONTINUOUSLY

To possess a never-ending
focus on improvement.

The principle behind the practice: Progress is impossible without change.

Single-word focus: Improvement

Key Questions

• As a leader, how do I need to change?

• What should my developmental focus be for the coming year?

• In what arena do I want a different outcome?

• What needs to change to make that desire a reality?

• What structural changes could we make to accelerate progress?

Caution: A failure to pursue and embrace new ideas leads to stagnation in people and organizations.

VALUE RESULTS
AND RELATIONSHIPS

To generate positive, measurable
results and cultivate great relationships
with those you lead.

The principle behind the practice: Ultimate success always includes both people and performance.

Single-word focus: Success

Key Questions

• What happens if I overvalue results? What happens if I overvalue relationships?

• Which is my personal bias as a leader—results or relationships?

• How can I compensate for the area that’s not my natural strength?

• How can my team help me in this area?

• What will be the consequences if I don’t broaden my definition of success?

Caution: Failure to value both results and relationships will undermine long-term performance.

EMBODY THE VALUES

To live in a fashion consistent
with your stated values.

The principle behind the practice: More of leadership is caught rather than taught. In other words, people watch the leader and learn from his or her example.

Single-word focus: Credibility

Key Questions

• What values or beliefs do I want to drive the behavior of my organization?

• How can I communicate these values?

• Which of these values do I most consistently model?

• Which of these values do I need to work on?

• What are my actions communicating?

Caution: If the leader doesn’t embody the values, the trust of his or her followers will erode, and ultimately the leader will forfeit the opportunity to lead.

Food for Thought

• What have I learned about leadership during this journey?

• Why does it matter?

• What do I do with all that I’ve learned?

• What am I willing to do today to improve my leadership?

• What one thing can I put into practice this week?

• Who can I ask to help me?

THE ULTIMATE QUESTION

Am I a serving leader or a self-serving leader?

Self-Assessment

Are You a Serving Leader?

Rate each statement using the following scale:

5 = Completely agree

4 = Partially agree

3 = Neither agree nor disagree

2 = Partially disagree

1 = Completely disagree

SEE THE FUTURE

1. I have a clear picture in mind of the preferred future we are pursuing.	_______
2. I communicate this vision at least once a week in some form.	_______
3. I communicate this vision in dozens of different ways over time.	_______
4. Those I lead have no question about my passion for this vision.	_______
5. We have established metrics to mark our progress toward the vision.	_______
6. We regularly celebrate key accomplishments and milestones on our journey toward this vision.	_______
TOTAL:	_______

ENGAGE AND DEVELOP OTHERS

1. I see selection as the most important decision I make as a leader.	_______
2. Our selection process is extremely rigorous.	_______
3. Our people are fully engaged.	_______
4. I invest a significant part of my time raising the engagement level of our people.	_______
5. I am pleased with the amount of time I personally dedicate to helping others grow and develop.	_______
6. I am sold on the idea that when people grow, the organization grows.	_______
TOTAL:	_______

REINVENT CONTINUOUSLY

1. I believe that my success as a leader is contingent upon my ability to continue learning.	_______
2. I want those I lead to follow my example regarding intentional, life-long learning.	_______
3. I have a written plan for personal growth.	_______
4. We are always focused on improving some facet of our organization.	_______
5. I am eager to change our structure as the needs of the organization change.	_______
6. I understand that progress is almost always preceded by change.	_______
TOTAL:	_______

VALUE RESULTS & RELATIONSHIPS

1. I know my personal bias—I am aware of whether I value results more or relationships more.	_______
2. I have explained this bias to those I lead.	_______
3. I have included people on my team who are different from me in this regard.	_______
4. I regularly observe how my bias affects the workplace.	_______
5. I am continually looking for ways to compensate for my bias.	_______
6. I have developed a high degree of mastery in valuing both results and relationships—I take time to work on my relationships and continual...