Excellence™
•The Organizational Culture
•Gaining Ownership and Commitment
•Building Excellent Motivated Relationships (CRAVE-U)™
•The Process of Excellence™ in Quality and Productivity
•The Maximum Utilization and Development of Their People
•Character and Ethics
Questionnaires are provided to conduct all of these measurements.
There are other subjective measurements that the dynamic leader can invent and innovate for his/her own use.
Coaching ... Character Coaching
Coaching of people to perform or behave as needed for mutual benefit is best executed by mastering the concepts and skills of The New American Leadership System™, especially with the aid of the questionnaires.
Beyond 2010: Two Companies Built on Character-Based Leadership and Profit
These two companies are industry leaders with track records of revenue and profit growth and incredible employee loyalty and commitment because of superb management. The companies are SAS in Cary, North Carolina started 33 years ago with CEO Jim Goodnight at the helm and Nucor Corporation in Charlotte, North Carolina started 45 years ago with the hiring of Ken Iverson. Ken stepped down in 1995 and his successor, Dan DiMicco, took over with his own brand of leadership while sustaining the culture of character initiated by his predecessor. He also led the once smallest steel company in the USA to now the largest in the USA.
SAS is their industry leader as one of the largest privately held software companies in the world. They are dedicated to performance to their customers and to high levels of performance from all. Continuous profitability and employee commitment to them is returned and valued ever since 1976.
Each of these outstanding leaders has proven the “real-world” business value of every element of The New American Leadership System™. Each deserves in-depth study. Along with others cited in this course material, idealism still thrives and is alive and well even in troubled times. These leaders and their achievements are the contemporary examples of the kind of organization culture and innovation that need to be emulated and built on to further The Central Productive Process™ and the Seventeen New Industries that are needed to move the USA to its resurgence beyond this second decade of the millennium. These leaders have the leadership DNA to revive the vibrancy of Capitalism as it must function for the growth of the economy of the USA. The resurgence of Capitalism in the USA is discussed in detail in Chapter Fourteen of The New American Leadership System™.
These stories are my personal hands-on experiences as Leader and Coach. The dates of publication are cited to demonstrate the timeliness and goodness of fit over the short- and long-term.
“Have and Hold High Standards”
Richard G. Lazar, PhD, PrimeLife Magazine, September 2006
In everything we do, and I do mean everything, we have a major decision to make. Do we just do OK or do we shoot for the stars ... the highest standards for ourselves? The ordinary person, like me, can do above average and often superb things. We can aim to be “World Class,” the best in the products and service that we provide to one another.
Some Real Great Experience
The credit for this story belongs to the state officials, county commissioners, staff and volunteers who were all committed to a high standard in a breakthrough bus system that was needed. They all served their community-giving them the best. I was delighted to be a part of this effort.
For 10 years my wife and I lived in Gwinnett County, GA just outside of Atlanta. For eight of those years I was elected and re-elected president of our homeowners association of 300 homes. We tackled and resolved problems like getting the streets re-paved, overcame conflicts, domestic violence disturbances, vandalism, youthful damage, speeding, drug use, racial problems, mail delivery and re-zoning.
Our District County Commissioner, Kevin, was running for re-election. Kevin was my son's age and a real estate broker and developer, heavily committed to smart growth. Kevin frequently had dinner at our house and came to our parties and we often spoke about our community problems and successes. He was just about 30. I was 66. He asked me to be his unofficial campaign chairman. I saw good reason for pursuing both Kevin's growth goals AND those quality of life goals of our homeowners as well. Kevin got re-elected. I always admired him for asking my views.
Commissioner Accountability
Our county functioned under a unique system called Commissioner Courtesy. Simply, issues affecting zoning were up to that District's Commissioner. The others generally followed, knowing that he or she did what was in the best interest of their own district. This gave true accountability for each elected official. This way constituents knew at all times how their Commissioner voted on local issues. Very clear.
They Had the Vision
In 2000 Kevin asked me to accept a volunteer position on the Gwinnett Transit Advisory Board. I said, “Kevin, I don't know anything about transportation.” He said, “Okay, maybe so, and you are also one of the smartest people and experienced leaders in my district.” How could I say no after that? I accepted and he appointed me. The fastest growing county in the Atlanta area 30 miles away did not have any other way for county residents to get to work and to shop in Atlanta but by cars. It was decided by the county commissioners to set-up a bus system and HOV lanes. The estimated cost for the first 14 busses and operation was nearly $80 million.
The First Meeting
It was chaired by Brian, the county director of transportation, a respected, long-service manager. He was responsible for all forms of transit. This was a new challenge for him and his excellent staff. He explained the responsibilities of our board and asked the five of us — the appointees of each commissioner — to introduce ourselves and to vote to select a chairman of the board. Each person had an interesting background and only one, Lloyd, age 75, had extensive transportation engineering experience. Well to my deep surprise, they elected me. I said, “I will accept with these conditions. First, I will help each of you serve your district commissioner and your needs. If I fail, you can overthrow me by majority rule. Okay?” The others were surprised and not used to it in their government and business experience, but approved anyway. “Second, I do not want us to work with Robert's Rules of Order.” One City Councilman and also an engineer asked, “How could we function?” I said, “Better and faster and we will all hear each other and make swift decisions. Willing to try?” “Absolutely,” he said. The others welcomed it also!
So I said, “Okay then, let's go. The stage is set. Brian what's number one priority for you?” Brian
