This book details the way servant leaders think and act. It emphasizes the role of humility in the work of great leaders. Servant leaders see it as their job to grow their people and to remove obstacles from their paths. The servant leader looks ahead and sets out a path for the rest of the organization to follow. We see that dynamic occur as Thomas (the book’s central character) embraces Total Productive Maintenance, 5S, and later moonshining. A great leader, Thomas doesn’t stand in the limelight himself but pushes his people into it.
This novel is about the transformation of an organization through the leadership style of a new leader -- By introducing the reader to Thomas Harding, the author illustrates the crucial qualities of servant leaders:
1. They operate on a hierarchy of priorities: Morality, Organization, Subordinates, and Self
2. They always complete assignments, but often well beyond expectation.
3. They seek to make people’s lives easier by eliminating bureaucratic obstacles.
4. They listen to their people but also communicate what’s going on.
5. They develop subordinate leaders who mirror their behavior.
This book details the way servant leaders think and act. It emphasizes the role of humility in the work of great leaders. Servant leaders see it as their job to grow their people and to remove obstacles from their paths.
About the author introduction
Chapter 1 The Promotion
Chapter 2
Begin at the Beginning
Chapter 3 Whos Who In the Zoo?
Chapter 4 The
Mission
Chapter 5 Seeking help
Chapter 6 Developing a Common Mind
Chapter
7 The First Event
Chapter 8 One Down
Chapter 9 Friedman
Chapter 10
Heads or Tails?
Chapter 11 The Tour
Chapter 12 And Then
Chapter 13
Climbing the Curve
Chapter 14 Baby Steps
Chapter 15 A Giant Step
Chapter
16 Airplanes and Progress
Chapter 17 OEE
Chapter 18 Employee Morale
Chapter 19 Meeting Customer Demand
Chapter 20 The wheels Come off the bus
Chapter 21 Optimizing the Airplane game
Chapter 22 Year Two
Chapter 23
Contemplating Reorganization
Chapter 24 Purchasing New Equipment
Chapter 25
- Standard Work
Chapter 26 If this, then that
Chapter 27 Growing People
Chapter 28 Growing Suppliers
Chapter 29 - Moonshining
Chapter 30
Breakthrough!
Chapter 30 Succession Planning & Skills Matrix
Chapter 31
Always At the Beginning of the Path
Index
A graduate of the US Military Academy at West Point, Robert Camp began his career in one of this countrys foremost schools of leadership. Yet, like most, he gained his real impression of the skill by watching leaders. He came to realize that leadership is a precious gift that far too many fail to recognize.
In the mid-1980s, as Americans began to watch markets they had created be penetrated, then dominated by Japan, Robert started reading the literature trickling out of that country. Each new book pointed to a new technique. "Statistical process control (SPC) is how theyre doing it!" proclaimed some. "Its quality circles," countered others. Still others claimed it was just-in-time (JIT) manufacturing. As it turned out, none was right; all were right. Over time, as a more complete picture formed, Robert learned that it was the combination of those tools that gave the Japanese their considerable edge. Still, the picture was not quite complete, and it wasnt until the late 1990s that the world came to realize that the tools alone would never make an organization Lean, because their results couldnt be sustained.
By then, Robert had made Lean a full-time profession. Over and over he transformed organizations. Some succeeded, but most failed. He tried to make heads or tails of the circumstances that made the difference. The answer, he discovered, was right under his nose all the time. The difference was leadership. He learned that many have been content to manage and call it leadership. Management, however, isnt leadership. In fact, its a far cry from there. Management faces backward, analyzing yesterdays data and perfecting it today. Its an extremely valuable skill and much-needed, but its not leadership.
Leadership, as Robert sees it, is the ability to look forward, over the horizon, and through the haze of battle, to define, then communicate, a new course of action and compel others to follow. Robert has had the good fortune to work for some of this countrys biggest and most successful organizations. Throughout his career, hes been afforded the privilege of working under great men and women who have taught him both in word and deed.
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