Let’s Review

In the days that followed, Debbie reflected on all the things she’d learned during her meetings with Jeff. She realized that her time with him had made a profound impact on her. It had certainly changed her leadership point of view. She would never look at leadership or her team in the same way again.

The team had a new energy and enthusiasm that truly amazed her. The performance of the group continued to improve. The goals they set around creating raving fan customers were very aggressive, yet everybody felt they were achievable. They all believed they could move from “worst to first.” They decided the key would be twofold: first, achieving unprecedented levels of customer service; second, working together as a team—not independently, as had been their custom.

All of these changes are the result of actions that grew out of my discussions with Jeff, Debbie thought. He pushed me to become a different kind of leader, and that has made all the difference. I guess it is true: everything rises and falls on leadership.

On her way down the hall, she encountered Charles.

“I was just coming to see you,” he said. “I want to thank you for all the help you’ve given me over the past few months. Those meetings we had to discuss my strengths really got me thinking. As much as I’ve honestly enjoyed working with you—especially lately—I’ve decided to move to the catalog customer call center.”

“Are you sure?” Debbie asked.

“I am,” said Charles. “My strengths really lie in that area, not in project management. Working side by side with you helped me identify what it took to be a good project manager—and that’s just not my skill set. My last day will be in two weeks.”

“I’ve enjoyed our time together, too,” Debbie said warmly. “I respect your decision, but I’m going to miss you.”

“Me, too,” said Charles. “By the way, there’s a fabulous woman over there who I think would be perfect for my job. I believe she has an appointment with you next week.”

“Thanks for recruiting for us,” said Debbie with a smile.

Charles said, “One more thing: Thanks for listening.”

“Listening?” Debbie asked.

“Yes, I know I shared a tremendous amount of personal stuff during our meetings. I appreciate you lending an ear.”

“If I can help you with anything, Charles, even when you get over to the call center, please let me know.”

As she rounded the corner, Debbie ran into Jill.

“Hi, Deb! Looks like you’re managing by walking around today!” Jill said with a big smile.

“Never too old to learn new tricks,” Debbie replied with a laugh. “By the way,” she added, “your customer service and sales feedback scores last month were outstanding.”

“Thanks. That’s how we’re going to go from ‘Worst to First’!”

Debbie made her way back to her office. She had cleared her calendar to review her notes from her meetings with Jeff. As she got into it, she realized how helpful the review process was. It crystallized the SERVE model for her. Most important, it organized her thinking so she could teach others what she’d learned.

When Debbie finished the review process, she realized she still had quite a few questions. She didn’t panic. Although their last meeting was approaching, Debbie knew that she would always be able to call Jeff with questions.

The morning of their final meeting came soon. Again, Debbie and Jeff spent the first few minutes catching up with each other on personal and family matters. Somewhere along the way, they had become good friends. It wasn’t long before the conversation came around to Debbie’s review of the SERVE model.

People who want to be great leaders must embrace an attitude of service to others.

“I started by writing a summary of each component. Would you like to hear what I came up with?”

“Yes, please,” Jeff said.

“Okay, here goes. The primary concept is that regardless of their formal title or position, people who want to be great leaders must embrace an attitude of service to others. Leaders can find countless ways to serve the people they lead, and they should always be on the lookout for new and different ways to do this. However, there are at least five critical ways leaders must serve if they want to be as effective as possible.

“First, they must be willing and able to See the Future. They must help the people they lead see the destination, as well as the advantages of going there. Everybody needs to see who they are, where they are going and what will guide their journey.”

“Good start,” Jeff observed. “What’s next?”

“The first E in SERVE stands for Engage and Develop Others. You told me that engaging is a two-part proposition. The first part is to recruit and select the right people for the right job. That means to get the right players on the team. The second part is to do whatever it takes to engage the hearts and the heads of the people. You said that, historically, many leaders have employed the hands and nothing else. That’s probably where the term ‘hired hands’ comes from. We must get much more from people than just their hands.”

“You’re a great student,” Jeff smiled. “What’s next?”

“Then there’s the R—for Reinvent Continuously. This is where our value of creativity can really shine. The leader must be willing to reinvent on at least three levels. The first is personal. Some key questions to ask are ‘How am I learning and growing as a leader? What am I doing to encourage others in my group to constantly learn and reinvent themselves?’

“The second level of reinvention is systems and processes. We must ask ourselves and our people, ‘How are we doing the work? How can we do it better? What changes would enhance our ability to serve our customers and each other?’

“And, finally, the third type of reinvention involves the structure of the organization. A good question to ask here is ‘What structural changes do we need to make to be more efficient and effective?’ Leaders must always ask these types of questions.”

“Continue,” Jeff encouraged.

“The V is for Value Results and Relationships. I liked the way you said it in the annual report. We value our customers first, and that value guides our behavior and ensures our continuing success.”

Jeff quickly added, “What most people don’t understand is that they can get better financial results if they have good relationships. We have to raise the value of relationships to a partner of equal importance with results. It’s both/and, not either/or.”

“I’m beginning to understand that,” Debbie acknowledged. “We traditionally teach people the important skills they need to get results: problem solving, decision making, and so on. What I have to continue working on is building relationships and connecting with people—while helping them continually perform better. I’ve already discovered that we value relationships when we listen to people, invest time with them, care deeply about them, and are recognizing their efforts. I agree with your summary, Jeff.”

“Leading at a higher level includes both results and relationships,” said Jeff with a smile.

Debbie nodded. “The last E is Embody the Values. This is fundamental—and ongoing. If we lose our credibility as leaders, our leadership potential will be greatly limited. We must do more than articulate the values, although I believe that is very important. We must not only say it—we must show it.”

“Anything else on Embody the Values?” Jeff probed.

“No, I’m still thinking about this one,” Debbie said. “I sure don’t want to be someone who falls into the trap you warned about—a leader who just ‘stumbles the mumble’ and doesn’t walk the talk.”

“I don’t think you will,” assured Jeff. “Now all you need to do is to figure out how you can help thousands of others learn what you’ve learned,” he said with a smile.

Debbie looked puzzled. “What do you mean ‘thousands’?”

“I want you to be the new head of Leadership Development within our organization. If you’re open to the idea, I’d like you to start in two weeks.”

The best teachers are always those who know they haven’t got it all figured out.

Debbie was taken aback. “I don’t know, Jeff. I still have a lot of questions about leadership. Besides,” she joked, “you haven’t put me through the four interviews yet.”

“Don’t you think all the time we’ve spent together over the last year counts?” Jeff asked.

“I suppose you’re right.”

“I know you still have questions, but that means you have humility,” said Jeff. “The best teachers are always those who know they haven’t got it all figured out.”

“I appreciate your confidence in me, but I have a big concern. Who’ll lead my team?”

“It sounds to me like you’ve got a winner in Jill,” Jeff said.

Debbie knew at once he was right. Jill would be a fantastic team leader. Yet she still was not yet convinced. “Do I have the credibility to assume such an important leadership position?”

“You’ve got all the building blocks to establish your credibility. You’ve helped turn your team around. And during your time at the company, you have been identified as a person with a tremendous amount of potential. You’ve got energy, passion, a teachable spirit, and, most important, you’ve grown into a serving leader. You’ve got my support and the support of the senior leadership team. This assignment in Leadership Development is just your next opportunity in what I believe will be a long and exciting career.”

“Okay, I’ll do it!” Debbie said.

“Congratulations!” Jeff extended his hand. “I’ll come to your next team meeting and make the announcement.”