Index
ABCD model of building trust, 77, 81
admitting mistakes, 109
ambition, 47
Angelou, Maya, 94
apologizing
as admission of responsibility, 127, 129
rebuilding trust by, 127
for role in eroded trust, 125
authenticity, 91
autonomy within boundaries, 37
BHAGs (big, hairy, audacious goals), 89
Blanchard, Ken
clear mission statement of, 79
Empowerment Takes More Than a Minute, 37, 121
Full Steam Ahead!, 11
Leading at a Higher Level, 61, 79
Lead with LUV, 83
learning and practicing to apologize, 127
New One Minute Manager, The, 23
One Minute Manager, The, 23, 25
One Minute Manager Meets the Monkey, The, 51
Power of Ethical Management, The, 47, 99
Secret, The, 69
Servant Leadership in Action, 5–6
Trust Works!, 77
Blanchard, Margie, 127
boundaries and autonomy, 37
Broadwell, Renee, 5
Brown, Brené, 5
building rapport, 93
building trust. See trust building
Capable, but Cautious, Contributors, 29
Carew, Don, 52
caring
of customers by your people, 35
leadership as matter of the heart and, 95
leaders that demonstrate, 93
change
giving people a voice in, 119
successful initiatives for, 61
Coaching leadership style, 29
Collins, Jim, 47
command-and-control leadership style, 59
common sense common practices as call to action, 2
implementing simple truths through, 1–2
See also servant leaders
compensation/money, 65
Conley, Kim, 127
Conley, Randy
focus on topic of trust by, 1, 71–72
learning and practicing to apologize, 127
control
high-control leaders, 115
as the opposite of trust, 116–117
people resist, 119
customer care, 35
Delegating leadership style, 29
delegation, 51
demonstrating care, 93
Directive leadership style, 29
Disillusioned Learners, 29
Disney, 11
Disney, Walt, 11
doing the right thing, 107
Emerson, Ralph Waldo, 78
employees. See people
empowering others
by sharing information, 121
strategies for, 115
Empowerment Takes More Than a Minute (Blanchard, Carlos, and Randolph), 37, 121
Enthusiastic Beginners
Directive leadership style for, 29
Self-Reliant Achievers on new task become, 31
ethical leaders
five Ps of, 99
expectation setting, 39
fairness, 105
fear, 89
feedback
REAL model on incorporation of, 91
servant leaders and, 63
See also praising
1 Corinthians 13:4–7, 55
flexible leadership style, 29
Ford, Henry, 99
Full Steam Ahead! (Blanchard and Stoner), 11
BHAGs (big, hairy, audacious goals), 89
good performance begins with clear, 16–17
model behaviors that serve people, 67
praising progress toward, 20–21
seagull management of, 19
SMART, 17
Golden Rule, 39
Goldsmith, Marshall, 5
good results. See organizational success
Good to Great (Collins), 47
Greenleaf, Robert K., 72
Hemingway, Ernest, 81
hierarchical pyramid
the traditional, 13
turning it upside down, 12–13
high-control leaders, 115
honesty, 101
integrity (integritas or integer), 99, 101
invitation to follow, 59
keeping promises, 103
kindness, 89
Lao-tzu, 67
Lawrence, Martha, 77
Leadership and the One Minute Manager (Blanchard et al.), 29
leadership styles
Coaching, 29
command-and-control, 59
Delegating, 29
Directive, 29
flexible, 29
seagull management, 19
Supportive, 29
See also servant leadership
leaders/managers
authenticity of trusted, 91
either/or approach to leadership by, 29
facilitating employees to care for customers, 35
facilitating successful change, 61
high-control, 115
SLII® (situational approach to effective leadership), 29
See also people; servant leaders; trusted leaders
Leading at a Higher Level (Blanchard), 61, 79
Lead with LUV (Blanchard and Barrett), 83
Lincoln, Abraham, 87
listening skills, 111
love
1 Corinthians 13:4–7, 55
servant leadership as action of, 55
managers. See leaders/managers
Miller, Mark, 69
mistake ownership, 109
money/compensation, 65
monkeys (problems), 51
motivation
common sense common practice for, 43
compensation and, 65
good results tied to, 65
identifying your leadership, 79
values drive our, 109
New One Minute Manager, The, 23
Nordstrom, 11
Olmstead, Cynthia, 77
Oncken, Bill, 51
One Minute Manager, The (Blanchard and Johnson), 23, 25
One Minute Manager Meets the Monkey, The (Burrows, Oncken, and Blanchard), 51
“One Minute Re-Directs” 23
“One Minute Reprimands” 23
organizational change, 61
organizational success
of customer care and increased profit, 35
in facilitating change, 61
as motivating factor, 65
self-trust as first secret of personal and, 79
trust as foundation of, 71–72
organizations
compelling vision creates great, 11
creating culture of accountability in, 121
driving successful changes within, 61
motivation of getting good results for, 65
trust as foundation of successful, 71–72
Parisi-Carew, Eunice, 52
patience of ethical leaders, 99
people
addressing their concerns over change, 61
facilitating ability to care for customers, 35
giving them a voice in change, 119
helping them to become autonomous, 37
leadership is about serving your, 67
servant leaders invite them to follow, 59
setting expectations with, 39
See also leaders/managers
performance
clear goals lead to good, 16–17
motivation of good results and, 65
praising progress, 20–21
reprimanding vs. redirecting behavior and, 23
persistence of ethical leaders, 99
perspective of ethical leaders, 99
by having trust, 41
providing service as, 41
Power of Ethical Management, The (Blanchard and Peale), 47, 99
praising
progress toward goals, 20–21
self-praise, 49
steps for giving, 19
See also feedback
pride of ethical leaders, 99
problem delegation, 51
promises, 103
Purpose Driven Life, The (Warren), 67
purpose of ethical leaders, 99
rapport building, 83
REAL authenticity model, 91
redirecting behavior, 23
relationships
building trust with team, 75
common sense common practice for great, 9
eliminating fear in your, 89
investing time on people and, 25
require trust and leader authenticity, 91
restoring eroded trust in, 125
SERVE model on valuing results and, 69
reprimanding behavior, 23
responsibility
apologizing as admission of, 127, 129
establishing goals around areas of, 17
as motivation, 43
taken for mistakes, 109
restoring trust
forgiveness as part of, 131, 133
steps for, 125
taking responsibility for, 129
See also trust building
seagull management, 19
Secret, The (Blanchard and Miller), 69
self-expectations, 49
self-praise, 49
Self-Reliant Achievers
Delegating leadership style for, 29
Directive leadership style when given new task, 31
“Servant as Leader, The” (Greenleaf), 72
servant leaders
authenticity of trusted, 91
facilitating employees to care for customers, 35
giving feedback to and from, 63
have flexible leadership style, 29
invite people to follow, 59
the need for more, 135–136
provide expectations, 39
serve their people, 67
side-by-side leadership
philosophy of, 53
take the first step in building trust, 81
turn the traditional pyramid upside down, 12–13
See also common sense common practice; leaders/managers; trusted leaders
servant leadership
is about serving people, 67
the leadership aspect of, 9
as love in action, 55
as a matter of the heart, 95
the servant aspect of, 9
as a vehicle to building trust, 72
as a way of life, 136
See also leadership styles
Servant Leadership in Action (Blanchard and Broadwell), 5–6
SERVE model, 69
show-and-tell game, 95
side-by-side leadership philosophy, 53
Simple Truths
common sense common practice to implement, 1–2
introduction to concept of, 1
Sinek, Simon, 5
SLII® (situational approach to effective leadership), 29
SMART goals, 17
Starbucks, 11
Stoner, Jesse, 13
success. See organizational success
Supportive leadership style, 29
Tate, Rick, 63
transparency, 105
trust
as construct between two people, 87
control is the opposite of, 116–117
fear is the enemy of, 89
1 Corinthians 13:4–7 on love and, 55
as foundation of successful organization, 71–72
leaders have power because they have, 41
relationships require leader authenticity and, 91
restoring eroded, 125
SERVE model on servant leadership built on, 69
See also trust building
Trust Across America, 1
trust building
demonstrating care and building rapport, 93
by doing the right thing, 107
exhibiting vulnerability for, 75, 83
kindness contributes to, 89
leader authenticity for, 91
leadership begins with, 75
leaders making the first step in, 81
nurturing trust for, 87
as ongoing journey, 125
restoring eroded trust, 125
of self-trust, 79
See also restoring trust; trust
trusted leaders
admit their mistakes, 109
are good listeners, 111
authenticity of, 91
do the right thing, 107
empower people, 115
fairness of, 105
five Ps of ethical, 99
give people a voice in change, 119
inspiration of, 72
keep promises, 103
the power of, 41
restoring eroded trust, 125
truth telling and integrity of, 99, 101
See also leaders/managers; servant leaders
Trust Works! (Blanchard, Olmstead, and Lawrence), 77
truth telling, 101
values
control over our own, 117
drive our decisions, 107
identifying your, 79
servant leaders embody their, 69, 99
vision is driven by, 11, 37, 140
virtual workplaces, 115
vision
great organizations have compelling, 11
vulnerability of leaders, 75, 83
Wegmans, 11