The Secret
What Great Leaders Know and Do
Ken Blanchard, Mark Miller, Mark Miller, John C. Maxwell
- 152 Seiten
- English
- ePUB (handyfreundlich)
- Über iOS und Android verfügbar
The Secret
What Great Leaders Know and Do
Ken Blanchard, Mark Miller, Mark Miller, John C. Maxwell
Über dieses Buch
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
Häufig gestellte Fragen
Information
RESOURCES
Debbie’s Secret Notes
for the right job while creating an
environment where people wholeheartedly
invest themselves in achieving the vision.
focus on improvement.
AND RELATIONSHIPS
results and cultivate great relationships
with those you lead.
with your stated values.
Self-Assessment
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: | _______ |
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: | _______ |
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: | _______ |
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... |