Tag Archive for: Management

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Leadership Capability and the Peter Principle

CoachStation  |  Leadership Thinking

The Peter Principle Is Not Theory. It Is Your Organisation.

Why promoting capable people without preparing them is the most overlooked leadership risk in business today, and what a systemic solution actually looks like.

The Peter Principle, And Why It Still Matters

In 1969, Canadian educator Laurence J. Peter and playwright Raymond Hull published what would become one of the most quoted, least applied observations in organisational life. The book was written as satire. A deliberate, sardonic skewering of corporate hierarchy that arrived on shelves before Dilbert, before The Office, before any of the cultural shorthand we now use to describe workplace dysfunction.

A note on origins. Peter and Hull never intended the book as a management manifesto. It was satire, complete with invented examples, mock-academic language, and a dry wit designed to expose the absurdity of how organisations actually operate. What they did not anticipate was how accurately the joke reflected reality. The book became an immediate bestseller. The term entered the language. And the research that followed over the next five decades consistently found that the punchline was, in fact, true.

The principle itself is simple:

"In a hierarchy, every employee tends to rise to their level of incompetence."

Peter's argument was not a critique of individuals. It was a critique of systems. Organisations, he observed, routinely reward people for what they have done rather than evaluating whether they are capable of what they are being asked to do next. The result is predictable: high performers accumulate promotions until they land in roles where their previous strengths no longer serve them.

More than five decades after a satirist put words to the pattern, it plays out every week in organisations across every sector and size. The high-performing individual who transitions into leadership and visibly struggles. The reliable operator who becomes avoidant and reactive under the weight of people responsibility. The capable contributor who never quite finds their footing as a manager.

This is not bad luck, and it is not a character flaw. It is a predictable outcome of how most organisations still think about promotion and leadership readiness.

What the Research Has Since Confirmed

A 2019 study published in the Quarterly Journal of Economics examined data from 214 companies and over 1,500 sales managers. The findings were direct: organisations consistently promoted their best salespeople into management roles, and those same individuals consistently underperformed as managers. The better someone was at their individual role, the more likely they were to be promoted, and the less likely they were to succeed in the role that followed.

The mechanism is straightforward. Technical excellence in a functional role does not transfer automatically to the relational, strategic, and accountability-oriented demands of leading people. Yet the promotion decision is almost always made on the basis of functional performance.

The Peter Principle is not a theory about individuals failing. It is a theory about systems that guarantee certain individuals will be set up to fail.

The more important question is not whether this is happening in your organisation. The more important question is what you are doing about it.

Promotion Without Preparation Is Not a Gap. It Is a Decision.

Most organisations have a de facto promotion framework, even if they would not describe it that way. The criteria are familiar: technical skill, results delivered, time in role, and in some cases, seniority. These are observable, defensible, and easy to justify in a performance conversation.

The problem is not that these criteria are wrong. The problem is that they are incomplete.

What most promotions are based on

Technical skill and functional expertise

Individual results and output

Tenure and institutional knowledge

Visibility and perceived potential

What leadership actually requires

Communication across functions and levels

Accountability and follow-through with others

Emotional intelligence under pressure

Decision-making with incomplete information

These are different skills entirely. More than that, they require a fundamentally different orientation. Individual contribution is largely about your own performance. Leadership is about creating conditions for others to perform. The shift from one to the other is not incremental. For many people, it requires a significant recalibration of identity, behaviour, and how they measure their own success.

What This Looks Like in Practice

The best salesperson becomes a poor sales manager, not because they stop caring, but because they have no framework for coaching the behaviours they themselves execute intuitively. The strongest operator becomes avoidant under the weight of people complexity, defaulting to doing rather than leading. The reliable team member, elevated into a supervisory role, becomes overwhelmed and reactive, struggling to hold others to standards they have always met without thinking.

In none of these cases is the person incapable. In most cases, they were simply never prepared for the role they were given. The organisation assumed that competence was transferable. It rarely is without deliberate support.

The intent to develop people and the actions that actually develop them are not the same thing. Most organisations know this. Far fewer close the gap.

CoachStation Briefing Paper

Leadership Development: Intent vs Action

This leadership briefing explores the gap between what organisations say they invest in and what leaders actually experience. If you are responsible for leadership capability, it is worth reading before your next investment decision.

Download Our Breifing Paper →

The Hidden Cost: Quiet Leadership Failure Is Still Failure

When people picture leadership failure, they tend to picture something dramatic. A manager who loses their team's confidence overnight. A leader whose decisions create a visible crisis. A restructure that follows a sustained period of poor outcomes.

The Peter Principle rarely produces these moments. What it produces instead is something quieter, more expensive, and far harder to attribute.

What Quiet Leadership Failure Actually Looks Like

—Performance conversations that are delayed, diluted, or never happen at all
—Decisions deferred to avoid conflict rather than made to drive progress
—Standards that vary across teams and managers, with no consistent accountability
—Talented people leaving without anyone being entirely sure why
—A culture that tolerates underperformance because confronting it feels harder than absorbing it

None of these show up as a single incident. They accumulate. Over time, they compound into culture drift, reduced engagement, and business outcomes that consistently fall short of what the strategy intended. The gap between what the organisation says it values and how it actually operates widens, often without anyone explicitly making it happen.

This is the real cost of the Peter Principle. Not dramatic failure, but sustained mediocrity that becomes the norm.

The Framing Problem

Most organisations frame leadership capability as a development priority. That framing is not wrong, but it is insufficient. When something is positioned as development, it occupies a different category in organisational thinking than when it is positioned as risk management.

Leadership capability is not a development investment. It is risk mitigation. Organisations that have not built it are not behind on growth. They are exposed.

When decision quality declines because leaders lack the confidence or framework to make calls, that is a commercial problem. When accountability weakens because managers avoid difficult conversations, that is a performance problem. When engagement falls because people do not feel led well, that is a retention problem. None of these begin with a leadership development budget line. They begin with a gap in capability that was never addressed at the point of transition.

The organisations that take leadership capability seriously do not do so because they are committed to people development as a philosophy. They do so because they have worked out that the alternative is expensive.

Falling Into Leadership: When Theory Becomes Someone's Reality

There is a moment most leaders remember, even if they do not talk about it openly. The moment they realised the role they had been given was not the role they had been prepared for. The moment the expectations landed, and the gap between what was required and what they felt equipped to do became impossible to ignore.

Falling Into Leadership book by Steve and Kath Riddle

Falling Into Leadership captures that moment. Not as a theoretical construct. As a lived experience.

Sally, the protagonist, does not set out to become a leader. She is good at her work, reliable, capable, and trusted. Those qualities create the conditions for her promotion, without creating the conditions for her success in the role that follows. Her journey through the disorientation, pressure, and gradual recalibration of leading people for the first time is not an unusual story. It is one of the most common stories in organisational life, told across industries and levels every day.

Sally's story is a lived example of the Peter Principle playing out in real time. It gives readers something most leadership theory does not: recognition.

Recognition is not a soft outcome. For someone navigating the early stages of leadership without a framework, recognising that what they are experiencing is normal, predictable, and navigable is the starting point for change. The book provides that recognition, the language to name what is happening, and a grounded orientation toward what effective leadership actually requires.

Why Narrative Matters in Leadership Work

Diagnostic tools and frameworks are valuable. But most people do not begin engaging with their leadership gaps through a competency model. They begin when something resonates. When they read or hear something that reflects their experience back to them with enough accuracy that they are willing to look at it more closely.

That is what story does. And that is why Falling Into Leadership sits at the front of the CoachStation approach, not as a nice addition, but as a deliberate entry point for leaders who are ready to close the gap between where they are and where their role requires them to be.

Explore Falling Into Leadership →

The Solution: Leadership Infrastructure, Not a Development Program

Most organisations that take leadership seriously have some version of the same response: a program. A workshop series. A learning platform. An off-site. These are not without value, but they share a common limitation. They are events. The Peter Principle is not an event problem. It is a systems problem, and systems problems require systemic responses.

The CoachStation Ecosystem is built around this premise. It does not position leadership support as a discrete program that a leader completes. It positions it as connected infrastructure that operates across the moments that matter, from the point of transition through to sustained behavioural change in role.

What is the CoachStation Ecosystem? It is our full range of products, tools, and services, designed to encompass every stage and seniority of the leadership life cycle. From the moment someone steps into their first leadership role through to experienced executives navigating complex organisational challenges, the Ecosystem provides the right support at the right time. It is not a single program. It is a coordinated response to leadership as an ongoing discipline, not a one-time event.

A Closed-Loop Response to a Systemic Problem

The Challenge CoachStation Response
Promotion without awareness or readiness Falling Into Leadership creates recognition and shared language before problems embed
No structured leadership capability framework The CoachStation Leadership Development Program builds skills and practice over time
Knowing what to do but not following through One-to-one coaching embeds behavioural change in real leadership situations
No support between formal development moments CoachBot supports ongoing reflection and thinking between sessions
No accountability structure reinforcing progress Coach-supported, trusted relationships build the accountability structures leaders need to sustain change and hold their own standard

Each element addresses a different point in the failure cycle the Peter Principle describes. Together, they form something most leadership investment does not: a connected response that does not leave leaders to close the gaps themselves.

This is not a program. It is leadership infrastructure designed to prevent failure rather than react to it once the cost is already being paid.

The Commercial Argument

For senior leaders and boards considering this, the question is not whether leadership capability matters. It clearly does. The question is whether addressing it proactively is more or less expensive than absorbing the cost of underprepared leaders over time.

The research on this is consistent. The cost of replacing a mid-level leader, accounting for recruitment, onboarding, productivity loss, and team impact, routinely sits between 50 and 200 percent of that person's annual salary. That figure does not include the accumulated cost of the decisions not made well, the performance conversations not held, and the engagement that quietly deteriorated while the problem remained unaddressed.

Prevention is not a softer option than response. It is the more commercially rational one.

See how the CoachStation Ecosystem fits together →

Related Framework

Why Leaders Struggle Under Pressure

Leaders promoted beyond their capability often trigger threat responses across their teams without realising it. The SCARF model helps explain what is happening beneath the surface, and what to do about it.

Explore the SCARF Model

Stop Talking About Development. Start Talking About Risk.

Your biggest leadership risk is not poor hiring. It is promoting capable people without preparing them for what comes next. The Peter Principle is not inevitable. It is the predictable result of how you promote, what you prioritise, and what you invest in.

Explore How CoachStation Can Help
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How CS CoachBot Helps Our Clients & Coachees

In a world where leadership moves fast, CS CoachBot gives you on-demand support, clarity, and tools to lead with confidence, no matter the challenge.

CS CoachBot gives you instant access to practical leadership insights, coaching tools, and support, anytime you need it.
It’s like having a coach in your pocket, helping you think clearly, lead better, and stay on track.
 

This blog highlights the positive impact CS CoachBot has had on my clients and coachees in a very short period of time. In addition to our coaching, mentoring and workshop facilitation, the tool has facilitated personal growth, enhanced leadership effectiveness, and contributed to organisational success.

The Genesis of CoachStation

The inception of CoachStation was a journey rooted in self-discovery and a passion for leadership excellence. CoachStation was created with a clear objective: to make a real and sustainable difference in leadership and organisational development. Our commitment is to focus on the inputs that lead to results, nurturing effective leaders who can drive meaningful change in their organisations.

CS CoachBot has been purpose-built using real coaching insights, tools, and frameworks developed by CoachStation over the past decade. It draws on Steve’s leadership philosophy, proven coaching models like the CS REOWM Accountability Model, other tools and resources, and hundreds of real client scenarios (with confidentiality protected).

It was trained to reflect the language, tone, and approach used in CoachStation sessions, offering relevant, human-centred guidance in the moment you need it.

The Role of CS CoachBot in the Coaching Journey

CS CoachBot is a powerful support tool, designed to complement rather than replace the coaching experience. It helps clients build self awareness, reflect more deeply, and take intentional action. With structured prompts and curated insights, CS CoachBot strengthens the development process between sessions, making growth more consistent and measurable.

But it is important to be clear: technology alone does not coach. It cannot and does not replace the human connection, trust, and nuance that sits at the heart of great coaching. What it does do is extend the reach of that connection, providing reminders, frameworks, and space to think in between real conversations.

Used effectively, CS CoachBot brings together the best of both worlds, combining the efficiency and accessibility of technology with the wisdom and empathy of a real coaching relationship. It is not the coach. It is the companion to your coaching.

Access CS CoachBot

Client Success Stories and Real-World Impact

Since launching CS CoachBot, we have seen clear themes emerge from the way clients are using it. Many describe it as a steady prompt that keeps development front of mind between sessions. It helps them pause, reflect, and refocus when things get busy or unclear.

One client spoke about how using CS CoachBot gave them the nudge they needed to have a difficult but overdue conversation.

Another said it helped them make better decisions by thinking through their leadership challenges more intentionally.

Others have commented on how useful it is for checking in on progress and staying accountable, especially when they feel stuck or unsure.

These are not sweeping transformations. They are small, consistent shifts that build real change. That is what CS CoachBot is best at, making leadership development more visible, practical, and personal.

This section shares examples of how our resource is being used in different contexts, drawn directly from the experiences of managers and leaders just like you.

Most Common ThemesTo Date
The Struggle with Delegation and Control

Delegation and control are frequent topics among clients using CS CoachBot. As a leader, the ability to delegate is crucial for effective management, yet many struggle with letting go. This struggle often stems from a reluctance to relinquish control, driven by ego or a lack of trust in others.

Leaders may feel the need to oversee every detail, leading to micromanagement. In coaching sessions, the importance of delegation is recognised, but the challenge of truly letting go remains a common hurdle. CS CoachBot provides guidance on how to overcome these barriers, allowing leaders to empower their teams and focus on strategic goals.

By learning to trust their team members, leaders can foster a culture of accountability and innovation, ultimately leading to improved team performance and satisfaction.

Defining Your ‘Why’ 

Articulating your ‘why’ in leadership can be a challenging task. Many clients find it difficult to answer questions about their motivations during coaching sessions.

Self-reflection is key to understanding personal leadership motivations, yet it can be daunting for some. Reflecting on what went well and what could have been done differently in your leadership practices is essential for growth.

CS CoachBot encourages this introspection, helping you to clarify your purpose and align your actions with your values.

Understanding your ‘why’ not only provides direction but also inspires those around you, creating a shared sense of purpose and commitment within your team.

Effective Communication and Feedback

Communication skills and feedback are vital components of leadership, extensively covered in CoachStation workshops. Effective communication is not a negotiable ‘soft-skill’; it is essential for building strong relationships and leading successfully.

Many clients have questions and concerns about their communication abilities, recognising its impact on their leadership effectiveness. Offering objective feedback enhances self-awareness and decision-making, crucial for personal and professional development. CoachStation assists in honing these skills, ensuring you and your teams communicate with clarity and purpose.

By fostering an environment where open communication is encouraged, leaders can build trust and collaboration, leading to more effective problem-solving and innovation.

Goal Setting and Team Building

Goal setting and building effective teams are integral to leadership development. These themes frequently arise in discussions with clients using CS CoachBot. Effective teams contribute significantly to an organisation’s success, and setting clear goals is key to guiding them.

CS CoachBot assists in defining objectives and strategies for team building, ensuring that everyone is aligned and working towards common goals. By focusing on these areas, you can enhance your leadership capabilities and drive your organisation forward. Establishing clear goals not only provides direction but also motivates team members, fostering a sense of achievement and progress as milestones are reached.

In just a few months, CS CoachBot has become a valuable part of leadership development and coaching. It helps build self awareness, strengthen relationships, and support leadership growth in ways that create real outcomes for both individuals and organisations.

At CoachStation, we remain focused on making a lasting difference, helping managers and leaders feel confident in their roles and better equipped to support their teams. 

This is more than a tool. It is a gift, created to provide insight, reflection, and support. It is available to anyone who is ready to grow, whether you are a client of CoachStation or not. CS CoachBot is designed to meet you where you are, offering guidance that is accessible, practical, and grounded in real coaching experience.

With CS CoachBot alongside you, the path to stronger leadership, better connection, and lasting development is always open.

Give it a try and continue to experiment through queries and questions. Like existing users, you will be surprised at the relevance and benefit.

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Management: Communication and Accountability In One-On-Ones

Few managers and leaders are conducting useful one-on-ones and when they do, often miss the mark in making them effective and productive. There is value in learning how to facilitate a one-on-one that provides value for all involved.

Two of the most important, yet under-rated skills for managers and leaders are listening and questioning. To be present and focused and know what key question to ask at the right time add value to any relationship and discussion. They are particularly important during one-on-ones with your employees and offer a couple of great examples of development opportunities. Yet, there are many more growth areas that can be learned and practiced as a leader through focused, individual time spent with each team member.

CoachStation: Management, Leadership Coaching and One-on-Ones

One-on-ones are a tool and a process. When conducted well they are an incredibly useful and effective part of leadership and developing effective relationships. The opposite is just as true. When avoided, gaps and misunderstandings often exist as a direct result. Your willingness to learn how to conduct one-on-ones effectively will have a direct impact on your team and your results. Outcomes and benefits include; each team member will be more engaged; trust is increased; the leader an employee earn the right to be heard; influence improves; and you both earn the right to discuss relevant, meaningful topics.

The most effective one-on-ones are action-oriented and holistic in their approach. This means that all aspects of the employee’s performance and mindset are discussed.

If you aren’t having one on ones with your team, you’re missing out on an incredible motivating, problem solving, pressure relieving opportunity to help and grow your team. But even if you’re totally bought into starting them, it can be intimidating to actually get started. Like the first time for many things, when you start, it’s easy to feel unsure what to do. When you start, there can be many questions like:

  • What do I talk about?
  • What do I say to my team?
  • How often should I have them?
  • What if my team doesn’t want to talk to me?
  • When should I schedule them?
  • …and many more. (3)

All good questions that are addressed in this blog. But, first things first.

It is of great interest to me how few managers bother with meeting formally in any capacity on a regular basis with their team members. Taking this one step further, it is a shame how many managers avoid this key part of their role. It is too easy to get caught up in the operational and tactical aspects of management. Being a leader compels contact and connection with your direct reports. Although many fail to make the time for this, it is in fact an obligation of being a leader. To feel the many benefits and rewards requires a conscious plan to engage and persist whilst practicing the skill-sets that make it work.

To see time dedicated to each team member as somehow negotiable misses the point regarding being a leader.

Worldwide, the percentage of adults who work full-time for an employer and are engaged at work — they are highly involved in and enthusiastic about their work and workplace — is just 15%. That low percentage of engaged employees is a barrier to creating high-performing cultures. It implies a stunning amount of wasted potential, given that business units in the top quartile of our global employee engagement database are 17% more productive and 21% more profitable than those in the bottom quartile.

Businesses that orient performance management systems around basic human needs for psychological engagement — such as positive workplace relationships, frequent recognition, ongoing performance conversations and opportunities for personal development — get the most out of their employees. (1) If spending time with your team members is not your key priority you are missing one of the most valuable aspects of your role as a leader.

Communication, clarity, context, expectation setting, checking for understanding and similar key requirements form part of this discussion.

Consolidation and reinforcement occurs in between formal sessions, during ad-hoc catch-ups. They are extremely valuable and important. However, there needs to be a formal, established rhythm where real and honest discussion can take place. This should be done in a private setting where both the leader and employee can feel comfortable to raise any relevant points. These discussions form the basis for most performance reviews and development opportunities. The chance to reduce or remove assumptions is also of great benefit.

An effective one-on-one is a discussion with purpose. It has two-way communication and feedback; invites self-assessment; invests in the relationship; and has actions and outcomes.

10 Ways Leaders Aren’t Making Time for their Team Members (Infographic): Blanchard LeaderChat

There is something to be said, however, about occasionally changing the setting. Some of the best one on one discussions I have had occurred during a walk around the block or at a cafe’.

As with all relationships, it is important to know your team members well enough to know what their preferences are.

Clearly,  going for a walk with an employee with health issues might be challenging and potentially do more harm than good, for example.

I often hear statements from managers like, “my door is always open”. The assumption that this style creates opportunity for meaningful discussion is flawed.

Not all of your team members will approach you proactively to raise all of their issues and successes. Quite often the key few will ‘pop into your office’ to vent or raise concerns.

Regularly the same employees will chat about the same challenges and points, visit after visit. Reactive conversations based on specific issues become the norm.

Of course, not all of your team will approach you just because you ‘offered’, One-on-ones provide the alternative options. Personal and professional points are discussed.

You need to give these meetings a fair amount of time to make sure you really dig into issues that are bothering them, fully explore ideas with them, and have a good opportunity to coach them when needed.

You’ll also build their confidence and trust in you that when they come to you with a problem you will not only listen, but help them do something about it. (3)

One-on-ones are proactive in nature, identifying and addressing things before they escalate.

The ‘door is open approach’ is reactive and covers the select few issues that your team members choose to raise – it assumes too much and is quite a lazy approach. It is often an approach based on the manager – their fears, self-doubts and lack of confidence to manage the conversations. The one-on-one should be mostly about the employee. Conversely, relationship-based one-on-ones are proactive as they delve and discover opportunities that may not have been identified without facilitating and questioning.

The discussion is meaningful in that it maintains flow and momentum in actions, progress and meeting goals.

The ironic part of this mindset is that a focus away from your team rarely ends well. The most relevant and impactful way to be able to influence outcomes and results is via the effectiveness, capability, competence and confidence of each team member. This takes focus and development. To assume that this growth will occur without your guidance and assistance as their immediate manager/leader reflects inexperience or avoidance. Related to this, emphasis on results and outcomes without understanding the inputs and contributors drives managers towards the wrong focus. This could appear as an unsupported challenge or even worse, a threat or coercion.

I have already touched on a few key benefits of one-on-ones. However, the most important element references the risks if you don’t formalise these discussions.

What causes some people to fully commit to the team and give their max effort while others don’t? It’s trust. In research conducted by The Ken Blanchard Companies and Training Magazine, over 60% of respondents say the most important factor influencing the effort they give to a team is how much they trust their fellow teammates.

Having high trust in your teammates frees you up to focus on your own contributions without worrying about others following through on their commitments. Trusting your team gives you freedom to take risks, knowing your teammates have your back and will support you. Team trust allows you to have open and honest dialogue and healthy debate that leads to better decision-making, and conflict gets resolved productively instead of people sandbagging issues or sabotaging the efforts of others. But developing trust in your teammates doesn’t happen by accident; it takes an intentional effort to proactively build trust. (2) It is a very similar factor when considering the relationship between a leader and direct report…but, more impactful in most cases.

Trust cannot be built from afar or in spite of the effort to develop effective relationships. Regular one-on-ones provide that opportunity.

When you have scheduled the sessions, commit to them. Cancelling or constantly moving the one-on-ones sends a very clear message about your priorities. Remember, most leaders have around 160+ hours / month to accomplish their work. Focusing on the single greatest impact on the success of that work (hint: your team members) for 10-20 hours / month seems like a pretty solid investment! Let your team know you want to have one on ones to help them. If they’ve never had them before, they may not know what to expect, so it helps to give them a little background before the first one. (3) Over time, you can shift the accountability of scheduling and agenda-setting to your employee.

Regular conversations that contain actions and outcomes create a baseline for development. The CoachStation REOWM Leadership Accountability model provides a solid framework to assist in your one-on-ones. Access a copy of the REOWM model and explanations for each of the 5 steps here.

It is important to spend a few minutes preparing for each one-on-one.

Leadership expert, Kevin Eikenberry correctly states that: the best meetings have agendas, and while your one-on-one meetings likely won’t have a formal agenda (although they could), for them to be most effective and productive, both parties need to be clear on the expectations, goals, and outcomes for these meetings. Since you are likely having these meetings already without this clarity, make this a topic of conversation the next time you meet.

As a leader, don’t just assume others know what you want from these meetings – talk to them and share your needs and goals for your one-on-ones.

As a team member ask for what you need.  If you are hoping for/need something from these meetings (like more direction, for example), ask for it. (4)

I have found that a consistent agenda containing 3 key elements works well in establishing a standard, expectations and agreed outcomes:

Agenda:

What’s on your mind?

What would you like to discuss?

Progress:

How have you gone since we last met?

Did your actions work?

What did you learn as a result?

How do you know they worked?

Actions:

What do you need to do to reinforce and consolidate recent learning and actions?

What have you taken away from today’s one-on-one?

Are there any new potential actions?

There is value if your team member takes control of the meeting. It may take a couple of one-on-ones for them to get comfortable and understand your expectations and how best to apply them, but it is their time, so your employee should own it. Support them into this though, being fair and clear about how this looks and what they should do.

Too often the one-on-one meeting becomes tactical and just about day to day issues and tasks.

 

Access additional great examples of coaching questions you can use in any discussion – 50 Power Questions

Self-assessment and reflection is generally more useful than solely providing feedback. You will find that through asking the right questions and listening well, there is much to learn about each person. You can then provide your own thoughts and feedback throughout the discussion, in response to your employee. It may seem subtle but is actually a significant shift in accountability and ownership. It also makes the session easier for the leader as they quickly learn that they don’t have to have all the answers. These details are important, but if you want to have more effective and valuable one-on-one meetings, think bigger picture.

As a leader, be observant, and make coaching and feedback a part of the list of things you routinely talk about in these meetings. Consider asking for feedback on your performance too.

As a team member, if you want more feedback in general, or specific guidance on a situation, ask for it. The one-on-one meeting is a time you will have your leader’s attention, so use it to get the feedback you need. (4) Regular follow-up and development of accountability provides momentum and progression.

Monthly meetings are ok, however fortnightly is best in my experience. It is generally better to conduct fortnightly one-on-ones of 45 minutes in length compared to monthly sessions of an hour or longer.

This does depend on the number of direct reports, employee tenure and competence, amongst other judgements you must make. Finally, a good rule-of -thumb to follow is to make sure that each one-on-one covers 3 key categories. Assuming a 60 minute session is scheduled, break the session into thirds or 20-minute segments:

    • 20 minutes: Tasks = Focus on results, tasks and operational work i.e. the things that your employee does.
    • 20 minutes: Self = Self-reflection and discussion regarding the employee themselves – how do they feel? What is going well? What isn’t?
    • 20 minutes: Others = Feedback and self-assessment regarding their relationships – with you as their leader; with their peers; with their direct reports; other relationships e.g stakeholders.

The timing of 20 minutes for each segment is indicative and obviously can be altered, depending on the conversation and flow. The critical aspect is that all 3 elements are covered during each session.

Without a doubt the biggest challenge for most managers is to conduct a one-on-one at all.

Feedback I receive is that most managers don’t conduct one-on-ones and if they do, they are not that useful because they focus solely on segment 1 – results, KPI’s and tasks. Greater improvement and objectivity is gained when the leader focuses on how the results are achieved. You cannot influence a number or historical result. This information is important to identify insights and trends, leading to potential actions. But, in itself, it offers little direction or future action. Identifying why the results are what they are has purpose and potential for goal establishment.

One-on-ones are a critical aspect of leadership. This time together provides opportunities that do not present themselves to the same depth through casual, ad-hoc discussions. If you are a leader and have read this far, I encourage you to reflect on the progress and effectiveness of your one-on-ones and your team.

It’s a problem to be unaware of this aspect of your role. However, it is negligent to gain awareness and continue to miss the opportunity. As always, it is your call, but your team members will ultimately thank you for meeting your responsibilities and assisting them via facilitating useful, engaging and purposeful one-on-ones.

 

Resources:

(1) State of the Global Workplace 2017: Gallup Global Report

(2) The 1 Factor That Determines How Hard Your Team Works: Blanchard LeadershipChat

(3) Manager’s Guide: How To Start One On One’s With Your Team: Lighthouse

(4) 5 Ways To improve Your One-On_one Meetings: Kevin Eikenberry, Leadership Digital

 

 

 

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Your Employees, Leadership, Strengths and Diversity

Understanding what your employees want, who they are and what they are naturally good at provides a solid platform for success: personally, professionally and organisationally.

Helping your employees by taking the time to find out these things is good leadership.

A gap exists between what employees want and what leaders deliver. So, what is this difference, between what has proven to work, what should leaders be doing and what actually happens in most organisations? Well, there are books and books covering this topic, but my experiences highlight two points:

  1. The need for focus on strengths
  2. Diversity and differences that naturally exist between people.

Most staff want to have an inclusive culture in the workplace where differences are valued and people can share their opinions. Hay’s Staff Engagement: Ideas for Action report finds 93% pf workers want to be a part of a workplace in which there is diversity in thought. Employers agree, with 87% saying it is important to them to ensure staff feel like they have a voice and can share their opinions at work, although 43% of them admit they can do more to facilitate it. (1)
Which leads to the question, what are the most important skills today’s leaders need to cultivate? They have to recognise that this is a tougher leadership challenge than ever before…you can’t fly by the seat of your pants anymore. You have to be incredibly tough-minded about standards of performance, but you also have to be incredibly tenderhearted with the people you’re working with. They have to feel like you have their back. If they feel like a victim of your leadership, they’ll go elsewhere.
The second principle is that the soft stuff is the hard stuff. Most people that derail as leaders in the corporate world, it’s not because they couldn’t do the math and calculate return on investment properly. The issues are communication and understanding. All of what typically would’ve been called the “soft stuff.” You have to be authentic. You have to be dialled into the soft stuff. Your EQ (Emotional Quotient) has to keep up with your IQ. (2)

The need for focus on strengths:

Focusing on employees’ strengths does more than engage workers and enrich their lives: it also makes good business sense. Gallup recently completed a large study of companies that have implemented strengths-based management practices…e.g. having employees complete the Clifton Strengths assessment, incorporating strengths-based developmental coaching, positioning employees to do more of what they do best every day, and the like.
The study examined the effects those interventions had on workgroup performance. It included 49,495 business units with 1.2 million employees across 22 organizations in seven industries and 45 countries. Gallup focused on six outcomes: sales, profit, customer engagement, turnover, employee engagement, and safety.
On average, workgroups that received a strengths intervention improved on all of these measures by a significant amount compared with control groups that received less-intensive interventions or none at all. Ninety percent of the workgroups that implemented a strengths intervention of any magnitude saw performance increases at or above the ranges shown below. Even at the low end, these are impressive gains.

  • 10%-19% increase in sales
  • 14%-29% increase in profit
  • 3%-7% increase in customer engagement
  • 9%-15% increase in engaged employees
  • 6- to 16-point decrease in turnover (in low-turnover organizations)
  • 26- to 72-point decrease in turnover (in high-turnover organizations)
  • 22%-59% decrease in safety incidents. (3)
Research shows that it is easier to develop your strengths than to develop your weaknesses. 

If you reflect on and consider this statement, it is reasonably obvious and intuitive. Yet, is it what we reinforce culturally and do in practice? Not usually!
Figures show that only 13% of employees worldwide are engaged at work, according to the Gallup organisation. This low number has barely budged since they began reporting engagement worldwide in 2009 – highlighting that the vast majority of workplaces have failed to engage their employees. Why isn’t engagement improving? Gallup estimates that managers account for at least 70% of the variance in employee engagement across business units.
Disengaged workforces are a global problem; and the costs are high. Companies motivate their employees with incentives and unique perks, but none of those approaches address the deeper issue of why employees are so disengaged. The answer is organisational culture and leadership. The formal and informal values, behaviors, beliefs and leadership capability present in an organisation. Very few companies intentionally focus on culture and dedicate enough time to developing effective leaders. (4)

Effective leaders surround themselves with the right people and build upon each person’s strengths. Yet, in most cases, leadership teams are a product of circumstance more than design – Tom Rath & Barrie Conchie, Strengths Based Leadership

The key is to discover what traits and talents are most natural for each of us and then build upon these, to make them strengths. We look at this another way. You cannot ignore weaknesses and areas for development. It is never the case that all of the natural talents and strengths make up all of your role requirements. But, this should not stop you working from your positions of strengths where possible. It is much more likely that you will have passion, interest and commitment working with strengths that you are more comfortable with rather than areas of less talent.

However, when assessing performance most organisations and managers focus on the 10-20% that it isn’t rather than the 80-90% that it is.

Strengths Based Leadership and Engaging EmployeesThis is particularly prevalent during annual appraisals and demonstrated by less experienced leaders in coaching and 1:1 sessions. Organisations are regularly held to ransom by their appraisal systems and the assumed conversations that occur. Unfortunately, the fact that most leaders and employees see the systems as roadblocks and necessary rather than beneficial is a poor start.
The nature of appraisal programs is that the conversations focus more on trying to explain why the employee is not a higher rating than they have been given. A few carefully placed questions and displaying care for the employee and process will shift the onus:

  • Concentrate more on what each employee is able to do well and has contributed to the business.
  • Ask your employees to self-assess and gauge their own performance before providing your thoughts and comment.
  • Blend these points with clearly set expectations and goal setting to provide context and accountability.
  • Thinking about and discussing what the next 6-12 months looks like is key to engaging and providing clarity.

The result is a greater likelihood of appraisals actually adding value.

Diversity and the differences that naturally exist between people:

There are many benefits to working collaboratively and most importantly, understanding other people. In my experience diversity is most commonly a barrier in teams. It affects relationships and is often defined as a ‘personality clash’. It is rarely that simplistic, but is more commonly based around little effort and emphasis on team mates getting to know one another.
Recognising the value each person offers can lead to greater creativity and improved business productivity. Diversity of thought is starting to gain a lot of attention since a workplace that respects and encourages a different way of thinking works more innovatively to bring new ideas to the table. Each individual possesses a range of qualities, traits and backgrounds that influences the way that they think. (1)
A lot of the principles associated with leading a large organisation are unchanged since the advent of the study of leadership. What’s changed is the environment in which people are being challenged to lead. There are two overwhelming forces that are touching everything we deal with now. The first one is the explosion of information. The speed at which business is being conducted is exponentially faster than ever before in the history of enterprise.
The other explosive change is the advent of diversity. You have gender diversity, ethnic diversity, geographic diversity, diversity of lifestyle, and probably the most profound one is the diversity of generations. We have four to five generations working right now. Those two things coming together create enormous stress. Leaders have to deal with that. (2)

Individual leaders and team’s must take the time to increase their own Emotional Intelligence, self-awareness and acknowledgment of the differences between people.
This will reduce or remove the barriers and issues that exist between team members.

The fact is that if you want to build teams or organisations capable of innovating, you need diversity. Diversity enhances creativity. It encourages the search for novel information and perspectives, leading to better decision making and problem solving. Diversity can improve the bottom line of companies and lead to unfettered discoveries and breakthrough innovations. Even simply being exposed to diversity can change the way you think. (5)
The challenge is that acknowledgement and action takes time and effort. Effective leaders engage their team members regularly, not just talk about it or wish it was different. When you more fully understand why others do and say things, the results are:

  • reduced assumption
  • acceptance of differences without necessarily having to agree
  • less negative judgement and more tolerance
  • a solid platform for working more effectively and openly
  • stronger relationships, that have purpose.

To achieve productivity, teams require an environment that reduces feelings of disconnection and maximises collaboration, connection and engagement amongst all involved.
To be an effective and useful leader requires clear focus and action. This focus can be enhanced by learning what is important to each employee, understanding their strengths and acknowledging that the differences between people can be an advantage.

References:
(1) Work Culture, Cara Jenkin: Courier Mail, Saturday 3/9/16
(2) http://www.businessweek.com/articles/2013-07-25/conant-what-derails-most-ceos-is-the-soft-stuff
(3) https://hbr.org/2016/09/developing-employees-strengths-boosts-sales-profit-and-engagement
(4) http://www.gallup.com
(4) http://www.scientificamerican.com/article/how-diversity-makes-us-smarter/

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The Leader / Employee Divide: Who’s Managing Who?

One of the biggest challenges for any manager or leader is the relationship they have with their team members.

We often read about the need for leaders to be open, self-aware, honest and possess similar traits.

But what about the employee? What is their responsibility?

Managing people and teams is challenging, there is no doubt. Understanding why people do what they do and behave in certain ways can reduce the challenge and assist in managing situations as they arise.
The responsibility to influence outputs amongst different roles may vary, however the level of responsibility and commitment required from a manager or employee remains the same. It is the context of the role and associated tasks that differ, not the degree of ownership that is required. I remain certain that this is not how accountability and ownership is presented and reinforced in most organisations. I sometimes see employees manipulating, displaying passive-aggressive behaviours and generally playing games to get what they want or influence their peers.
CoachStation: Leadership Development, Coaching, Consulting and Mentoring
Passive-aggressive behaviour is the indirect expression of hostility, such as through procrastination, stubbornness, sullen behaviour, or deliberate or repeated failure to accomplish requested tasks for which one is (often explicitly) responsible.(1) This is not always the employees ‘fault’. As organisations and leaders we are required to clearly establish the standards, expectations, culture and support to give the best opportunity for success of the individual and business.

When coaching and consulting, I encourage my clients to first look at themselves and the world they have created to see if that is in fact, the reason why an employee is ‘misbehaving’. The risk is that we hold others accountable for things that were not clearly established or understood in the first place. In my experience, very few people wake up in the morning with the attitude that they intend to ruin everyone’s day.
As leaders we need to be able to comfortably acknowledge that we have created the best chance to get the best out of every employee. Looking at ourselves first is important, however ultimately these behaviours are a choice and often reflect character flaws and sometimes other, larger issues.

Who is managing who? Remember, a manager is an employee too – we are all part of a team. These behaviours are not restricted to entry-level employees only!

A recent Forbes article highlights ways to manage these situations through your own awareness and development. I learned how to “control the controllable” and not get side-tracked by other people’s agendas that could have thrown my career off-course. Instead, I disciplined myself to invest in my own development and associated myself with people that I could trust and build momentum around. You must have wide-angle vision in today’s new workplace to avoid the traps that may hinder your path towards career success…you may not be able to always avoid them, but you can always learn to navigate through them along your journey.(2)

I am certain that most of you reading this can associate with and have observed people behaving in these ways. Understanding why people are making these choices can help you to know how to manage through the challenge. Some of the behaviours and related triggers in my experience are:

  1. Fear: the fear of the unknown; risk of losing a job; risk of not being given a pay-rise or bonus; pride and many similar triggers for fear drive the behaviours of us all, not just your team members. Taking the time to understand what people are feeling and why offers the opportunity to reduce or allay their fears. It might seem a simple approach and even obvious, yet what we know is not always what we do!
  2. Resistance to change: managing the beliefs and reasons why change remains predominantly a negative aspect of business is a core leadership task. Apart form the strong link to point 4 below (clarity and context), it is also often about finding a trigger for individuals and teams that helps them to see the reasons why the change is of benefit.
  3. Just plain nasty: although it is rare, some people are quite simply not wired correctly and inherently create and look for trouble. Sometimes this is sociopathic behaviour and no matter what you do, little will change. Don’t allow yourself to overstate how common this type of person and behaviour is, however, as it can be one way that people let themselves off the hook by attributing their own flaws or blaming others for their own failures.
  4. Lack of clarity and context: providing background information and helping your team members understand how what they do contributes to something bigger really does matter.
  5. Mental health issues: genuine issues can exist that require external counselling and support. As a leader your role is to understand people and recommend assistance elsewhere if it is required. Having a good Employee Assistance Program is a great benefit and has helped many people.
  6. Earn the right: in all relationships, both in and out of work, the effort and desire must exist to truly get to know people. Along with trust, empathy and other attributes detailed in this blog and my other writing, you must ‘earn the right’ to have whatever conversation is required. This cannot be achieved by meeting with someone once every 3 months, for example!

The responsibility to own development sits with each of us individually. Hopefully you work for a leader and organisation who genuinely supports your development goals and sees the obvious benefits of investing in you and how that assists everyone involved. If not, this should not stop you from taking your own steps towards developing yourself, both personally and professionally.
Looking at this another way, if you don’t take the initiative to develop yourself, who do you expect will?
Let me know your thoughts.

References:
(1) https://en.wikipedia.org/wiki/Passive-aggressive_behavior
(2) http://www.forbes.com/sites/glennllopis/2013/10/21/5-fears-employees-have-about-their-careers/#58e8d4e6ac96

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Leading Customer Experience Management

Providing a level of customer experience that ensures your customers ‘feel’ the difference between your business and competitors is crucial to success.

A key element to be able to make this a reality rather than a pipe-dream is how many of your employees and particularly leaders ‘live the reality’. Discussing customer experience (CE) as a core part of business culture genuinely reinforces the messages – but not if this is felt by a few, not the many. Effective business leaders should always know that they are building a culture and understanding with all employees that the customer matters. This cannot be achieved through empty words, sound bites or a shallow attempt at driving a customer-centric organisation.

CE can be incredibly complex and very simple at the same time. I wonder whether the proliferation of data and new technology is being used to best advantage. Whether we accept the implications of technology and the modern version of customer experience goes a long way to building a customer-centric culture. Taking meaningful steps based on a company-wide strategy that is reinforced through leadership, technology and action is core to starting to build a culture where the customer is seen as important.

An example can be seen where greater CE focus and recent technology has meant that many organisations have identified a need to be present in the Social Media space. This is often seen as a critical aspect of understanding and managing customers, however few organisations have a purposeful strategy of how Social Media fits into the rest of the organisation and CE strategy.

In 2012 customer service will become the “killer app.” Engaging customers today requires all stakeholders within the company to be committed. It also requires that organisations redefine (or repurpose) what the brand represents—internally and externally. (1)

I  equate this to my own observations which have been confirmed through external research over the years. After working in the call centre industry for over 15 years I was regularly surprised by the apparent desire to exceed customers expectations, yet the processes and business practices would often not lend themselves to supporting the strategy. Developing a strategy and understanding of what your business is trying to achieve through the gathering of CE data and insights is important before making decisions based on the data. Key questions to ask:

  • What does success look like?
  • How do you achieve improved results?
  • How do you establish the right culture to balance employee, customer and business needs?
  • How do you use the extensive quantities of data available to real advantage?
  • How do you create employee engagement, empowerment and buy-in that means your customers feel the benefit?

Data and insights in themselves offer little value. Collating and filtering CE data into meaningful trends is essential. Businesses typically are challenged in using data to advantage – it is a real skill and should be part of your process and strategy, but is not always the case. Usually a business measures itself through internal metrics, KRA’s and KPI’s, that make sense to the managers and employees (usually!). This is no more evident that in targets, metrics and measurements. For example, traditionally the typical call centre measurements consist of Grade of Service (GOS), Time To Answer and similar call-based metrics.  All very legitimate and logical, however there is one critical point that is being missed. The question to ask is:

Are these internal measurements the same standards and  expectations that your customers feel are the most important?

The answer is often an emphatic…No!

Unless your business sees Customer Experience as a culture, not a tool, then your customers will feel the pain of what is not being provided by your front-line team members. After spending several years in Customer Experience leadership, I am convinced that engagement, morale, culture, sub-cultures and the impact of leadership on these can be felt by all customers. An effective CE strategy has a core function to gather insights and data and use this information to develop Leaders and Team Leaders, drive process improvement and clarify direction.

CoachStation: Customer Measurement in Business Model

The link between providing a high level of consistent customer service and the satisfaction of your employees has been proven. Extending this concept further, an organisation’s employees are significantly influenced by the leaders within it. In a recent blog on this subject, Adrian Swinscoe wrote that:

Many businesses will look for process, system and technology fixes and assume that more and better internal communications or more surveys will increase engagement. It might. But, I don’t think there will be any guarantees with those type of initiatives.

It is a mistake to think that more data in itself will make the difference. Very few employees, who are the people in the actual position to make the difference, are even privy to this data, let alone provided with a summarised view that is presented in a way that makes sense and is usable. It is this point that is the most remarkable.

Greater technology advances, Big Data, information flow and accessibility are all the potential positives with modern Customer Experience Management. They are also its greatest flaw!

Unless your organisation can make sense of the incredibly vast amount of information and present it in such a way that your leaders can easily decipher the key insights / trends AND the leaders are skilled to be able to provide this information in a way that their team members will care about, then CE insights and data collection has little value.

CRM is as much a marketing tool as anything, but convincing your customers of your value proposition and making commitment to improve based on customer feedback, if not followed through by your leaders and front-line staff can be quite damaging. This negative sentiment can be felt internally amongst your team. If they are aware that insights and data collection is occurring, but there are no obvious and tangible changes or application, then frustration, disappointment and other negative reactions are likely.

The most interesting part of all of this, it is no different for your customers – they will also become frustrated if feedback is sought and then commitment to change is not followed up with action.

A simple way to view this aspect of CE – if you don’t want to know the answer, then don’t ask the question. I am not advocating that any business should ignore or not actively seek the customer view. Quite the opposite, in fact. What is clear though,  is that setting up a false set of expectations either internally with your employees and/or externally with your customers, that is not followed through in a way that the stakeholders ‘feel’ the difference, is often more damaging than not asking in the first place.

Adrian Swinscoe discusses the elements that align employee engagement to the customer experience, including a list of ‘basics’ that should be adhered to.  He also asks a very pertinent question that we all should know the answer to if we are serious about our people and customers.

How can we expect employees to take care of customers if the business does not trust, recognise, support and treat them well too? Much of employee engagement is about relationships. The relationship an employee has with their job, their colleagues, their customers and their organisation. And, relationships are all art and very little science.

So, let’s not sweep the art under the carpet and start getting better at it.

A focus on insights and development based on CEM has three major benefits, amongst other key points:

  1. You are able to learn about individual businesses processes, what is working well and what can be improved.
  2. Crucially, seeking Voice Of Customer and identifying themes enables you to know what your customers are thinking and saying about your business – not assuming to know how they feel.
  3. These insights can be used to design and run developmental programs at an individual and  team level, including workshops and 1:1 coaching, aligned to specific trends and customer needs.

Many of you will relate to the issues and culture described in this blog and that of Adrian’s. Some of you may even be living the experience now. But, as I have stated many times, knowing what is wrong with your business and doing something about it are not the same thing. The danger here, as with so many other critical factors in business, is that acknowledging flaws, both personally and organisationally is a difficult thing for most of us to do. The most effective leaders have developed a skillset and attitude of ongoing development and a willingness to influence culture. Part of this philosophy is the ability to see things for what they are, not what you would like it to be.

If you want to see change, you must lead for change.

If dissatisfied, speak up.

If your customers are unhappy, ask them why and what they would like to see differently – and take action to remedy.

Most importantly, don’t accept mediocrity! By actively challenging the status quo, you will take the first steps to influence change and differentiate yourself from other people and your business  from other organisations. Your employees will love your for it, and so will your customers.

References:

(1) The New Science of Rewards and Recognition: Transforming Your Business

The Link Between Customer Experience and Employee Engagement: More Art Than Science: Adrian Swinscoe

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Leadership – It’s About You

Effective leadership is neither easy nor a given – it takes effort, practice, ongoing learning & persistence.

The Truth about Leadership: The...

The rewards that stem from being an effective leader are difficult to articulate or describe to someone who has never felt them.

One of my favourite leadership-themed books of all time is, The Truth About Leadership by James M. Kouzes and Barry Z. Posner. The premise for the book is that the authors have identified ten ‘Truths’ that form the core elements of effective leadership identified over years of research. In the introduction Kouzes and Posner highlight that, “…as much as the context of leadership has changed, the content of leadership has not changed at all (since we first started studying leadership).

The fundamental behaviours, actions, and practices of leaders have remained essentially the same since we first began researching and writing about leadership over three decades ago. Much has changed, but there’s a whole lot more that’s stayed the same”. (1)

This is an interesting point, possibly an obvious one to those who have been practicing the art of leadership and attempting to develop as many related skills as possible over the years, but one worth highlighting. The essence and key points of leadership – the things that make good leadership, good leadership – have not changed that much in the past 30 years or even before that. Why?

I believe that it is essentially because leaders, by definition, are working with and for people. Leadership is a values-driven, people-connection, relationship-based function…or at least it is when performed well. The elements of effective leadership, the qualities that separate good leadership from bad, are heavily reliant on how well we connect with those around us, particularly those looking for guidance and support from us.This is not to say that leadership concepts have not gained depth and sophistication in thought and practice over the years.

People were being led before the 1980’s, need leadership now and certainly will also in the future. The common thread here is not leadership itself, but people. Connecting with people, developing meaningful relationships and helping others to thrive is not a new concept. It is possibly better understood and articulated now and technology has most definitely assisted to disseminate this information more broadly but leadership content has changed little.

It is the people-oriented aspects that define great leaders. Adept leaders drive change and results by helping others achieve more than they would have if they were not developed, realising their greater potential and being led capably. The leaders who are able to connect with others through their head and heart, build trust, credibility and work with and for their teams, not at or in spite of their people, are the most successful.

I regularly observe and am frequently approached by managers who are concerned and frustrated at their inability to make the kind of difference they either wish to or are being asked to by their bosses and business leaders. Many times these managers are also the people who have not developed the depth of relationships and connection with their team members and peers. They struggle to delegate, often micro-manage, work long hours and often appear tired and run down. Leadership is sometimes described as a lonely role. It certainly is for these people who are at the vanguard of management but are missing the point about leadership!

Leadership is not an automatic ‘gift’ or something that can be gained over-night. However, with practice and commitment, base leadership abilities can be built upon because many of these attributes are already within us.

These traits and skills may be raw – they may even be unknown at this stage – but the ability to recognise opportunity and develop is the first in many steps that effective leaders have taken in the past and that you can make now…for the future!

Someone’s sitting in the shade today because someone planted a tree a long time ago: Warren Buffett

I am genuinely excited about reading the rest of this book. Although I have only read the first couple of chapters, it is already resonating with me. I will write other blogs based on the content delivered in ensuing chapters, I am sure. In the meantime, enjoy life and keep on transforming yourself and those around you.

(1) The Truth About Leadership: The No-Fads, Heart Of The Matter Facts You Need To Know, James M. Kouzes and Barry Z. Posner, 2010, Jossey-Bass

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