Endnotes

Introduction

1 Matt Hayes and Jeff Stevens, The Heart of Business (Bloomington, IN: Author House, 2005).

2 Robert Greenleaf, Servant Leadership: A Journey into the Nature of Legitimate Power and Greatness, 25th Anniversary Edition (New Jersey: Paulist Press, 2002).

Chapter 1

1 Ken Blanchard and Don Shula, Everyone’s a Coach (Grand Rapids, MI: Zondervan 1995).

2 John Elkington uses the phrase “triple bottom line accounting” in his 1998 book, Cannibals with Forks. Elkington’s use of the phrase includes environmental and social responsibility measures in accounting reports. Our use of the phrase “triple bottom line” has a different focus: success with customers, employees, and investors.

3 Ken Blanchard and Sheldon Bowles, Raving Fans: A Revolutionary Approach to Customer Service (New York: William Morrow, 1993).

4 For more information on the HPO SCORES model and the research conducted, see “High Performing Organizations: SCORES” by Don Carew, Fay Kandarian, Eunice Parisi-Carew, and Jesse Stoner, Ken Blanchard Companies, 2001.

5 The HPO SCORES Profile is a psychometrically sound organizational assessment, with strong validity and reliability, that provides feedback on the extent to which the practices in your organization are similar to those in high performing organizations. Developed by Don Carew, Fay Kandarian, Eunice Parisi-Carew, and Jesse Stoner, The HPO SCORES Profile is published by The Ken Blanchard Companies.

6 Supplement to the HPO SCORES quiz.

Chapter 2

1 Jesse Stoner, Visionary Leadership, Management, and High Performing Work Units (doctoral dissertation, University of Massachusetts, 1988).

2 Jesse Stoner and Drea Zigarmi, “From Vision to Reality” (Escondido, CA: The Ken Blanchard Companies, 1993). The elements of a compelling vision were also described by Stoner in “Realizing Your Vision” (Provo, UT: Executive Excellence, 1990)

3 Charles Garfield and Hal Bennett, Peak Performance: Mental Training Techniques of the World’s Greatest Athletes (New York: Warner Books, 1989).

4 Ken Blanchard and Michael O’Connor, Managing by Values (San Francisco: Berrett-Koehler, 1997).

5 Ford Motor Company documents indicate that company officials had data that Firestone tires installed on Explorer sport-utility vehicles had little or no margin for safety in top-speed driving at the tire pressures that Ford recommended. The papers were part of a collection of documents that Congressional investigators released before the third round of Congressional hearings investigating Ford’s and Bridgestone/Firestone Inc.’s handling of tire failures.

6 Jim Collins and Jerry Porras, Built to Last: Successful Habits of Visionary Companies (New York: HarperCollins, 1994).

7 Research studies described in Leaders: The Strategies for Taking Charge by Warren Bennis, 1985, and The Leadership Challenge by Kouzes and Posner, among others.

8 New York Times, August 2, 1995.

9 Ken Blanchard and Jesse Stoner, Full Steam Ahead: Unleash the Power of Vision in Your Company and Your Life (San Francisco: Berrett-Koehler, 2003).

Chapter 3

1 Rick Sidorowicz, “Back to the Beginning—Core Values,” The CEO Refresher, Ontario, Canada: Refresher Publications, Inc., 2002.

2 Marshall Goldsmith, “Retain Your Top Performers,” Marshall Goldsmith Library online (www.marshallgoldsmithlibrary.com/cim/articles_display.php?aid=162).

3 Ken Blanchard and Sheldon Bowles, Raving Fans: A Revolutionary Approach to Customer Service (New York: William Morrow, 1993).

4 Thomas Peters and Nancy Austin, A Passion for Excellence (New York: Random House, 1995).

5 Ken Blanchard and Don Shula, Everyone’s a Coach (Grand Rapids, MI: Zondervan, 1995).

6 Ken Blanchard and Sheldon Bowles, Gung Ho!: Turn on the People in Any Organization (New York: William Morrow, 1998).

Chapter 4

1 The Sarbanes-Oxley Act of 2002 is a U.S. federal law also known as the Public Company Accounting Reform and Investor Protection Act of 2002. It’s commonly called SOX or SarbOx.

2 Edward Lawler, Creating High Performance Organizations: Practices and Results of Employee Involvement and Total Quality Management (San Francisco: Jossey-Bass, 1995).

3 In a more recent and rigorous research study, S. R. Silver investigated the relationship between organizational empowerment and “hard” measures of team performance for 50 teams of applied research engineers. The study found that organizational empowerment had a positive impact on the quality, timeliness, and financial outcomes of the team’s performance.

S. R. Silver, “Perceptions of Empowerment in Engineering Workgroups: The Linkage to Transformational Leadership and Performance,” unpublished doctoral dissertation, 1999, Washington, D.C., George Washington University.

In a highly rigorous study, S. E. Siebert, S. R. Silver, and W. A. Randolph analyzed data collected from 375 employees in 50 work teams in one division of a Fortune 100 manufacturer of high-technology office and printing equipment. They determined that a climate of empowerment was positively related to manager ratings of work unit performance and job satisfaction.

S. E. Siebert, S. R. Silver, and W. A. Randolph, “Taking Empowerment to the Next Level: A Multiple-Level Model of Empowerment, Performance, and Satisfaction,” Academy of Management Journal 47 (2004).

4 T. W. Malone, “Is Empowerment Just a Fad? Control, Decision Making, and IT,” Sloan Management Review, Winter (1997): 23–35.

5 Inaugural address of John Fitzgerald Kennedy, January 20, 1961.

6 Ken Blanchard, John Carlos, and Alan Randolph, Empowerment Takes More Than a Minute (San Francisco: Berrett-Koehler, 1996).

7 As described in the HPO SCORES model in Chapter 1, “Is Your Organization High Performing?”

8 Jim Harris, “Five Principles to Revitalize Employee Loyalty and Commitment,” R&D Innovator 5, No. 8 (August 1996).

9 Thomas H. Davenport and Laurence Prusak, Working Knowledge (Boston: Harvard Business School Press, 2000).

10 Jim Harris, Ibid.

11 Ken Blanchard, Alan Randolph, and Peter Grazier, Go Team: Take Your Team to the Next Level (San Francisco: Berrett-Koehler, 2005).

12 Ken Blanchard, Jim Ballard, and Fred Finch, Customer Mania!: It’s Never Too Late to Build a Customer-Focused Company (New York: Simon & Schuster/Free Press, 2004).

13 Barney Bunnell and Marcelina Gilliam, two of the shift leaders, presented this story with Don Carew at the 2000 Blanchard Client Conference. They got a standing ovation.

Chapter 5

1 The original Hersey-Blanchard model gained prominence in 1969 in the authors’ classic text Management of Organizational Behavior, now in its eighth edition. After finding that some critical aspects of the model were not being validated in practice by thousands of users and that it didn’t fit the research on team development, Ken and the founding associates of The Ken Blanchard Companies—Margie Blanchard, Don Carew, Eunice Parisi-Carew, Fred Finch, Drea Zigarmi, and Patricia Zigarmi—created Situational Leadership^® II. Leadership and the One Minute Manager, coauthored with Drea Zigarmi and Patricia Zigarmi, marked a new generation of Situational Leadership^® II for managers everywhere.

2 Derived from Leadership Behavior Analysis II (LBAII), an instrument designed to measure both self and others’ perceptions of leader flexibility, as well as the leader’s effectiveness at choosing an appropriate leadership style. Drea Zigarmi, Carl Edeburn, and Ken Blanchard, Getting to Know the LBAII: Research, Validity, and Reliability of the Self and Other Forms, 4th Edition (Escondido, CA: The Ken Blanchard Companies, 1997).

3 The application of the original Situational Leadership^® II model was advanced when Don Carew and Eunice Parisi-Carew developed the team leadership program; Susan Fowler and Laurie Hawkins championed Situational Self Leadership; and Drea Zigarmi, Pat Zigarmi, and Judd Hoekstra focused energy on organizational leadership.

Chapter 6

1 See the HPO SCORES model in Chapter 1, “Is Your Organization High Performing?”

2 Ken Blanchard, Jim Ballard, and Fred Finch, Customer Mania!: It’s Never Too Late to Build a Customer Focused Company (New York: Simon & Schuster/Free Press, 2004).

3 Jim Belasco and Ralph Stayer, Flight of the Buffalo: Soaring to Excellence, Learning to Let Employees Lead (New York: Warner Books, 1994).

4 Robert Slater, The New GE: How Jack Welch Revived an American Institution (New York: McGraw-Hill, 1993).

5 Based on the Situational Self Leadership program, which was developed to teach Situational Leadership^® II skills to direct reports and other associates.

6 Ken Blanchard, Susan Fowler, and Laurence Hawkins, Self Leadership and The One Minute Manager (New York: William Morrow, 2004).

Chapter 7

1 Ken Blanchard and Garry Ridge, Helping People Win at Work: A Business Philosophy Called “Don’t Mark My Paper, Help Me Get an A” (Upper Saddle River, NJ: Pearson Prentice Hall, 2009).

2 Jim Belasco and Ralph Stayer, Flight of the Buffalo: Soaring to Excellence, Learning to Let Employees Lead (New York: Warner Books, 1994).

3 Doing an Internet search for “handling performance problems” provides excellent insight into the content of the literature and training programs.

4 Marjorie Blanchard and Garry Demarest, One on One Conversations (Escondido, CA: The Ken Blanchard Companies, 2000).

Chapter 8

1 Ken Blanchard and Spencer Johnson, The One Minute Manager (New York: William Morrow, 1982 and 2003).

2 An introduction to the research on goal setting can be found in E. A. Locke and G. P. Latham, Goal Setting: A Motivational Tool That Works (New Jersey: Prentice Hall, 1984). Two excellent quick summaries can be found in Gary P. Latham, “The Motivational Benefits of Goal Setting” (New York: Academy of Management Executive, 2004, Vol. 18, No. 4, pp. 126–129). Also see Stephan Kerr and Landauer Steffen, “Using Stretch Goals to Promote Organizational Effectiveness and Personal Growth” (New York: Academy of Management Executive, 2004, Vol. 18, No. 4, pp. 134–138).

3 Scott Meyers, Every Employee a Manager (New York: McGraw-Hill, 1970).

4 Gerard Seijts and Gary Latham, “Learning Versus Performance Goals: When Should Each Be Used?” (New York: Academy of Management Executive, 2004, Vol. 18, No. 4, pp. 124–131).

5 David McClelland, J. W. Atkinson, R. A. Clark, and E. L. Lowell, The Achievement Motive (Princeton: Van Nostrand, 1953).

6 “Management by Wandering Around” was developed by executives at Hewlett-Packard in the 1970s. It was popularized in a book written by Tom Peters and Robert Waterman in the early 1980s, In Search of Excellence. Their research revealed that managers of the most successful companies in America stayed close to the customers and the people doing the work; they were involved in rather than isolated from the business’s daily routines.

7 Ken Blanchard, Jim Ballard, Thad Lacinak, and Chuck Tompkins, Whale Done!: The Power of Positive Relationships (New York: The Free Press, 2002).

8 Ken Blanchard and Robert Lorber, Putting the One Minute Manager to Work (New York: William Morrow, 1984).

9 Ken Blanchard and Margret McBride, The Fourth Secret of the One Minute Manager: A Powerful Way to Make Things Better (New York: William Morrow, 2008). William Morrow originally published this book in 2003 as The One Minute Apology.

Chapter 9

1 “Coaching: A Global Study of Successful Practices,” American Management Association, 2008, www.amanet.org/research/.

2 Goldsmith, “Retain Your Top Performers,” Marshall Goldsmith Library online (www.marshallgoldsmithlibrary.com/cim/articles_display.php?aid=162).

3 Madeleine Homan and Linda J. Miller, Coaching in Organizations: Best Coaching Practices from The Ken Blanchard Companies (Hoboken, NJ: John Wiley & Sons), 2008.

Chapter 10

1 Ken Blanchard, Sheldon Bowles, Don Carew, and Eunice Parisi-Carew, High Five!: The Magic of Working Together (New York: William Morrow, 2001).

2 C. Southers, E. Parisi-Carew, and D. Carew, Virtual Teams Handbook (Escondido, CA: The Ken Blanchard Companies, 2002).

3 J. V. Johnson, W. Stewart, and E. M. Hall, “Long Term Psychological Work Environment and Cardiovascular Mortality,” American Journal of Public Health (March 1996).

4 J. Despain and J.B. Converse, And Dignity for All (New Jersey: Financial Times/Prentice-Hall, 2003).

5 B. Tuckman, “Developmental Sequence in Small Groups,” Psychological Bulletin, 1964; R. B. Lacoursiere, The Life Cycle of Groups: Group Development Stage Theory (New York: Human Science Press, 1980); J. Stoner and D. Carew, “Stages of Group Development and Indicators of Excellence” (unpublished manuscript, 1991); S. A. Whelan and J. M. Hochberger, “Validation Studies of Group Development Questionnaire” (Thousand Oaks, CA: Small Group Research, 1996).

6 Adapted from R. B. Lacoursiere, Ibid.

7 ABC Video Enterprises, Do You Believe in Miracles?, 1981. Also, Disney’s Miracle is a 2004 film that tells the story of Herb Brooks and the 1980 U.S. hockey team.

Chapter 11

1 International Consortium for Executive Development Research.

2 Gene E. Hall and Susan Loucks, “Teacher Concerns as a Basis for Facilitating and Personalizing Staff Development,” Lieberman and Miller, eds., Staff Development: New Demands, New Realities, New Perspectives (New York: Teachers College Press, 1978).

3 SAP stands for Systems, Applications, Products. It is a mainframe system that provides users with a soft real-time business application.

4 In an interesting development, in 2005 SBC Communications purchased AT&T, thus reuniting the venerable phone company with three of its offspring (SBC was composed of Southwestern Bell, Pacific Telesis, and Ameritech). The merged company is named AT&T, Inc.

Chapter 12

1 For some of the pioneering work on change leadership, see Warren Bennis, Managing the Dream: Reflections on Leadership and Change (New York: Perseus Book Group, 2000), John Kotter, Leading Change (Boston: Harvard Business School Press, 1996), and Daryl R. Conner, Managing at the Speed of Change (New York: Random House, 1993).

2 Indiana Department of Child Services website: www.in.gov.dcs.

Chapter 13

1 Notable scholars that have contributed to our understanding of culture include Edgar Schein, Jim Collins, John Kotter, James Heskett, Max DePree, Richard Lieder, Stephen Covey, and Jim Kouzes.

2 Ken Blanchard and Sheldon Bowles, Gung Ho!: Turn on the People in Any Organization (New York: William Morrow, 1998).

3 This was only the second time in Blanchard’s history that one of their programs won this award.

4 This first release of the valued behaviors is called “initial” because it is extremely likely that revision of the values and/or behaviors will occur as the organizational change begins to take hold. In the refinement phase, the senior leadership team continually assesses whether the initial valued behaviors need clarification or modification to better define what a good citizen looks and acts like in their organization.

Chapter 14

1 A collection of Greenleaf’s most mature writings on the subject can be found in The Power of Servant Leadership (San Francisco: Berrett-Koehler, 1998). The Greenleaf Center for Servant Leadership (www.greenleaf.org) is a source of all his writings.

2 Ken Blanchard and Phil Hodges, Lead Like Jesus: Lessons from the Greatest Leadership Role Model of All Time (Nashville, TN: Thomas Nelson, 2005).

3 Rick Warren, The Purpose Driven Life: What on Earth Am I Here For? (Grand Rapids, MI: Zondervan, 2002).

4 Matt Hayes and Jeff Stevens, The Heart of Business (Bloomington, IN: Author House, 2005).

5 Scott Blanchard, Drea Zigarmi, and Vicky Essary, “The Leadership-Profit Chain,” Perspectives (Escondido, CA: The Ken Blanchard Companies, 2006).

6 Ken Blanchard and Sheldon Bowles, Gung Ho!: Turn on the People in Any Organization (New York: William Morrow, 1998).

7 Gordon MacDonald, Ordering Your Private World (Nashville: Nelson Books, 2003).

8 Robert Greenleaf, The International Journal of Servant Leadership, Vol. 1, No. 1 (Spokane, WA: 2006).

9 Robert S. McGee, The Search for Significance (Nashville, TN: W. Publishing Group, 2003).

10 Jim Collins, Good to Great: Why Some Companies Make the Leap—and Others Don’t (New York: Harper Collins, 2001).

11 Ken Blanchard and Norman Vincent Peale, The Power of Ethical Management (New York: William Morrow, 1988).

12 Fred Smith, You and Your Network (Mechanicsburg, PA: Executive Books, 1998).

13 Ken Blanchard and Mark Miller, The Secret: What Great Leaders Know and Do (San Francisco: Berrett-Koehler, 2004 and 2009).

14 Barbara Gellerman, “How Bad Leadership Happens,” Leader to Leader, No. 35 (Winter 2005).

15 Drea Zigarmi, et al., The Leader Within: Learning Enough About Yourself to Lead Others (Upper Saddle River, NJ: Prentice-Hall, 2004).

16 M. A. Huselid, “The Impact of Human Resource Management Practices on Turnover, Productivity, and Corporate Financial Performance,” Academy of Management Journal, 38 (1995).

17 E. Trist, “The Evolution of Socio-technical Systems,” Ontario Quality of Working Life Centre, 1981.

18 Bob Buford, Halftime (Grand Rapids, MI: Zondervan, 1997).

Chapter 15

1 Noel Tichy, The Leadership Engine: How Winning Companies Build Leaders at Every Level (New York: HarperCollins, 1997).

2 Susan Fowler developed this process for the Situational Self Leadership program offered by The Ken Blanchard Companies. For more information, see www.kenblanchard.com.

3 Ken Blanchard and Michael O’Connor, Managing by Values (San Francisco: Berrett-Koehler, 1997).