Success Secrets and Stories
To share management leadership concepts that actually work.
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Success Secrets and Stories
Transforming Leadership through Timeless Business Fables
Can a simple story really transform the way you lead and manage? In this episode of "Success Secrets and Stories," we uncover the compelling journey of Kenneth Blanchard, the mastermind behind "The One Minute Manager." Discover how Blanchard's innovative use of business fables, co-authored with Spencer Johnson, has revolutionized leadership training by making complex concepts easy to grasp and apply. We'll delve into the origins of this iconic book, explore its lasting impact, and touch on Blanchard's admiration for other influential works such as Lencioni's "The Five Dysfunctions of a Team," Johnson's "Who Moved My Cheese," and Covey's "The Seven Habits of Highly Effective People."
Shifting gears, we spotlight the remarkable ascent of Colleen, from secretary to president of Southwest Airlines, to illustrate the power of servant leadership. Through her journey, we discuss how valuing employees above all else can lead to unprecedented organizational success. Using the timeless fable of Alice in Wonderland, we emphasize the need for clear strategic vision and leadership. Additionally, we explore the critical distinction between leading through fear and earning respect, sharing real-life stories of leaders who took the wrong path and those who got it right. Learn why supportive and responsive leadership not only boosts innovation but also fosters a thriving work culture. Tune in for practical insights and inspiring stories that will reshape your approach to leadership and management.
Presented by John Wandolowski and Greg Powell
Hello everyone and welcome to Success Secrets and Stories. I'm your host, john Wondolowski, and I'm here with my co-host and friend, greg Powell, greg hey everybody.
Speaker 2:Yeah. So today we wanted to talk about a subject that I thought was kind of interesting. There's that last note. It's about authors. I've been looking at authors recently and trying to understand the motivation, and one of the interesting authors that I wanted to research a little bit was Kenneth Blanchard, and he's an American author, a business consultant, a motivational speaker, and he has written and co-authored up to, I think, in excess of 70 different books. His most successful book is really the One Minute Manager, which we've talked about previously in our podcast. That's sold more than 50 million copies in so many different languages and you know it's still currently being bought and it's a wonderful book. It's still relevant today, being bought and it's a wonderful book. It's still relevant today. And what I think was kind of interesting is, as he's progressed through the organization that he gets set up and he's getting a little bit older, he kind of is like backing away from the day-to-day, but he kept the title of Chief Spiritual Officer, the CSO, and I think it's just such a wonderful way of saying that he's still coaching and he's still teaching.
Speaker 2:And there was a very interesting article from the Leadership Hall of Fame. So from this Hall of Fame, there was an article written by Kevin O'Hanneson and in his description, as he was talking about this Hall of Fame moment, they wanted to talk about the format and how he did a business fable rather than doing a nonfiction book. How did it make that such an outstanding book is what Kevin was trying to ask of Ken. And so what was the real emphasis for writing the one minute manager? And as Ken Blanchard went on ahead and tried to describe is, it was a meeting that he had with Spencer Johnson at a cocktail party and he had written a bunch of children books that were part of a series called Value Tales Value of Determination, the Story of Helen Keller, the Value of Believing in Yourself, the Story of Louis Pasteur, the Value of Humor, the Story of Will Rogers. When Ken Blanchard's wife met Spencer for the first time, she hand-carried him over to Ken and said you guys ought to write a children book about managers. They won't read anything else. So it was really an emphasis for the book that Ken was describing, and it invited him to a seminar that he was doing on Monday. Now, the two of them were going back and forth and they had a whole bunch of laughs, but basically Ken got this idea of writing a fable.
Speaker 2:So the next question that was asked is why do you think the book was so successful and it resonated in the business community as well as it did? Ken answered because it's about simple truths that can resonate with people. I can't tell you how many people have said I should have written a book. I knew these secrets. The reality is, the one-minute manager had the simple rules or secrets called setting goals, one-minute praising, one-minute reprimand and redirection goals, one minute praising, one minute reprimand and redirection and they are all the keys to managing kids, dealing with your life, even your friendships. It's everything.
Speaker 2:The next question he asked is what are the virtues of doing a business fable rather than a straight business book? And Ken Blanchard answered when you write a business fable, people don't get caught up on the story. They don't get judgmental on what you're about to teach them. If you're teaching them a bunch of concepts, people will skeptically say where did you get the research from? But when you tell them a story, they get caught up in the story and then they learn. The next question and how do you feel about business fables? Are they still relevant in today's business world? Can't answer it Absolutely. I'm still writing fables. So is Spencer Johnson, so is Patrick.
Speaker 1:Alencioni. Yeah, thank you.
Speaker 2:And so many others. People love them because they can be passed around, they can share them with others. It's easy to get buy-in to the concepts and you're dealing with it in the story format. The next question, I think, was the most telling what makes a good business book stand out from the others? And there's a very interesting. We've heard this comment before, but it's dead on the mark when he was writing a book. Good business book teaches simple truths. People don't have time to figure out what's complicated as it approaches to a rapid fire world. What they really want to know is what is the 20% that's going to give me the 80%? So for 20% of effort, I'm going to get 80% of a result. That is to the point. So, greg, I think you can take this next step on the next question. That really is relevant. Thanks, john.
Speaker 1:The question was asked what are your three favorite business books and why so? We said of course there are many books I love, but the three that first come to mind are one, the Five Dysfunctions of a Team by Patrick Lencioni. Second, who Moved my Cheese by Spencer Johnson. And the third, the Seven Habits of Highly Effective People by Stephen Covey. They said what do I like these books in particular? And his response was because they teach simple truths in a way that you can understand and apply right away.
Speaker 1:Lencioni, johnson and Covey are great communicators. They're great storytellers. They can paint an image in their writing that helps you see an image. I love to read what they write and try to apply what I've learned in my own life. And if you think about these, lencioni had his model, his pyramids, right, and when you think of who moved by cheese, you think of those little mice characters, right. It's a visual you can have in the back of your head. And the seven habits of highly effective people you think of your own lists, one through seven.
Speaker 1:The question was asked how has your process changed from one-minute manager to later books like Lead with Love, and that's spelled L-U-V. Lead with Love is the first book you'd ever seen done. That was just a pure conversation between the co-author and himself. That author was Colleen Barrett, president Emeritus of Southwest Airlines. She was a very special person. It just didn't seem right to write a fable around her. I thought it was best to let her people get to know her. The best way to do that was by interviewing her and dialoguing with her throughout the book.
Speaker 2:And she has passed away just recently. But what's really dynamic about Colleen is how she considers herself a secretary, even though she was the president of Southwest. She started off as a secretary for the management back when Southwest began. What was interesting about her tenure and the organization itself was the most important person in the organization are their people, are the people who work for Southwest. It wasn't the customers first, it's the people that create our organization. Those are the most important people in terms of our process. Those are the most important people of how we conduct ourselves, and I think what was really interesting is that between Ken and Colleen did a very good description on what servant leadership means from their perspective. Greg, why don't you pick it up from there?
Speaker 1:Sure.
Speaker 1:Thanks, john. So, understanding servant leadership. For those of you who may not be clear on the concept, we're going to read an excerpt from Lead with Love, where Colleen and Mr Blanchard discuss why servant leadership is the very best way to lead. So Colleen said, ken, it makes me sad when people hear the term servant leadership and, as you have said, they think you're talking about la-la land where the inmates are running the prison or trying to please everyone. Ken's response was the problem is that they don't understand leadership or, more importantly, servant leadership. They don't get that concept. They think you can't lead and serve at the same time. But yet you can if you understand that.
Speaker 1:There are two kinds of leadership involved in servant leadership. There is strategic leadership and then there's operational leadership. Strategic leadership has to do with vision and direction. It's the leadership part of servant leadership. The focus for strategic leadership is the what that ensures everyone is going in the same direction. Now I'm going to give you, as John talked about fables, a fable here Alice in Wonderland. See if this helps drive the point home Understanding servant leadership. This is all important because leadership is about going somewhere. If you and your people don't know where you're going, your leadership doesn't matter. So think about Alice in Wonderland. Alice learned this lesson in the book when she was searching for a way out of Wonderland and came to a fork in the road. She said would you tell me please which way I ought to go from here? She asked the Cheshire Cat. The cat said that depends a good deal on where you want to go. Alice replied that she really did not much care. The smiling cat looked at her and said in no uncertain terms then it doesn't matter which way you go.
Speaker 2:When people think that leadership happens organically. It doesn't. It requires planning, it requires messages, it requires the ability to interact with the people and make sure they're all going with you at the same time. And then my favorite word that we constantly bring up is you have to be able to communicate and connect with your audience. Those are really the important things in terms of being a good leader being able to actually get your simple truths out, which reminds me of something, Greg, that I think you want to talk about in terms of that subject.
Speaker 1:Thanks, sean. Yes, there's like 10 to 12 simple truths in leadership, and I'm going to touch base with one of them, and that one is your people should not be afraid of you, and I've seen this play out in multiple scenarios. I'm going to mention two of them. So one situation, and let me start from the beginning. So your people should not be afraid of you. Rather, they should respect you. There's a big difference between fear and respect. When people respect you, that respect has been earned Over time, how you behave, how you've responded to them, how you supported them. When they fear you, that's more like you aren't an entitled leader. Just because you've got the three letters in your title, they should just automatically fear you and move at your beck and call. There's a difference there. So one story I have is a senior leader who was intellectually brilliant. I mean, this person was extremely smart about the subject, and even subjects outside of their area of expertise, and they always wanted to be seen as the smartest guy in the room. That was their goal. That's what it looked like anyway. It didn't look like they were trying to get a great product or a great outcome. It was. I want to come out of that room and everybody looks at me and says, yeah, they're afraid of me because I'm so smart. Well, what happened? His subordinates were afraid to take risks on projects, so they were missing some opportunities because they didn't want to make a mistake. Generally, the staff did not seek out his opinion for new ideas. They said we're just going to play it safe, go do what we've always done. So they were losing some innovation opportunities there. The talented employees didn't feel they were getting developed. They're saying I think I'm pretty bright, I've been totally doing a pretty good job. But hey, this guy's not really I'm afraid to go to him and talk to him about my career and things I can do to be better. The average employees just stayed away from his gaze. They didn't want to be in his eyesight because they thought, oh gosh, if there's a reduction in force, I'm on the list. And his peers which was probably the most important in some regards were reluctant to seek his counsel unless they absolutely positively had to. This individual had so much to offer but wanted to be feared, and it eventually ended the organization going in a different direction with that position. So, again, the respect is what's needed. Fear is not what's needed, musician. So again, the respect is what's needed. Fear is not what's needed.
Speaker 1:Now, in another life, many years ago, it is a sales situation and it was a senior salesperson for a region. Person was outstanding, knew the products backwards and forwards, knew the customers, great cold calls. But again, his staff, his peers, his boss, scared. They were scared John, they were scared, crapless. It's like what kind of mood is he in today? And don't bring him any bad news, just bring solutions. And even though it's important to bring good news when you can, and it's important to recognize you're going to make some mistakes and have a need for solutions, that shouldn't make you reticent to talk to your boss.
Speaker 1:And so this was one that really was really tough. Because the sales were there, his numbers were impeccable, best in the nation. But how he got there, with causing fear and consternation with the staff and his peers in other regions, just wasn't worth it. So the head of the company not the head of sales, not the senior sales manager or vice president the CEO of the company had to sit down with him and said listen, your numbers are great, but everyone fears you. We are not the enemy, we're on the same team, we're talking about your staff, your peers.
Speaker 1:And he said can you tone it down a little bit? Can you put a smile on it? What can we do to help you? And he looked at the CEO and he said I've always been this way. My numbers speak for themselves. I think you waste your time with this conversation. And that's about the time when HR came in. It's been nice, yeah, so nice. And what had happened was this CEO, even though his sales manager was afraid of him, wasn't afraid because he knew what the right thing to do. He said I'm losing out on an opportunity with the staff, with these people. Our greatest asset is our people, and if people fear their boss, how are we going to get anywhere? So again, your people should not be afraid of you. They should respect you.
Speaker 2:And you always have to wonder how did they get advanced to that level? What was it that they could not see? Well, they saw it the whole time. But they saw the increase in sales and it was it's sales drives bad decisions. It always does.
Speaker 2:One of the examples I think I found most interesting was the seventies. The accountants were telling all the engineers in the top three you know the Ford, the Chevy and the Chrysler people, the engineers in the top three, you know the Ford, the Chevy and the Chrysler people we've paid for our, our processes, our frames, our stampings. We're making a ton of cash. Don't rock the boat. No-transcript. They were getting cars that were getting like eight miles to the gallon and they were rationing gas and they couldn't sell their prepaid accountant happy cars because it was profitable. Even when they were in the midst of it, the accounts were still trying to say don't change, we're still making cash, we're still in the black. And he buried the big three in the US and gave the foothold for foreign cars to come into the marketplace. And the competition is competition and it changed the industry. But you know, sales should not be just the only thing that drives an organization and I think your, your CEO probably was ahead of the game to understand. It's the people. It's like the same thing Colleen was talking about. It's the people that make the organization, not the brick, the mortar in her case the planes it's the people and a great example.
Speaker 2:So when I went through this myself, I was kind of kicking around the idea of how would I make a fable. And it's kind of hard when you think about it because I don't have a PhD in psychology and a lot of what I put in my book was actually the reality of what I did as I was implementing Dr Durst's approach towards management by responsibility. It was the trail, the travel. Now, did I get the 20% out that you needed to hear to understand his message? Probably not. It wasn't as clear cut because, like the example from Ken was, I wanted to get three things across and as soon as you understand one minute praise, one minute reprimand, one minute planning, you know they're boom to the point.
Speaker 2:Dr Durst's message. That was probably the clearest your responsibility is 100%, whether you like the results or not. Responsibility is 100%, whether you like the results or not, and I don't know if that was as clear during that text of trying to keep it to a very short book, the same way that Ken would create a small book to get a message across. His message was clear and I think if I, if I could take another bite of that apple, I'd look at doing something along these lines. That would make that message a little bit clearer, so that I wouldn't get kind of caught up in the detail and make sure that you understand what the takeaway is. So if you like what you've heard on the cue, my book and e-book are available at Amazon and Barnes Noble websites. The podcast is on what you're listening to and thank you. It's also available in other popular formats like Apple, google and Spotify. Dr Durst, who we talked about today, his books and his MBR program is available at wwwsuccessgrowthacademycom. If you want to get ahold of us, my email is wando75.jw at gmailcom.
Speaker 1:And Greg, I can reach you at gpowell374 at gmailcom.
Speaker 2:Yeah, and music is brought to you by my grandson. So we want to hear from you. We've picked up ideas and you've helped us steer our program along, and we really do appreciate everyone who has contacted us. Thank you so. Thanks, greg.
Speaker 1:Thanks, john, as always, next time, next time.