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CHAPTER 8 Trust Thrives When Leaders Lead Naturally

Bell, Chip Berrett-Koehler Publishers PDF

1. You want very much for your immediate family members to be open and honest in their dealings with you. You are eager to have relationships that lack suspicion or mistrust. Would you:

A. Periodically sit down as a family and talk through thorny issues and conflicts, openly resolving all you can on the spot, or:

B. Hire a colleague to prepare an anonymous, written attitude survey he would administer to your family members and then come to dinner one evening to present the results, still protecting each family member’s anonymity.

2. Using a participative style, you frequently have encouraged your immediate family members to help you identify ways to make home management more efficient and effective. Without warning, your spouse is unemployed and you must make major cuts in your family budget. Do you:

A. Ask family members to help you solve the challenges of the economic crunch just like you have sought their input in better times, or

B. Encourage your oldest child to join the army early and send two of the kids off to live with a distant cousin several states away.

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CONTENTS

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CHAPTER 12 Miracle Making Happens When Leaders Inspire Engagement

Bell, Chip Berrett-Koehler Publishers PDF

guest at a table of eight managers toward the back of the hotel ballroom.

The guy beside Tom leaned over and knowingly whispered, “He doesn’t give a rat’s butt about the managers here tonight.” He paused to gauge Tom’s response, and then continued: “Our benefits suck, we have to stay in cheap hotels when we’re on the road, and he took away the daycare, casual Friday, and office parties at Christmas time.”

Before Tom could respond, the lights lowered, and the CEO started his show.

The CEO by no means seemed to be the ogre described by Tom’s seatmate. He convincingly outlined his rationale for austerity and sacrifice. His slides painted an unmistakable picture of economic challenge.

But instead of doom and gloom, the CEO spoke of hope and opportunity. Rather than dwell on the errors of the past, he delivered his enthusiasm for the future.

His passion was indisputable; his words, inspirational. He closed by inviting his top management team to the stage. One by one, he complimented their unique contribution with a sentence or two about each manager’s primary mission in the weeks ahead. Tom himself was super psyched by the end of the presentation—ready to rush out and sell something—and he was just a guest!

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SECRET #7: Reveal Your Character by Unveiling Your Courage

Bell, Chip Berrett-Koehler Publishers PDF

Without hesitation, Davidson put the part into the hands of an employee and got the employee on the next plane to New Orleans, where he delivered the part and then stayed overnight before returning home.

Was Davidson driven by some official service guarantee or legal obligation? Nope. What was the cost to Southern Pipe & Supply? More than $1000. What possessed Davidson to take what any cost accountant would see as a foolish move? The answer lies not in the fanatical customer devotion and word-of-mouth marketing that occurred as a result of Davidson’s decision—those were the happy consequences.

The answer lies in his character.

“I have learned one thing that has made my business a success,” says Davidson. “You cannot live your values only during the good times. The real test is to live them during the bad times. Besides, the

$2.50 part incident was a good way to remind everyone in my shop about what is really important around here.”

The Colors of Character Revealed

“Character” is one of those vibrant words that can be used to paint many colorful word pictures. Webster’s really big dictionary has twentyeight definitions! The word is derived from the Greek word

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CHAPTER 13 Customers Are Empowered When Leaders Promote Partnerships

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parts store for a replacement. The service counter person quickly determined that the plug Mel needed was not in stock at the store and that he’d have to call for one from their nearby warehouse.

“I need spark plug #232F ASAP!” the counter guy barked to the person who answered the warehouse phone. Mel sensed that he had suddenly been dropped in the middle of a battle zone. “Whaddaya mean you’re on break? I’m your customer, goldarnnit, and I need some service right now!”

The counter guy hung up and tersely apologized to Mel for the wait. “Those warehouse people forget who they’re working for,” he snapped. “They don’t give a darn that I’m the one out here on the firing line.”

Mel told him to forget about it; he’d just take his rifle to another war zone down the street. “As I left,” Mel said, “I heard him back on the phone to the poor soul in the warehouse. Their conversation was all about winning a feud, not about losing my funds.”

If the employee of that auto parts company had known a little something about working in partnership with others, Mel would have walked away in a different frame of mind. He would have also been reassured that he, not the employee behind the counter, was the customer.

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