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Archives | Serve to Be Great

How to Offer Consistently Amazing Customer Service – Shep Hyken

How To Amaze Every Customer Every Time

Shep Hyken, CSP, CPAE, is a customer service expert, professional speaker, and bestselling author who works with companies and organizations that want to build loyal relationships with their customers and employees. His articles have been read in hundreds of publications, and he is the author of Moments of Magic, The Loyal Customer and the Wall Street Journal and USA Today bestsellers, The Cult of the Customer and The Amazement Revolution, which was also recognized as a New York Times bestseller.

Shep’s new book, Amaze Every Customer Every Time, is due for release on Septmember 3rd, 2013.  I had the pleasure of interviewing Shep last week and asked him about some of the secrets to delivering consistently amazing service to our customers or members.
Enjoy!




Thanks for reading this post!  As a gift, I’d like to give you this excellent eBook for FREE!  


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Customer Service, Great Cultures, Interviews, Videos

Simple Tools For Creating A Highly Innovative Culture

Simple Tools Applied at HopeLab That Can Help Your Organization to Be More Innovative



Chris Marcell Murchison guides HopeLab’s efforts to create an organizational culture that values learning and innovation. In his 25-year career in the public and private sectors, Chris has focused on staff and organization development. Prior to joining HopeLab, he was with Charles Schwab Corporation in San Francisco, where he was Director of Talent Management and Development after first serving as Senior Manager, Schwab Technology Education, overseeing the development of career development and management development programs.

I recently had the pleasure of interviewing Chris, which you can enjoy as well:

Chris, for those of our readers who have never of heard of HopeLab, could you tell us a little about some of the innovative projects that HopeLab has created?

At HopeLab, we often say we’re harnessing the power and appeal of technology to improve human health and well-being. We use a research-based, customer-focused approach to creating products that are both fun and effective.

Two of our best-known products are Re-Mission and Zamzee. The Re-Mission games are designed to support young cancer patients as they fight their disease. In fact, our research indicates that playing Re-Mission motivates young cancer patients to stick to their medications more consistently, which is a critical part of successful cancer treatment. Our Zamzee product combines an activity meter and a motivational website to inspire tweens to move more. Our research on the Zamzee experience, from a 6-month study, indicated that use of the product can increase physical activity as much as 59%!

A hallmark of HopeLab’s work is the extensive research we do during product development. We engage our end users directly in the development processes and make every effort to ensure that the products we produce will have meaningful impact on health and well-being. HopeLab’s future work will focus on how we can leverage what we’ve learned about motivating healthy behavior to support human resilience. Resilience is actually a great umbrella for all the work we have done to date and I am excited to see what our next big idea will be!

As the VP of staff development and culture, you are responsible for creating a culture that is highly conducive to innovation. Would you share the top three strategies and/or tactics that you employ to make this happen?

Culture is influenced by so many things – values, leadership, relationships, HR policies, etc. We have experimented with all of these and more at HopeLab. Today, I would say that the three most highly leveraged tactics are the following:

  • Build the skills and systems to support high quality conversations in the organization – conversations typified by curiosity, authenticity and integrity
  • Create an environment in which employees believe they are accountable for the whole of the organization and its success, where they take 100% responsibility for their experience in the organization
  • Create work processes and systems that allow individuals and the organization as a whole to experience progress towards meaningful goals

My opinions here are influenced by my experience nurturing culture at HopeLab and my exposure to a wide variety of innovative organizational development and leadership practices. I believe making an intentional investment in building your organization’s culture can enhance your ability to do innovative work and make a positive impact in the world, for your employees and the people your business serves. I continue to learn about the many dimensions of culture every day. As my exposure to other organizations and cultures expands, I am certain my thinking about culture will evolve. I see this as good, because every work community is different and, as a result, there are different levers for catalyzing a thriving culture.

You do a lot to support your people’s well-being. Why do you think it’s so essential for innovation that leaders show their people that they truly care about them, and follow through to ensure that their people actually experience high levels of well-being?

We have a great wellness program at HopeLab. We call it HOGS, which stands for Health and Other Good Stuff, and it is based on the concept of energy management. If we are investing wisely in our physical, emotional, mental and spiritual energy, we are more likely to be purposeful and energized humans. And if as individuals we are engaged energetically, we can collectively create an engaged workplace that has greater potential to accomplish great things!

Additionally, at the core of well-being is resilience – the ability for individuals and organizations to respond positively in the face of change and adversity. The science informing our R&D work indicates that, as humans, cultivating a sense of purpose, connection and control can help us tap into our innate resilience. I think these are powerful insights that can be directly applied to individuals in the workplace. Adversity can take on many forms at work, large and small. A culture that supports employee’s sense of meaning and purpose, helps them connect meaningfully with colleagues, and creates processes where employees have a sense of control and accountability are likely to support well-being as well as enhancing resilience in the face of challenges. And, again, if your employees are engaged, well and resilient, your workplace will be more likely to thrive and innovate.

Not all organizations have access to the levels of funding to which HopeLab has access. What are some low-cost ideas that a leader could apply to show her people she truly cares about them?Culture work does not have to cost anything at all. Ultimately, building an organizational culture is building a community of people. This means attending to how we interact with one another and the quality of our relationships. Investing time and energy at that level, versus dollars, can have a real impact on productivity and job satisfaction.

What does investing in relationships look like? It means making time to authentically connect with others, having quality conversations (in supervision, performance reviews, team meetings, etc.), inviting and offering feedback, listening well, having fun together, participating in meaningful experiences together, and more. In these interactions, so much can be gained from kindness, appreciation, openness, and support – all actions that don’t have to cost anything but your time and attention. I am struck by impact of a simple “good morning” or an expression of true caring. An organization devoid of these basic virtues is, in my opinion, not sustainable.

Thanks for reading this post!  As a gift, I’d like to give you this excellent eBook for FREE!  

Just CLICK HERE, and I’ll send you this eBook, featuring chapters from John Spence, Jeff Klein, Charlie Kim, Michael Carroll, Ted Prince, David Marquet, and Ben Lichtenwalner.
Communication, Great Cultures, Innovation, Interviews

Working For Good as a Leader – An Interview with Jeff Klein

Powerful tools for achieving leadership excellence while making the world a better place.

Jeff Klein is an activator, producer, process facilitator, and the author of Working For Good and It’s Just Good Business.  He is one of the founders of Conscious Capitalism, Inc.(activator), (producer) of Conscious Capitalism events, including an annual Conscious Capitalism CEO Summit, and as a (process facilitator) he designs and leads workshops, meetings, Conscious Culture development programs and Stakeholder Engagement Marketing™ campaigns.

Below is a recent interview I had the pleasure of facilitating with Jeff, which I’m sure you’ll enjoy!

About thirty years ago, you felt a calling to leverage the power of business for the greater good and in the process to make your work a path to learning, growth, and development.  Ever since, you have been helping people see the connection between making a difference in the world, achieving better business outcomes, and enjoying the ride.  What are the three biggest competitive advantages you see for a leader who successfully aligns the achievement of positive business outcomes with serving the greater good?  
Perhaps the most significant benefit is the personal and collective energy and flow this fosters. When a person (e.g. a business leader) and a group of people (e.g. their team and their entire business stakeholder ecosystem) are focused on a higher purpose and act in alignment with that purpose, there is a tremendous sense of meaning, engagement, and connectedness, which leads to high motivation, an embodied commitment to responsible communications, and exceptional creativity and productivity.
A second, related benefit, is the trust, engagement, loyalty and sustainability in the relationships between the people (individually and as whole stakeholder groups – e.g. customers, employees, vendors, etc.), which lead to great resilience when challenges arise and sustainability over a long time horizon. Business is a social endeavor and relationships are the foundation of a healthy, flourishing social organism/organization.
A third significant competitive advantage is health, well-being, and flourishing – for the leader, her team and her business. At each level, health enhances performance and reduces direct and indirect or opportunity costs.
What would you say are the three most important things a leader can do to become less self-centered, and more focused on how they can serve, sustainably, the people they lead and the community around them?
As with all things, practice is the key to high performance and to cultivating new capacities. As Aristotle said, “We are what we repeatedly do. Excellence, then, is not an act, but a habit.” If you want to be less self-centered and to serve others, then serve others. There’s a great quote on humility that is relevant here, which goes “humility is not thinking less of yourself, but more of others.” So you don’t have to put yourself down, just see and celebrate the talents and humanity in others.
A key to cultivating the capacity to serve is to elicit and really listen to feedback from others. You may have an idea what it means to serve them, but their needs, perceptions and styles may be different from yours. Ask people what they need and how they can best receive it. And you can ask people if they are open to your observations – ask permission to point out areas where you notice they may benefit from your support and guidance. If they give you permission, they will be more open to receiving your support. And ask “how can I support you right now?”
Ironically, the third thing, which might be the first thing, is to take care of yourself. While that might seem self-centered, if you don’t genuinely take care of yourself, which is different from being self-centered, then you won’t have the knowledge, experience or capacity to truly care for others. By taking care of yourself, I mean physically (what you eat, exercise, sleep, recreation, etc.), emotionally, mentally and spiritually, whatever that means to you. 
How important is it to measure progress with this work of becoming a conscious leader?  Could you share some ideas for successfully measuring progress?
As human beings we are always measuring in one way or another. Receiving and processing feedback from our environment, which includes other people, is essential to our survival, learning, and flourishing. With respect to the previous question about service versus self-centeredness, we can measure our progress informally by observing the quality of our relationships and the attitude and engagement of the people we work with. We can do so more formally be measuring these things with one or more of the wide variety of assessment tools. Before and after (or ongoing) assessments can provide us with direct and indirect measures of “how we’re doing.” The net Promoter System tools for assessing Customer and Employee engagement are very good. Tilt365 has a good tool for assessing our relationships within our teams, and for shining light on our blind spots. And good, open, honest, periodic conversations with our key collaborators can provide great insight into how we are doing and where we may need or want to focus our attention on further development. This is truly an ongoing process. There is no end point, but a continual journey of discovery and development.
In the words of the late George Leonard, “We fail to realize that mastery is not about perfection. It’s about a process, a journey. The master is the one who stays on the path day after day, year after year. The master is the one who is willing to try, and fail, and try again, for as long as he or she lives.”


Thanks for reading this post!  As a gift, I’d like to give you this excellent eBook for FREE!  


Just CLICK HERE, and I’ll send you this eBook, featuring chapters from John Spence, Jeff Klein, Charlie Kim, Michael Carroll, Ted Prince, David Marquet, and Ben Lichtenwalner.
Great Cultures, Interviews, Personal Development, Servant Leadership

Surprising Links Between Cockroaches, Compassion, and Profits

A Guest Post that Appeared on The Huffington Post on the Surprising Links Between Cockroaches, Compassion, and Profits

On a recent Saturday morning, when walking into my guest bedroom, I noticed that a rather large palmetto bug (a.k.a. cockroach) had found its way into my home. This happens occasionally during warm months. Usually the bugs are on their backs, near death, or already dead. However, this one was spunky!
I practice catch and release with these critters (I’ll explain why in a moment), covering them with a cup, then sliding a thin piece of cardboard under the cup, carrying the critter outside, and quickly sliding the cup off of the cardboard. This sends the bug falling safely onto the earth, where they usually scurry off to hide from the light.
The little feller I released on this particular Saturday didn’t like the idea of falling safely to the earth and decided to fly: Not just to break his fall, he really started flying! In fact, he flew right back at me. I stepped to the side quickly to get out of the way and when I looked to see where he had landed, I couldn’t find him. There were only a couple places to hide on my small porch – under my running shoes, or on me.
To read the rest of this post, please click here to see it at the Huffington Post.

Thanks for reading this post!  As a gift, I’d like to give you this excellent eBook for FREE!  


Just CLICK HERE, and I’ll send you this eBook, featuring chapters from John Spence, Jeff Klein, Charlie Kim, Michael Carroll, Ted Prince, David Marquet, and Ben Lichtenwalner.
Great Cultures, Innovation, Matt's Insights, Servant Leadership

A Powerful Tool For Empowering Your People – Brian Burt, CEO of MaestroConference

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A Powerful Tool For Empowering Your People – an Interview with Brian Burt, CEO of MaestroConference

In this interview with MaestroConference CEO, Brian Burt, you’ll learn about some amazing tools for empowering your employees, creating ownership mentality, and having significantly better meetings.  This one tool completely transformed the culture at MaestroConference.

At Charles Schwab, Brian led many multi-million-dollar technology projects in the areas of telephone technology, marketing, and CRM systems. He has also led a very successful consulting firm specializing in large technology project leadership, and has co-hosted events with Deepak Chopra, Jack Canfield, Marianne Williamson, and many others. He is a skilled facilitator who also holds a Master’s degree in Mathematics / Mathematical Economics.  To learn more about MaestroConference or Brian, please visit: http://maestroconference.com/

To learn more about Holacracy, please visit: http://holacracy.org/





Thanks for reading this post!  As a gift, I’d like to give you this excellent eBook for FREE!  

Just CLICK HERE, and I’ll send you this eBook, featuring chapters from John Spence, Jeff Klein, Charlie Kim, Michael Carroll, Ted Prince, David Marquet, and Ben Lichtenwalner.
Communication, Great Cultures, Interviews, Servant Leadership

How to Create a Highly Innovative Culture (Part 2)

Last week, in Part 1 of this post, we clarified what innovation is, and discussed how we can predict whether or not someone will be innovative based on the strength of a cognitive bias called the status quo bias.  Here in Part 2, we’ll discuss how to apply this knowledge toward creating a highly innovative culture.
Because of the skill required to work with highly innovative people, organizations that are fortunate enough to have such people on their team often find it quite difficult to keep them on the team.
This is especially true for large organizations.  Nothing will drive away highly innovative people more quickly than high levels of bureaucracy.  Most large organizations become increasingly bureaucratic as they grow.  As a result, they drive away innovators and gradually become less innovative as an organization.
 
There are, of course, exceptions to this general trend.  It is possible, even in large companies, to create a culture that attracts and retains highly innovative people and, perhaps more important, helps people who are not naturally very innovative (the vast majority of people) to be more innovative as well.  The key ingredient for creating and sustaining such a culture is being committed to serving and caring for our employees. 
Two excellent examples are Google and the software giant, SAS, which are among the most innovative companies in the world.  Every year, these two companies are also both highly ranked among the best companies to work for.  On the 2013 list of the Fortune Magazine Best Companies to Work For, they were listed as number one and two, respectively.
The examples of how Google works to care for employees are almost legendary.  They include free, on-site haircuts; gyms; pools; break rooms with video games, ping pong, billiards and foosball; on-site medical staff for easy doctor appointments; and the option to bring one’s dog in to work. 
But Google didn’t invent this type of incredible workplace culture.  They actually emulated the culture at SAS, a company that has produced absolutely phenomenal business outcomes.  SAS has posted record earnings for 37 consecutive years, including $2.8 billion in 2012.  CEO Jim Goodnight often says that the secret to their success is taking care of their employees.
One reason serving and caring for our people is so effective for building and sustaining a highly innovative culture is that when we truly care about our people and are committed to helping them grow, we don’t stifle innovation by worrying about our own position.  Instead of thinking that we have to come up with all the good ideas to look good as leader, we are happy when our team has great ideas.  Leaders who are more focused their own performance, instead of on leading their people well, tend to micromanage, which erodes trust and crushes innovation. 
When we truly care about our people and are committed to helping them grow, we are also much more likely to trust them and give them high levels of autonomy.  Providing high levels of autonomy is one the most important elements of attracting and retaining those rare, highly innovative people who abhor bureaucracy but can add so much value to our organization. 
Perhaps more important, serving and caring for our people can help employees who are not naturally innovative to become more innovative.  Most people have a fairly high status quo bias.  As we discussed in Part 1 of this post, this means that they are very unlikely to suggest and act on ideas that are contrary to the status quo – i.e. ideas that are innovative – because of their fears of rejection and not fitting in and, in the case of the business world, fear of being fired.
When we are focused on serving our people and consistently caring for them, these fears are alleviated.  With consistent care and trust, our people trust us more, and they know that we will not fire them for taking appropriate risks and making mistakes.  The more secure people feel, the more likely they are to suggest and act on innovative ideas.   We are essentially removing the status quo bias by removing the status quo.
Jim Goodnight of SAS offers a great example of just how powerful this can be.  In the fall of 2008, the Great Recession was imminent.  SAS faced the same issues that every other company in the analytics software industry faced.  Sales plunged due to the budget cuts almost every business was making in preparation for what seemed like a long downturn.  Other companies in the industry started laying off large numbers of employees. 
But Goodnight’s response to the recession was dramatically different, as Mark C. Crowley, author of Lead From The Heart: Transformational Leadership For The 21st Century, describes in an article he wrote for FastCompany:

“In early January 2009, Goodnight held a global webcast and announced that none of its 13,000 worldwide employees would lose their job. He simply asked them all to be vigilant with spending and to help the firm endure the storm.  ‘By making it very clear that no one was going to be laid off,’ Goodnight told me, ‘suddenly we cut out huge amounts of chatter, concern, and worry – and people got back to work.’ What likely will be astonishing to many is that SAS had record profits in 2009 even though Goodnight was perfectly willing to let his then-33-year track record of increased profit come to an end.

“At 70 years old, Goodnight holds the conviction that ‘what makes his organization work are the new ideas that come out of his employee’s brains.’ He therefore holds his employees in the highest esteem. So while he fully anticipated that the recession would constrain the firm’s short-term revenues, he instinctively knew that his team would produce breakthrough products while his competitors were cutting costs.  And even four years later, his commitment to his people has paid off handsomely. Said Goodnight, ‘new stuff we’re rolling out this year is going to take the market by storm.’”


Thanks for reading this post!  As a gift, I’d like to give you this excellent eBook for FREE!  


Just CLICK HERE, and I’ll send you this eBook, featuring chapters from John Spence, Jeff Klein, Charlie Kim, Michael Carroll, Ted Prince, David Marquet, and Ben Lichtenwalner.
Great Cultures, Innovation, Matt's Insights, Servant Leadership

How to Create a Highly Innovative Culture (Part 1)

In the business world today, “innovation” is quite the buzzword.  We’ve all likely heard things like “innovation has to be a top priority in our organization,” “we must be continuously innovating,” “innovation this,” and, “innovate that.”  Although the word is used often, there seems to be a lack of clarity on what innovation actually is.  In Part 1 of this blog post, we’ll discuss some fascinating research on profitability from the prestigious Perth Leadership Institute that clarifies the issue, and will lay the foundation for how we can create a highly innovative culture in our organization, which we’ll discuss in Part 2 of the post.
Dr. Prince, the founder and CEO of the Perth Leadership Institute, conducted groundbreaking research that links the personality traits of managers directly to impacts on gross margin and expenses.  Each personality trait is the result of what is known in Psychology as cognitive biases.  Although Dr. Prince found 10 cognitive biases that have significant, direct impacts on gross margin and expenses, there are two biases that, according to his research, have the greatest impact on the bottom line. 
One of them, the status quo bias, is also an excellent predictor of whether or not a person will be innovative.  The research of the Perth Leadership Institute shows very clearly that innovation has a tremendous impact on gross margin.  In fact, we can predict quite accurately how a manager will affect gross margin simply by measuring how innovative that manager is.
Even intuitively, I believe this makes perfect sense.  There is a direct correlation between how unique a product or service is and the price someone is willing to pay for it.  Thus, the more innovative someone is, the more likely she is to create products and services that add value for the consumer, which also increases the profit margin for the organization offering the product or service. 
The status quo bias results in a strong preference for maintaining things the way they have been.  It is based on our need to fit in.  As you might guess, most people have at least a moderately strong status quo bias.  The need for belonging is one of the most powerful human needs, and doing things that buck the status quo can certainly be associated with taking the risk of not being accepted by others.  Unfortunately, the stronger this bias is in a person, the less likely he is to come up with innovative solutions to problems that add value to his organization or for customers.
A person with little or no status quo bias is a person who will consistently innovate.  This is the type of person who has no problem suggesting and acting on ideas that are completely outside of the proverbial box, even if that idea is rejected as silly by numerous people over long periods of time.  In others words, someone with little or no status quo bias typically doesn’t care what other people think about them or their ideas.  A good example is the late Steve Jobs, who was known for being one the most innovative people of our time, and also for being a bit of jerk.
One thing you might have noticed in the description above is that creativity was not mentioned.  Perhaps the most common misperception about innovation is that it is synonymous with creativity.  Although creativity can assist in innovating, it is certainly not necessary.  In fact, there is research showing that people who are “too creative” are actually very unlikely to innovate.
This is because innovation has a lot more to do with execution than it does with creativity.  Someone who has too many creative ideas often never sticks with one of the ideas long enough to create the disruption in the field, marketplace, etc., that we refer to as an innovation.  The most important element of being innovative is the ability to stay with an idea long enough, even in the face of significant opposition, to actually make the idea a reality and have it adopted by at least a small group of people.
A perfect example of this is Bill Gates, another one of the most innovative people of our time.  Gates did not create DOS, which was the foundation on which Microsoft was built.  He bought DOS from people that were likely much more creative than him.  But those people weren’t innovators.  They didn’t have the vision and the guts to stick with their idea for years, despite having no real market for it, until the market emerged around their idea.  But Bill Gates did.  He is an innovator.

In Part 2 of this post, which will appear next week, we’ll discuss the ironic and surprising essence of applying this knowledge toward building a more innovative culture in your organization.  

Thanks for reading this post!  As a gift, I’d like to give you this excellent eBook for FREE!  


Just CLICK HERE, and I’ll send you this eBook, featuring chapters from John Spence, Jeff Klein, Charlie Kim, Michael Carroll, Ted Prince, David Marquet, and Ben Lichtenwalner.
Great Cultures, Innovation, Matt's Insights

Interview with Ben Lichtenwalner – Founder of Modern Servant Leader

This is an inspiring and informative interview with Ben Lichtenwalner, founder of Modern Servant Leader.  I took away several great ideas to add to my leadership toolbox.

Some highlights include:

1:50 – The story of how Ben discovered Servant Leadership
6:01 – Ben offers a great definition of Servant Leadership
8:56 – Examples of highly successful companies that practice Servant Leadership
15:50 – Great tips for being a better leader
20:55 – Some inspiring examples of selfless leaders

Ben Lichtenwalner is the founder of Modern Servant Leader, a site that promotes Servant Leadership awareness, adoption, and action. He’s also an advisor to Philanthropist.org and the Senior Manager of Internet and eCommerce at Whirlpool Corporation. Ben has held senior leadership roles and overseen technology teams across other Fortune 500, Inc. 500, and non-profit corporations. Having learned from both positive and negative leadership styles, he now shares his experiences and lessons learned to promote greater awareness of Servant Leadership.

Ken Melrose is the author of Making the Grass Greener on Your Side, referenced in the interview. This is the story of how Servant Leadership helped save Toro (http://amzn.to/13tFxIt).





Thanks for reading this post!  As a gift, I’d like to give you this excellent eBook for FREE!  


Just CLICK HERE, and I’ll send you this eBook, featuring chapters from John Spence, Jeff Klein, Charlie Kim, Michael Carroll, Ted Prince, David Marquet, and Ben Lichtenwalner.
Great Cultures, Interviews, Servant Leadership

Interview With Culture Expert Jill Felska

In this interview,culture expert Jill Felska sheds light on the power of building a great workplace culture.

Here are some highlights:

1:12 – Jill shares her “Why” (she’s a fan of Simon Sinek, too)
3:12 – The power of creating a great workplace culture
5:21 – Example of a business achieving great success as a result of the culture
8:10 – How great cultures attract top talent
10:12 – How to keep the family feel as a business grows
13:04 – Tools for becoming a more effective leader

Jill Felska is a human sparkler – always full of energy and ideas. She is on a personal mission to create a happier, more engaged workforce. An entrepreneur at heart, she is currently running marketing at Path.To. In her next life, she’d love nothing more than to be a professional dancer. That said, she’d settle for a stint on So You Think You Can Dance.

Did you like this post?  To receive The Ultimate Leaders E-Zine for FREE, just Click Here.  It includes all my blog posts, interviews with great leaders, and other resources to help you become the Ultimate Leader.  

Great Cultures, Interviews

Interview with Kristen Hadeed – Founder and CEO of Student Maid

Kristen is a great leader who has built an incredible culture at her company – a culture that has resulted in tremendous growth and a retention rate that is 15 times better than the industry average!  This whole interview is fantastic, full of gems for anyone in a leadership position.

Below are some highlights:

1:10 – The Student Maid story
2:35 – An overview of the culture that results in a retention rate that is 15 times the industry average
6:15 – Creative ways to increase employee engagement
8:49 – The importance of developing people, even for low skill positions
10:35 – Helping employees develop an ownership mentality
12:39 – Ideas for great communication that builds high levels of trust
20:25 – Kristen’s inspiring view of the essence of leadership

To learn more about Kristen and Student Maid, please visit her website – www.kristenhadeed.com 

Did you like this post?  To receive The Ultimate Leaders E-Zine for FREE, just Click Here.  It includes all my blog posts, interviews with great leaders, and other resources to help you become the Ultimate Leader.  

Great Cultures, Interviews, Servant Leadership