Simple Truths of Leadership Book Coming February 1!

Ken Blanchard and Randy Conley

I’m thrilled to announce that my new book, Simple Truths of Leadership: 52 Ways to Be a Servant Leader and Build Trust, will be available on February 1. My longtime colleague and expert on trust, Randy Conley, is my coauthor. I’m especially excited about this book for several reasons:

  • Randy Conley. Randy has been writing and speaking about the importance of trust in leadership for many years. His expertise and passion around the topic—along with the fact that he is a lot of fun to work with—has made him a dream coauthor. Randy and I firmly believe that servant leadership and trust go hand in hand.
  • The Message. For years, we’ve wondered why commonsense leadership isn’t common practice. We know how much more enjoyable it is for leaders to work side by side with their people—serving them, empowering them, and allowing them to bring their brains to work—than to keep looking over everyone’s shoulders and questioning every decision. To help drive home this point, Randy and I share 52 commonsense philosophies we believe will resonate with leaders and show how each one can be applied in your workplace.
  • The Format. Although Simple Truths of Leadership contains more than 140 pages of time-tested lessons on the best way to lead, it’s not a weighty book you’ll need to read for hours on end to benefit. The book was designed so readers can enjoy learning and then applying what they’ve learned bit by bit. It’s a fun, easy read that features 52 simple leadership truths, defines them, and provides suggestions for how to make common sense common practice.
  • The Discussion Guide. Whether you belong to a business book club at work, enjoy talking with a friend or two about leadership strategies, or prefer independent study at your own pace, you’ll appreciate the discussion guide located at the end of the book. It’s filled with questions that will challenge you to delve into your ideas and beliefs about leadership.

I’ve been saying this for a long time, but it’s truer now than ever before: the world is in desperate need of a different leadership role model. Trusted servant leadership is not quaint, and it’s not nice to have—it’s critically necessary for every industry, organization, and leader working to manage the immense changes still happening in the way business is done.

We hope Simple Truths of Leadership provokes your thinking and brings you closer to the trusted servant leader we know you can be!

Simple Truths of Leadership: 52 Ways to Be a Servant Leader and Build Trust is available for preorder at your favorite online book retailer.

Let’s Talk: Tips for New Managers

A new manager faces important and sometimes jarring differences in their new role. They must focus on not only achieving their own work, but also managing the work of their team, managing the relationships of former colleagues who are now direct reports, and managing projects that have an impact on the organization. One of the keys to becoming an effective manager is the ability to conduct meaningful conversations. Our new First-time Manager program introduces the four most important conversations a new manager can master: goal setting, praising, redirecting, and wrapping up.

Put yourself in the place of a direct report who is beginning work on a new task or project. What questions do you think they would have? Here are four areas of concern that I believe drive people’s behavior at work:

“What are my goals on this task or project?”

“Am I doing the right things to help the team move forward?”

“How did I get off track—and how can I get back on?”

“Now that we’ve achieved the goal, what did we learn?”

The answers to these questions lie within the four types of conversations every manager needs to have with each team member at various stages of work on a task or goal.

For example, when a direct report needs to understand what they are supposed to be doing, they need to have a goal setting conversation with their manager. This dialogue focuses on exactly what the direct report needs to do and by when. It should take place at the beginning of a project or task and should include clear and compelling goals that are written down and reviewed frequently. This conversation sets the direct report up for success, growth, and development.

During the course of the task or project, the manager must give feedback to the direct report about their performance. When the individual is making good progress and doing things right, it’s time for a praising conversation. This conversation helps the person understand what specific behaviors are helping achieve the goal, why they matter, and that they were noticed and appreciated.

When things aren’t going as well in terms of a direct report’s behaviors or actions, the manager must initiate a redirecting conversation. This discussion will guide the direct report back on track toward the goal by helping them know what specific behaviors are out of alignment with the goal, why they matter, and that the manager wants the person to succeed.

Once a project or task is completed, it is important to have a wrapping up conversation. This is the manager’s chance to focus on the outcome, celebrate accomplishments, and acknowledge learnings. Managers see the wrapping up conversation as a great way to keep people energized and to inspire engagement by encouraging their progress and honoring the work they have done.

Have you started conducting these conversations with your team? How’s it going? If you find some of the conversations easier to have than others, that’s normal—but I hope you see the importance of continuing to have each of these important discussions with each of your people. You’ll build their trust and confidence while improving morale and performance—and getting excellent results—all for the greater good.