Acknowledgements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .vii

Foreword by Dr. Robert E. Lee, DPA, ICMA-CM . . . . . .ix

Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1

1

You Already Have the Most Vital Characteristic

of a Great Leader . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5

2

Belief in Yourself Moves Mountains . . . . . . . . . . . . . . . . . .7

3

Do You Aspire to Leadership Someday? Then Start

Learning How It’s Done Now . . . . . . . . . . . . . . . . . . . . . .11

4

Create an Organizational Culture Dedicated to Serving

Its Public . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .21

5

Develop a Sophisticated Internal

Communications System . . . . . . . . . . . . . . . . . . . . . . . . . .33

6

Maximize Leadership Training . . . . . . . . . . . . . . . . . . . . .55

7

Harness the Driving Force of Adroit Rewards . . . . . . . .65

8

Promote Constancy of Purpose Throughout

the Organization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .81

9

Make Your Strategic Plan Sing . . . . . . . . . . . . . . . . . . . . . .91

10 My Leadership Philosophy . . . . . . . . . . . . . . . . . . . . . . . .111

11 Top-Down Leadership Strangles Growth,

Servant Leadership Boosts It . . . . . . . . . . . . . . . . . . . . . .117

12 My Credentials to Teach Leadership . . . . . . . . . . . . . . . .123

13 Leadership in Governmental Agencies . . . . . . . . . . . . . .135

14 Leadership in Nonprofit Organizations . . . . . . . . . . . . .177

15 Leadership in the Private Sector . . . . . . . . . . . . . . . . . . .195

Recommended Reading . . . . . . . . . . . . . . . . . . . . . . . . . .203

Sage Words . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .204

Final Thoughts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .206

About the Author . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .208

1

—KARIN KLENKE

You are a leader.” Even before assuming my first formal

leadership role at age 26, I was telling myself that. Success in

my first position set me firmly on the path to many more

opportunities—and obligations—to lead. Now, after decades of

leading, a compulsive desire to help others become the very best

they can be drives me from the core of my being. These pages

share my insights and experiences in doing exactly that over

the past twenty years. Throughout my continually expanding

career in many organizations, the unifying element has been

leadership. More details about my credentials to teach this vital

subject are given later so, let's get to what can benefit you most

right now.

21

—JOHN W. GARDNER

Every organization—whether governmental agency, non-

profit charity, or profit-dependent corporation—exists because

other organizations or people need its services and products.

Every organization's long term success depends on how well it

serves its public, whether they are voters, the needy, or customers.

Corporate success is commonly measured by earnings

because it's easier to quantify. However, profitability depends

on customer satisfaction. It may be a greater challenge to

IT IS ANOTHER GREAT DAY

22

evaluate the effectiveness of governmental bodies or

nonprofits, but some performance standards can always be

found or developed.

A universally understood—and widely ignored—truism is

that every organization's success and quality of service

depends on the quality of its leadership and staff. This often puts

more pressure on securing better new employees. However, if

the organizational culture is negative, the performance of new

employees coming in will soon become infected with the

negative attitudes of the existing staff.

Improving the quality of new hires is important—but it

must be accompanied by upgrading the existing staff.

This means initiating programs aimed at improving the

performance of the individuals presently occupying positions

of leadership.

It's easy to fire an ineffective leader or manager—instant

gratification, no effort required. However, taking the easy way

out imposes penalties: damage to the security, loyalty and team-

work of the remaining employees. Instead, you can choose a

more lofty option that builds security, loyalty and teamwork

throughout the organization.

CREATE AN ORGANIZATIONAL CULTURE DEDICATED TO SERVING ITS PUBLIC

23

That option is to transform the ineffective person into an

effective leader or manager. This takes real effort. It calls for the

sincerity to mentor, the skill to coach, the patience to observe,

the wisdom to develop a transformative plan, and the intuition

to help such people by learning about and caring enough

about them.

When we paradigm shift ineffective leaders into effective

leaders, not only does their supervisor benefit, but the followers

benefit and grow, and throughout the career of the transformed

leader many—including the the entire world they touch—

will benefit.

This is much more gratifying, and it helps me sleep

well at night, knowing that I have helped somebody. As in

Dr. Martin Luther King, Jr.'s sermon in 1968, The Drum

Major Instinct:

“And that's all I want to say ...

If I can help somebody as I pass along ...

If I can cheer somebody with a word or song ...

If I can show somebody he's traveling wrong ...

Then my living will not be in vain.”

IT IS ANOTHER GREAT DAY

24

Akey characteristic of a true leader is the practice of shoving

authority down the hierarchical chain of command. This

requires showing employees more respect continuously

rather than merely demonstrating it occasionally in meetings.

Empowerment means giving them more responsibility;

it means giving them the authority to do their jobs efficiently

without the delays caused when they must get approval of

minor decisions from higher authority. Empowerment requires

a supportive environment. It must allow each of us to use

his or her own special gifts in ways that most effectively

and efficiently serve our customers or constituents. Empower-

ment also requires driving out fear so that employees won’t

hesitate to contribute in meetings or take risks in their

daily work.

Employees should not be afraid to step on someone’s toes

when pursuing better ways to carry out the organization's

mission. Leaders should be able to accept constructive criticism

from lower levels without seeking retribution. Managers and

leaders have to shift from heavy-handed, top-down rigidity to

CREATE AN ORGANIZATIONAL CULTURE DEDICATED TO SERVING ITS PUBLIC

25

true leadership that recognizes and encourages contributions

from the entire organization. Doing this calls for systems to

transmit upward the intelligence and specialized knowledge

created on the factory floor and service counter.

An important element in a strong organizational culture

is whether suggestion box messages may be anonymous,

especially when sensitive issues are involved. Requiring that

suggestions be signed means that the leadership doesn't want

to hear bad news, thus cutting themselves off from early

warnings of such things as supervisors harassing some of their

staff in ways that could lead to costly lawsuits. In this regard,

pushing empowerment downstream is a risk-reducing measure.

Effective leadership welcomes whistle-blowing because it

often alerts them to previously unsuspected problems soon

enough for them to be solved without serious disruption or ex-

pense. On the other hand, fearful bureaucratic leadership hates

whistle-blowers, silences them, and attempts a cover-up rather

than take problem-solving action.

Of course, anonymous suggestions can be misused to make

false accusations, and probably will be misused in this way

occasionally in your organization. However, the trouble that

IT IS ANOTHER GREAT DAY

26

they can cause is a small price to pay for keeping this vital

conduit open. Open to whom? To all members of the staff—but

most importantly to those on the factory floor—and to the

people on the lowest levels of authority who are in close contact

with the organization's customers every day.

Just the fact that someone is resorting to misuse—which will

often include false accusations—should advise leadership that

morale problems exist in the staff—at least in one person. This

means that the leadership should intensify its observation of the

team's activities. Inquiries should be made in such a way that

the anonymous report is not recognized or revealed. This will

discourage the instigator from continuing the non-productive

behavior. If the false accusations continue, have patience. It will

soon become clear who is making them. Then a private

interview will show the person the error of his or her ways, and

determine whether reassignment will be necessary.

We believe it's both nature and nurture. The qualities and

energies we are born with, and those instilled in us as we grow