The Secret - What Great Leaders Know - And Do

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In the now classic business fable, The Secret , Debbie, a struggling leader finds herself about to lose her job due to poor performance. In a desperate attempt to save her career, she enrolls in a new mentoring program offered by her compa...
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In the now classic business fable, The Secret, Debbie, a struggling leader finds herself about to lose her job due to poor performance. In a desperate attempt to save her career, she enrolls in a new mentoring program offered by her company. Much to her surprise, Debbie finds her mentor is the president of the company (Jeff Brown). Debbie decides that all she needs is the answer to one question, 'What is the secret of great leaders?' Over the next 18 months Jeff explains to Debbie that the secret is rooted in an attitude. He tells her that she must be willing to become a serving leader rather than a self-serving leader. The secret is that all great leaders Serve. The story unfolds as Debbie learns and applies each of these imperatives with her team. As a result, Debbie's team goes from worst to first. They become the highest performing team within the company. In the end, Debbie understood that all the changes and improvements were the result of the choices she made as a leader. She realized that to Serve is a choice. Debbie decided once and for all, she would no longer be a self-serving leader, she would be a serving leader!
 

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Editorial Reviews

From Publishers Weekly

Debbie, the heroine of this insipid business novella, is an archetypal customer relations executive who fails to wring improved performance from her micro-managed and dispirited subordinates. CEO Jeff takes her under his wing to impart the wisdom of "servant leadership" as exemplified by such figures as Jimmy Carter, Spartacus and, most of all, Jesus of Nazareth. Under his mentor, Debbie realizes that a leader’s role is to inspire and empower underlings both in the workplace and in their personal lives. She learns to delegate so that she can focus on "vision" and "values." She commits herself to a project of "Reinventing Continuously" and she comes to understand that, since people are essences, not constructs, it’s better to leverage employees’ strengths rather than trying to fix their shortcomings; hiring decisions are therefore all-important and should involve no less than four exhaustive interviews. Armed with these principles, Debbie makes a spectacular new hire, gets her team to come up with the slogan "From Worst to First" and enlists them in continuous improvement of the work process. Soon performance skyrockets (exactly how remains somewhat mysterious), garnering Debbie a standing ovation and promotion to head of Leadership Development. Blanchard, co-author of The One Minute Manager, and Miller, an executive at the Chick-fil-A fast food chain, construct a rickety fictional matrix to support their high-minded but rather familiar leadership nostrums. Written in stilted business-school lingo ("‘Hi Deb! Looks like you’re managing by walking around today!’"), the narrative and dialogue elements come off as awkward filler that only accentuates the staleness of the truisms on offer.
Copyright © Reed Business Information, a division of Reed Elsevier Inc. All rights reserved. --This text refers to an out of print or unavailable edition of this title.
 

From the Publisher

In The Secret, Debbie, a struggling leader finds herself about to lose her job due to poor performance. In a desperate attempt to save her career, she enrolls in a new mentoring program offered by her company. Much to her surprise, Debbie finds her mentor is the president of the company (Jeff Brown).

Debbie decides that all she needs is the answer to one question, "What is the secret of great leaders?" She is convinced that if Jeff will tell her, she can apply the secret in her leadership.

Over the next 18 months Jeff explains to Debbie that the secret is rooted in an attitude. He tells her that she must be willing to become a serving leader rather than a self-serving leader. The secret is that all great leaders serve.

After Debbie learns the secret she still doesn’t know what to do next. Jeff explains that great leaders serve in at least five ways. They…

• See and shape the future
• Engage and develop others
• Reinvent continuously
• Value results and relationships
• Embody the values

The story unfolds as Debbie learns and applies each of these imperatives with her team. As a result, Debbie’s team goes from worst to first. They become the highest performing team within the company.

In the end, Debbie understood that all the changes and improvements were the result of the choices she made as a leader. She realized that to SERVE is a choice. Debbie decided once and for all, she would no longer be a self-serving leader, she would be a serving leader! --This text refers to an out of print or unavailable edition of this title.

 

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