Contents
Identity: Your Passport to Success
The connection between knowing who you are and success • How to think of your identity as your personal brand • The greatest gift somebody can get as a human being • If you don’t have a strong identity, you don’t have a choice
Living with a race-based consciousness • The first step to freedom • Why you need a process for becoming successful • Getting the gift of choice • Taking a deep, hard look at yourself
Chapter 2: Knowing Yourself Should Be Easy. It Isn’t. Why Is That?
Are you letting everybody but you decide who you are or should be? • Who do you see when you look in the mirror? • Write a ten-word want ad for yourself • How to become more attractive to others
Chapter 3: What Do Your Personal Values Have to Do with Your Identity?
The correlation between your identity and how people relate to you • Why growing up disadvantaged can give you strength • Being different can make you more interesting • How a willingness to change makes you gifted and successful
Chapter 4: Can Your Attitude Affect Identity?
Why it’s your decision to be who you are • From college drop-out to #1 entrepreneur under 30 • mophie, kluster, and quirky—Profile in Success
Chapter 5: Can People’s Identity Change?
To be successful in any of the roles you take on in your life, you have to fill the role with the spirit of your real self, your passion, and your values • Steve Jobs—Profile in Success • Don’t let the noise of others’ opinions drown out your own inner voice
How you always have options and sometimes don’t know it • What matters to you can change over time • How your identity evolves • Why when you bring value to the world around you, you feel good about yourself—you feel successful
Chapter 7: When Identity Must Deal with a Life Crisis
Whether change is planned or unplanned, there’s always opportunity for you to prepare for it • How to identify the values that bring out the best in you and live by them • Why, when you are not moving forward, you’re not even standing still; you’re really going backward
Chapter 8: Friendship, Teamwork, and Your Identity
Why you will find it’s good for you to be around people who have the same values as you • If you have a dream, you need a team • How the people with whom you connect as you strive toward your success can help you, or can get in your way
Chapter 9: Persistence and Your Identity
Come to think of yourself as a work of art in progress • Body by Jake—Profile in Success of a fitness guru • Why you’ve got to have mentors to hang out with who are winners • What to do when people bet against you • How it’s about being loyal to your values and your vision
Chapter 10: Adjustments and Tune-ups for Your Identity
The Wizard of Oz and You • Why the successful person makes a habit of doing what the failing person doesn’t like to do • How it happens that as you become clear about who you are and show it to the world, opportunities for success will start to find you
Chapter 11: Bringing It All Together—Committing to Your Vision
The irony of commitment is that it’s deeply liberating—in work, in play, in love • Lessons in success and transformation from a North Vietnam prisoner-of-war camp • Your Nine-Step Success Process
Introduction: Leading at a Higher Level by Ken Blanchard
SECTION I: SET YOUR SIGHTS ON THE RIGHT TARGET AND VISION
CHAPTER 1 IS YOUR ORGANIZATION HIGH PERFORMING?
Don Carew, Fay Kandarian, Eunice Parisi-Carew, Jesse Stoner, and Ken Blanchard
The Right Target: The Triple Bottom Line
A High Performing Organization SCORES Every Time
Jesse Stoner, Ken Blanchard, and Drea Zigarmi
Effective Versus Ineffective Vision Statements
Creating a Vision That Really Works
A Compelling Vision Creates a Culture of Greatness
SECTION II: TREAT YOUR CUSTOMERS RIGHT
CHAPTER 3 SERVING CUSTOMERS AT A HIGHER LEVEL
Ken Blanchard, Kathy Cuff, Vicki Halsey, and Jesse Stoner
Getting Legendary SCORES from Your Customers
Serving Customers at a Higher Level
Deliver Your Ideal Customer Service Experience
Creating Legendary Service Requires Gung Ho People
SECTION III: TREAT YOUR PEOPLE RIGHT
CHAPTER 4 EMPOWERMENT IS THE KEY
Alan Randolph and Ken Blanchard
How Past History Blocks Change to Empowerment
Tapping People’s Potential: A Real-World Example
Learning the Language of Empowerment
CHAPTER 5 SITUATIONAL LEADERSHIP® II: THE INTEGRATING CONCEPT
The Founding Associates
Matching Leadership Style to Development Level
Development Level Varies from Goal to Goal and Task to Task
The Importance of Meeting People Where They Are
The Three Skills of a Situational Leader
Effective Leadership Is a Transformational Journey
CHAPTER 6 SELF LEADERSHIP: THE POWER BEHIND EMPOWERMENT
Susan Fowler, Ken Blanchard and Laurence Hawkins
Creating an Empowered Workforce
Creating Self Leaders Through Individual Learning
The Three Skills of a Self Leader
CHAPTER 7 PARTNERING FOR PERFORMANCE
Fred Finch and Ken Blanchard
Establishing an Effective Performance Management System
Partnering and the Performance Management System
Partnering as an Informal Performance Management System
CHAPTER 8 ESSENTIAL SKILLS FOR PARTNERING FOR PERFORMANCE: THE ONE MINUTE MANAGER®
Ken Blanchard and Fred Finch
Reprimanding Versus Redirection
The Fourth Secret of the One Minute Manager
CHAPTER 9 COACHING: A KEY COMPETENCY FOR LEADERSHIP DEVELOPMENT
Linda Miller and Madeleine Homan Blanchard
CHAPTER 10 SITUATIONAL TEAM LEADERSHIP
Don Carew, Eunice Parisi-Carew, Lael Good, and Ken Blanchard
Five Steps to High Performing Teams
CHAPTER 11 ORGANIZATIONAL LEADERSHIP
Pat Zigarmi, Judd Hoekstra, Ken Blanchard, and Drea Zigarmi
The Importance of Managing Change
Why Is Organizational Change So Complicated?
Change Gets Derailed or Fails for Predictable Reasons
Surfacing and Addressing People’s Concerns
Organizational Leadership Behaviors
Involvement and Influence in Planning the Change
CHAPTER 12 STRATEGIES FOR LEADING A CHANGE
Pat Zigarmi and Judd Hoekstra
Nine Change Leadership Strategies
CHAPTER 13 MANAGING A SUCCESSFUL CULTURE TRANSFORMATION
Garry Demarest, Chris Edmonds, and Bob Glaser
Culture by Default, Not by Design
Senior Leaders Are Skeptical about Culture
The Importance of a Compelling Vision
From Gung Ho! to a Proven Cultural Transformation
Managing a Successful Cultural Transformation
Critical Success Factors for Cultural Transformation
SECTION IV: HAVE THE RIGHT KIND OF LEADERSHIP
Ken Blanchard, Scott Blanchard, and Drea Zigarmi
Great Leaders Encourage Their People to Bring Their Brains to Work
What Impacts Performance the Most?
Being a Servant Leader Is a Question of the Heart
Servant Leadership: A Mandate or a Choice
CHAPTER 15 DETERMINING YOUR LEADERSHIP POINT OF VIEW
Ken Blanchard, Margie Blanchard, and Pat Zigarmi
Elements of a Leadership Point of View
Developing Your Own Leadership Point of View
Winners Never Cheat: Even In Difficult Times
Introduction Good Times, Bad Times
Circumstances may change but your values shouldn’t.
Chapter One Lessons from the Sandbox
Everything we need for today’s marketplace we learned as kids.
Chapter Two Check Your Moral Compass
We know darn well what is right and wrong.
Chapter Three Play by the Rules
Compete fiercely and fairly—but no cutting in line.
Chapter Four Setting the Example
Risk, responsibility, reliability—the three Rs of leadership.
It’s high time to corral the corporate lawyers.
Chapter Six Why We Cross the Line
There are many temptations, but reminders help.
Chapter Seven Pick Advisors Wisely
Surround yourself with associates who have the courage to say no.
Chapter Eight Get Mad, Not Even
Revenge is unhealthy and unproductive. Learn to move on.
Chapter Nine Graciousness Is Next to Godliness
Treat competitors, colleagues, employees, and customers with respect.
Chapter Ten Your Name Is on the Door
Operate businesses and organizations as if they’re family owned.
Chapter Eleven The Obligation to Give Back
Nobody is completely self-made; return the favors and good fortune.
Chapter Twelve The Bottom Line
Acceptable values are child’s play, not rocket science.
Moral Intelligence 2.0: Enhancing Business Performance and Leadership Success in Turbulent Times
Foreword to Previous Edition by Richard E. Boyatzis
What Does Moral Leadership Look Like?
Why We’re Good and Why We’re Bad
The Neuroscience of Moral Decision Making
Can We Actually Change Our Brain?
4 Staying True to YourMoral Compass
PART TWO • DEVELOPING MORAL SKILLS
Acting Consistently with Principles, Values, and Beliefs
Taking Responsibility for Personal Choices
Admitting Mistakes and Failures
Embracing Responsibility for Serving Others
Letting Go of Your Own Mistakes
Letting Go of Others’ Mistakes
11 Leading Large Organizations
Is There Such a Thing as a Morally Intelligent Organization?
The Morally Intelligent Organization—An Aerial View
The Principles That Matter Most
Cultivating Organizational Integrity
The Compassionate Organization
Reinforcing Values Starts at the Top
Values and the Global Organization
12 Moral Intelligence for the Entrepreneur
Moral Values in Small Organizations
Last Words About Business Start-Ups
Epilogue Becoming a Global Moral Leader
A Strengthening Your Moral Skills
The Right Frame of Mind for Completing the MCI
Scoring and Interpreting Your MCI
Prioritizing Your Moral Development Efforts
Putting Your Moral Development Plan into Practice
Reward Yourself for Positive Change
Surround Yourself with Positive People
B Moral Competency Inventory (MCI)
What Your Total MCI Score Means
D Interpreting Your MCI Scores
Total MCI Score (Alignment Score)