More Praise for One Piece of Paper
With his unique insights from decades of experience as a combat arms officer, management consultant, Fortune 500 executive, and entrepreneur, Mike Figliuolo has hit the mark with a must-read for leaders at all levels who want to radically improve their effectiveness.
The Honorable David McCormick, Under Secretary of the U.S. Treasury (20072009)
Once I began it, I could not put Mikes book down as I learned how to learn about myself. Beginning with establishing an honest, personal introspective foundation, One Piece of Paper provides a hands-on, actionable guide to credible, effective leadership.
Jack Partridge, president, Columbia Gas of Ohio, Inc.
Dynamic leaders at all levels will benefit from Mike Figliuolos experience and powerful approach. If you are ready to take ownership of defining your authentic style of leadership, then One Piece of Paper is the place to begin.
Kim Gravell, vice president, Strategy Management, Cardinal Health
One Piece of Paper is exceptionally framed, forward-thinking, and thought provoking. Mike Figliuolo provides key leadership insights and perspectives that are real. This book represents concise, practical, and effective thinking on leadership, and plainly said, this approach works.
Darcie Zeliesko, group leader, Heinz North America
Mike Figliuolos maxims approach to leadership provides a simple yet profound template for developing the kind of synergy, trust, and confidence essential for successful organizations.
Robert F. Foley, Lieutenant General, U.S. Army, Retired
Copyright 2011 by Mike Figliuolo. All rights reserved.
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Library of Congress Cataloging-in-Publication Data
Figliuolo, Mike, 1970
One piece of paper : the simple approach to powerful, personal leadership / Mike Figliuolo. 1st ed.
p. cm.
Includes index.
ISBN 978-1-118-04959-4 (hardback), 978-1-118-12337-9 (ebk), 978-1-118-12338-6 (ebk), 978-1-118-12339-3 (ebk)
1. Leadership. 2. LeadershipPhilosophy. I. Title.
HM1261.F54 2011
303.3'4dc23
2011025737
To Danielle, Michael, and Alexandra. Nothing is beyond your reach. Dont let the world define you. You define your world.
To Nana. Thank you for your love, laughs, and for teaching me many of the principles in this book. Youll always be missed and never forgotten.
PART 1: THE LEADERSHIP MAXIMS APPROACH
CHAPTER 1
UNDERSTANDING THE LEADERSHIP MAXIMS APPROACH
Imagine being able to explain your leadership philosophy on one piece of papera simple 8.5- by 11-inch summation of all you are and all you want to be as a leader. How powerful would it be to have a discussion about that single page with the members of your team? They would be thrilled to have just one page to read, understand, and internalize. Envision how that one page could simplify and clarify how you want your team members to conduct themselves. Think about how impressed candidates and new hires would be if they could quickly understand your standards, expectations, and goals easily and from one single solitary page.
I have had the privilege of working with leaders at companies large and small across many industries, functions, and levels, and the one major commonality across that broad range of experience is the challenge they facehow to clearly, succinctly articulate who they are as leaders, and then lead according to that individual leadership philosophy on a daily basis. There is no shortage of great thinking on leadership, but the application of those thoughts to everyday leadership situations is challenging, especially in corporate environments.
The study of leadership can be daunting. There are massive tomes written on the subject. It is taught in universities and MBA programs. Entire fields of study are dedicated to leadership. Companies create massive corporate programs and universities to foster it in their associates. Yet despite all that, leaders in the trenches still find it difficult to define their own personal style of leadership. It seems even harder to master the day-to-day application of the leadership philosophy they espouse.
Heres the thingits really not that hard. Leadership is an intensely personal sport. Every leader is different. But one thing all leaders have in common is the need to understand, articulate, and continuously improve their leadership philosophy and do so in a simple, straightforward way.
We have difficulty nailing down our leadership philosophies because we focus too much on the output of the process (a leadership philosophy) and not enough on understanding how to generate that output. This fixation on output leads us to produce cookie-cutter constructs for what a good leadership philosophy looks like. Leaders develop the mindset If my philosophy doesnt look like the philosophies of other leaders, it must be wrong . With that mindset, leaders end up constructing philosophies that are eerily similar to those of every other leader around them. Leaders who do this become followers under that approach, and the resulting philosophies tend to use excessive amounts of jargon and buzzwords. Those kinds of philosophies reveal nothing about the personality or true beliefs of the leader and therefore do little to establish a trust-based relationship between the leader and the led. When leaders follow a philosophy that is not truly their own, it can cause them to act like someone they are not; if they claim to believe in such a philosophy but stay true to themselves, they can end up behaving in ways that are inconsistent with the philosophy they profess to follow. These inconsistencies can create confusion and mistrust between the leaders and their teams.