Michael G. Rogers: Do You Care to Lead?

1 Cover

2 Introduction Notes

3 Chapter 1: Serve Selflessness Service Unlocks Leadership Service Changes Hearts, and Changed Hearts Change People, Teams, and Organizations The Magic of Service (The Service Effect) Service to Results The Practice of Service Acts of Service Service Impacts Serve First, Lead Second Notes

4 Chapter 2: Open (Up) Safety First Opening Up You Go First No One Is Perfect Norms to Perform Support, Encourage, and Mine Notes

5 Chapter 3: Nurture When Nurturing Takes a Wrong Turn Cookie Cutter Management Move Up, Over, or Off Care More about Those You Lead than What You Fear Roll Up Your Sleeves You Can't Nurture if You Don't Make an Effort to Understand Notes

6 Chapter 4: Inspire The Where, Why, and How Up Your Expectations Positive Leaders Inspire Positive Results Recognition and Rewards Celebrate, Celebrate, Celebrate Thank You! Walk the Talk Talk the Walk Notes

7 Chapter 5: Commit Commitment to Becoming a Care to Lead Leader Growth Is Not Optional The Five‐Minute University What's the Plan? Conclusion Notes

8 Acknowledgments

9 About the Author

10 Index

11 End User License Agreement

1 Chapter 1 Figure 1.1 The Service Effect

1 Cover

2 Table of Contents

3 Begin Reading

1 iii

2 iv

3 v

4 1

5 2

6 3

7 4

8 5

9 6

10 7

11 9

12 11

13 12

14 13

15 14

16 15

17 16

18 17

19 18

20 19

21 20

22 21

23 22

24 23

25 24

26 25

27 26

28 27

29 28

30 29

31 30

32 31

33 32

34 33

35 34

36 35

37 36

38 37

39 38

40 39

41 40

42 41

43 42

44 43

45 44

46 45

47 46

48 47

49 48

50 49

51 51

52 53

53 54

54 55

55 56

56 57

57 58

58 59

59 60

60 61

61 62

62 63

63 64

64 65

65 66

66 67

67 68

68 69

69 70

70 71

71 72

72 73

73 74

74 75

75 76

76 77

77 78

78 79

79 81

80 82

81 83

82 84

83 85

84 86

85 87

86 88

87 89

88 90

89 91

90 92

91 93

92 94

93 95

94 96

95 97

96 98

97 99

98 100

99 101

100 102

101 103

102 104

103 105

104 106

105 107

106 108

107 109

108 110

109 111

110 112

111 113

112 114

113 115

114 116

115 117

116 118

117 119

118 120

119 121

120 122

121 123

122 124

123 125

124 126

125 127

126 129

127 130

128 131

129 132

130 133

131 134

132 135

133 136

134 137

135 138

136 139

137 140

138 141

139 142

140 143

141 144

142 145

143 146

144 147

145 148

146 149

147 150

148 151

149 152

150 153

151 154

152 155

153 156

154 157

155 158

156 159

157 160

158 161

159 162

160 163

161 164

162 165

163 166

164 167

165 168

166 169

167 170

168 171

169 172

170 173

171 174

172 175

173 176

174 177

175 178

176 179

177 180

178 181

179 182

180 183

181 185

182 187

183 188

184 189

185 190

186 191

187 192

188 193

189 194

190 195

191 196

192 197

193 198

194 199

195 201

196 202

197 203

198 204

199 205

200 206

201 207

202 208

203 209

204 210

205 211

206 212

207 213

208 214

209 215

210 216

MICHAEL G. ROGERS

A 5-PART FORMULA FOR CREATING LOYAL AND RESULTS-FOCUSED TEAMS AND ORGANIZATIONS

Copyright © 2020 by Michael G. Rogers. All rights reserved.

Published by John Wiley & Sons, Inc., Hoboken, New Jersey.

Published simultaneously in Canada.

No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per‐copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, (978) 750‐8400, fax (978) 646‐8600, or on the Web at www.copyright.com. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, (201) 748‐6011, fax (201) 748‐6008, or online at http://www.wiley.com/go/permissions.

Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose. No warranty may be created or extended by sales representatives or written sales materials. The advice and strategies contained herein may not be suitable for your situation. You should consult with a professional where appropriate. Neither the publisher nor author shall be liable for any loss of profit or any other commercial damages, including but not limited to special, incidental, consequential, or other damages.

For general information on our other products and services or for technical support, please contact our Customer Care Department within the United States at (800) 762‐2974, outside the United States at (317) 572‐3993 or fax (317) 572‐4002.

Wiley publishes in a variety of print and electronic formats and by print‐on‐demand. Some material included with standard print versions of this book may not be included in e‐books or in print‐on‐demand. If this book refers to media such as a CD or DVD that is not included in the version you purchased, you may download this material at http://booksupport.wiley.com. For more information about Wiley products, visit www.wiley.com.

Library of Congress Cataloging‐in‐Publication Data is Available:

ISBN 978‐1‐119‐62841‐5 (Hardcover)

ISBN 978‐1‐119‐62846‐0 (ePDF)

ISBN 978‐1‐119‐62844‐6 (ePub)

Cover Design: Wiley

This book is dedicated to all leaders—past, present, and future—who deeply care about those they lead. Thank you for your impact and positive influence on millions all over the world .

In a New York Times interview, Charles Schwab CEO, Walt Bettinger, was asked what he learned in college. He chose to share one particular life changing experience that had a huge impact on him as both a businessman and leader.

Bettinger was a senior and preparing for the final exam in his business strategy class. At the time he had a 4.0 grade point average and had every intention of keeping that intact until graduation. He spent hours reviewing, studying, and memorizing formulas so that he could successfully do the calculations for the exam case studies.