Michael G. Rogers - Do You Care to Lead?: A 5-Part Formula for Creating Loyal and Results-Focused Teams and Organizations

1. Chapter 1

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.

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Library of Congress CataloginginPublication Data is Available:

ISBN 9781119628415 (Hardcover)
ISBN 9781119628460 (ePDF)
ISBN 9781119628446 (ePub)

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This book is dedicated to all leaderspast, present, and futurewho 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.

As the teacher passed out the test, Bettinger noticed that it was on only one piece of paper. That surprised him because he thought surely it would be longer than that.

Once all students had received their exam, they were instructed to turn it over. Another surprise: both sides of the exam were blank. The professor said, I've taught you everything I can teach you about business in the last 10 weeks, but the most important message, the most important question, is this: What's the name of the lady who cleans this building?

Bettinger said, that had a powerful impact. It was the only test I ever failed, and I got the B I deserved. Her name was Dottie, and I didn't know Dottie. I'd seen her, but I'd never taken the time to ask her name. I've tried to know every Dottie I've worked with ever since. It was a great reminder of what really matters in life, and that you should never lose sight of the people who do the real work.

The title of this bookDo You Care to Lead?is about two questions. First, do you really care about leading? Second, do you really care about the people you lead? They are two questions that every leader needs to ask, because if you don't want to lead, it will be next to impossible for you to really care about those you lead. And if you don't care about those you lead, then you probably shouldn't be leading.

This book is about becoming a Care to Lead Leader. It's about putting caring in the front seat of your leadership, where it belongs.

Care to Lead Leaders not only know Dottie's name but also her workrelated hopes, aspirations, and challenges, and they humbly express appreciation for what she does for everyone, many of whom fail to appreciate her. Care to Lead Leaders are a unique breed of truly selfless, thoughtful, and caring leaders. Leadership is not about them; it was never about them. It is about the people whom they lead and work with, and whom they deeply care about.

During World War II, General Dwight D. Eisenhower, who later became the 34th president of the United States, was known to regularly walk among the troops. One day he noticed a younger soldier who was quiet and seemed down a bit.

He asked, How are you feeling, son?

General, he said, I'm awfully nervous. I was wounded two months ago, and just got back from the hospital yesterday. I don't feel so good.

Eisenhower said, You and I are a great pair, then, because I'm nervous too Maybe if we just walk along together to the river, we'll be good for each other.

General Eisenhower was part of the Care to Lead Leader breed. He served this young soldier when the opportunity was presented. He opened up (vulnerability) in hopes that this young man would trust him. He was focused on nurturing and inspiring by walking with him. And he was committed to leading with his heart and those he led knew he cared. Each of these principles is at the core of the Care to Lead Leader Formula.

More people than ever are hungering for this type of leadership, but many leaders are missing the mark. In a Gallup survey, when employees were asked whether their supervisor or anyone else at work cared about them, only 4 out of 10 strongly agreed with that statement. That lack of caring is startling. Although many leaders might say they care by speaking it with their lips, unfortunately they are far from caring with their heart.

When practiced, Care to Lead Leadership makes a significant difference in people's work life and the companies they work for. Studies show that employees who felt they were part of a loving and caring culture at work reported higher levels of satisfaction and teamwork compared to those that didn't. Caring about people matters.

If employees desire to be cared more about and leaders and organizations can benefit from caring more, but only 4 in 10 feel they are actually cared about, what are leaders missing? They are missing the right focus in most cases. In a survey conducted by Executives were not anywhere near the same page in how they responded. What leaders think they need isn't what those they lead want and need from them. Although technology and finance are important, they aren't as important as the people you lead. Business is about the people who do the business. If you fail to care about those you lead, those you lead will eventually fail to care about results and also eventually fail to be loyal to you, your team, and the organization.