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Archives | Serve to Be Great

The Heart of Leadership – An Interview With Mark Miller, Bestselling Author and Chick-fil-A Executive

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What makes leaders different?

As a bestselling author and Executive Vice President of Organizational Effectiveness at Chik-fil-A, Mark Miller learned over the years that only 10% of leadership relates to skills.  He realized that 90% of leadership is a function of the leader’s character, and there are five key elements of character that make leaders different.

In this interview, Mark identifies what sets leaders apart from the crowd by discussing some of the key concepts in his new book, The Heart Of Leadership: Becoming a Leader People Want to Follow.



Want to connect with Mark?

1) Get a FREE sample chapter of his new book

2) Visit his blog, Great Leaders Serve

3) Follow him on Twitter –  Mark Miller @LeadersServe

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

CLICK HERE to learn more about the eBook, featuring chapters from John Spence, Jeff Klein, Charlie Kim, Michael Carroll, Ted Prince, David Marquet, and Ben Lichtenwalner.
Interviews, Leadership, Personal Development, Servant Leadership

Getting More Engagement From Your Online Community – Patrick O’Keefe

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Getting More Engagement From Your Online Community: An interview with social media expert Patrick O’Keefe

Patrick O’Keefe is the founder of the iFroggy Network, a publisher of websites. He has been managing online communities since 2000 and is the author of Managing Online Forums, a practical guide to managing online communities and social spaces, and Monetizing Online Forums, a blueprint for monetizing them the right way. He has been responsible for the creation and cultivation of communities like KarateForums.com and PhotoshopForums.com. Patrick blogs about online community at ManagingCommunities.com.

I had the opportunity to interview Patrick recently and pick his brain about how to increase engagement from our online community.

Patrick, I think that just about everyone is aware that social media is an important element of their organization’s marketing efforts. However, it seems that most organizations, mine included, don’t get as much engagement through social media as we would like to have. Could you offer three ideas for increasing engagement with blogs and microblog platforms like Facebook and Twitter?


It all goes back to simple things. There really aren’t any secrets. First, create great content. In a world filled with surface level, throw away content, truly passionate, meaningful and helpful content stands out and gains a following that engages with it. Second, share your spotlight. Highlight the work of others in your community (the people who engage with your content) and do so through your content and platforms. Third, respond to comments and express appreciation.
Your strongest area of expertise is in building and managing online forums. What types of organizations do you think could benefit from adding an online forum to their social media mix?
Organizations that want to go deeper with their community and don’t want to be held hostage by third party providers. I love Facebook, Twitter and other platforms but when it comes down to it, Twitter owns twitter.com/you. You don’t. You need to build spaces that you own. That could be a forum, it could be a blog, it could be a great website. But hosting a forum of passionate members is deeply valuable and since you host it, you are able to decide where to take it, what to add to it and what changes you can make. You aren’t locked into someone else’s platform.
Not every organization should start a forum. Not by a long shot. Most probably shouldn’t. They are hard work. But for those that have the type of following or community that would have an interest in going deeper and in engaging in a more meaningful way, they represent a great opportunity.

What are a few benefits that online forums add that an organization is less likely to see from other social media platforms? 

On other platforms, you are limited by what those platforms allow you to do – especially third party platforms that you don’t control. When you host a forum or online community, you have access to the members and to the database of content and, as such, can do whatever you want with the platform. Want to add a feature? You can. Want to upgrade your software? You can. You have the flexibility and the ownership to actually make deeper connections with your community.

I don’t mean to use the term “surface level” again so soon, but that’s what a lot of interaction on the social web is. A retweet there, a meaningless click of the follow button. When people actually visit your community and engage in a platform that encourages discussion, you are talking about a different level of power.

Could you offer a few simple first steps for starting and building an audience with an online forum for a leader who sees the benefits of adding and online forum to the organization’s website?

Understand that you do not cater to everyone. You cater to a specific audience. Pursue them and allow all of your decisions to speak to that pursuit. Commit to the long term. Online communities can take years to be really successful. At least commit to 6 months. If you can’t do that, it’s probably best to not pretend that you have an interest in fostering community. Launch with community guidelines and policies and be ready to moderate. Finally, launch with people. Identify people that will contribute prior to launch and will help you get the ball rolling.

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.
Interviews, Social Media

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!  


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.

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

Improving Social Media Effectiveness With A Human Touch

Customer Service Expert Adrian Swinscoe Helps Us Improve Social Media Efforts With A Human Touch

Adrian Swinscoe is a huge fan of organizations that do great things for their customers. He helps others to achieve their own level of greatness via consulting, writing, speaking, and training. A former teacher, economist, manager of businesses, and leader of teams, Adrian is also a lover of simplicity and advocate of the human touch with a bit of really useful technology thrown in. To learn more or to connect with Adrian, please visit his great blog at www.adrianswinscoe.com.
I recently had the pleasure of interviewing Adrian. Below are some great thoughts on improving customer service with a combination of social media and more people-centered leadership.


On your blog, you wrote a great post on the connection between generous and empathetic leaders and high levels of customer service. Could you elaborate a bit on why having empathy and generosity is so important for leaders?

Thank you for your kind words. I think empathy and generosity is important for leaders as I think it is a key part of leading by example, making leadership personal and, thus, being able to better connect with and motivate those that you are trying to lead. This could be as simple as sending less emails and doing fewer meetings and speaking directly with people either on the phone or in person. The keys here are that you are, therefore, being more generous with your time and attention. But to make this as effective as possible you have to have, be able to seek, or be willing to build empathy with everyone that you are talking to. Understanding the other person’s perspective/viewpoint (you don’t have to agree with them) or challenges they face will help leaders build the connections, followers, and insights that leadership requires.

What would you recommend organizations do to better measure how their leaders are doing in this regard?

This is an old idea but I would suggest that organisations revisit the idea of Managing By Walking About (MBWA) and they can measure how they are doing, in this respect, by measuring how much time leaders are spending with customers, with front-line, back-office and operational staff, and what the impact is on overall employee morale and engagement.

You often help organizations strengthen their marketing efforts, especially with social media. How important do you think it is that businesses have a social media component to be able to remain competitive?

There is a piece of research (I forget the source) that says that customer shopping and buying behaviour has dramatically changed over the last ten years. Whilst the trend is applicable across industries the research cites the case of the automobile industry where it states that 10 or so years ago a customer wanting to buy a new car would visit, on average, 8 dealerships. Whereas now they will only visit, on average, 1.2 dealerships in their search for a new car. The implication is that customers are now doing most of their ‘shopping’ online and when they arrive at a car dealership, say, they are ready to buy. Therefore, to be successful and competitive in this changing world, firms need to think about how they are helping their customers or clients, existing or prospective, with their ‘shopping’ journey. Therefore, this has implications for a firms presence and activity in social media, in the broadest sense, and poses challenges for traditional ways of doing business.

What’s a simple way to increase the effectiveness of social media efforts based on this idea of being more empathetic?

A [good] question would be to ask something like: What would you like your customers to say about you to their colleagues, friends, and families? Articulating that would be a great first step in helping the business understand their customers better and build that level of empathy that the modern firm and leader requires. After doing that, the firm will be in a better position to understand how and what type of activity, including social media, is required to deliver that sort of sentiment and advocacy.


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, Customer Service, Interviews, Social Media

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

How to Become A Level 5 Leader

How to Become What Jim Collins Calls A Level 5 Leader: An Interview With Mary Jo Asmus

A former executive in a Fortune 100 company, Mary Jo Asmus, PCC is the founder and president of Aspire Collaborative Services.  She is an executive coach, writer, and consultant who partners with great leaders to help them become even greater at developing, improving, and sustaining relationships with the people who are essential to their success.

I recently had the chance to interview her, and ask her to share some of the ways she helps great leaders get even better.  Below is the transcript:


A part of your executive coaching work that I find very interesting is that you actually create action plans for helping leaders become “Level 5 leaders,” which are leaders that Jim Collins found through extensive research to be most effective at taking an organization from “good to great.” Could you share your thoughts on why humility and high achievement drive for the greater good are such important qualities of Level 5 leaders?

First of all, I want to make it clear that I don’t create the action plans; the leaders I work with do, with my guidance, based on feedback they’ve received and behavioral goals they are passionate about working on. In a way, this speaks directly to humility (the feedback addresses their “opportunities for development”) and drive (their desire to work on goals that are important to them to help them become great leaders). So we start out with these characteristics of humility and drive from the very start as foundational to the work we do.

Humility is important because it keeps a leader in a learning mindset. The humble leader understands that they don’t know it all, and that they need to count on others to help them. This is important in our fast moving, competitive business world. If a leader doesn’t continually stay in touch with others in order to learn, the pace of change may get ahead of them, causing them to fall behind and ultimately fail.

Drive is important to achieve goals, pure and simple. Leadership is simple in concept, difficult in practice. Very few are actually “born leaders” in my opinion, and it takes significant effort for most to bust through the barriers to become a Level 5 leader. Although I completely understand Jim Collins’ definition of Level 5 leader who is focused on the “greater good” of the company, many of the barriers experienced by a leader in critical stages of their development are self-imposed, requiring a leader to have the energy and ambition to look at themselves with a critical eye and overcome them. This takes a lot of courage and requires an internal focus before a leader can be fully focused on goals for the organization.

Could you share the top three most important ideas you would offer for helping a leader become a Level 5 leader?

1. Get honest feedback often from your stakeholders in a way that they can’t B.S. you (confidential 360 instruments and interviews conducted by a third party are the best way to get this kind of feedback). Find out what behaviors are working and which ones aren’t, and get to work on yourself.

2. Know yourself well. The better you know how you think and react, the better you know what’s important to you, the better you’ll be in a calamity, and you will have at least one of those in your leadership journey.

3. Take care of yourself. Even though a level 5 leader may want to give away everything for the good of the company, if they give away their mental or physical health, they cannot lead well. This requires as much attention to one’s physical and spiritual energy as to their vision and passion for the organization.

Part of your work includes helping leaders move from “me” to “we.”  Could you elaborate on what you mean by this?

Most leaders can become better at relationships with those around them. This requires effort, because so many of them have been promoted because they are great at getting things done, but may lack some critical people skills. Getting things done as a lone wolf might work for a while, but at a critical juncture, they realize they can’t do it all themselves. Leadership isn’t a one-person show, and the few times that I’ve seen someone believe that is the case, they’ve burned out or just plain failed. The best leaders I know put people first, knowing that when they’ve developed great relationships and a system of support around them, they’ll be stronger and more successful than they would by themselves.

Why do you think this is so important? Are there specific, measurable business outcomes that you’ve found are more easily achieved by a leader who has moved from “me” to “we”? 

Of course! If our organizations were filled with individual contributors who hadn’t grasped the concepts of working with others in order to be stronger, they’d be tripping all over each other. It would be utter chaos, and I could imagine very little getting done. You only need to look at the studies to see that leaders who have worked at the soft skills get hard numbers from their employees.

How can a leader develop a more self-less, we-centered mentality?

Make developing relationships every bit as important as achieving your vision, mission, and strategy. I always thought it was strange that organizations put these huge, complex strategic plans in place but don’t address the soft skills that it takes to achieve them, like everything will get done by magic. You actually have to be as strategic about relationships as you do about everything else you’re doing by asking, “who do I need to reach out to?” and then begin your strategies with relationships first. The “doing” will find its own way after that.



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, Interviews, Personal Development, 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 Be a Better Remote Leader – Raul Lopez, President of Phoenix Multicultural

It is rare to find great examples of humble leaders who truly serve and care for their employees.  It is even more rare to find a leader who is doing this effectively despite having to lead a remote team.  I recently had the honor of interviewing Raul Lopez, who does just that.

Mr. Lopez is the president of Phoenix Marketing International, Multicultural Division, but spends most of his time working from the home office or traveling.  In this interview, you’ll find some valuable insights into being a better servant leader, whether you see your people every day or you lead a remote team.

To learn more about the Phoenix Marketing International, Multicultural Division, click here.

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Interviews, Servant Leadership

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