CHAPTER 4
Leadership Accountability at the Individual Level

When I was 16 years old, I got my first part-time job as a salesperson in a men’s clothing retail store. Gary was the store manager who hired me. He took a big bet on me because, back then, it wasn’t customary to employ 16-year-olds for that kind of role. The industry, at the time, was very traditional. The company’s customers were primarily professional managers and executives.

I quickly realized that Gary had high expectations for himself and our team. It was great working for him. I learned a lot from him—specifically, how to interact with customers, how to sell, and how to maintain customer relationships. These would all be skills that would serve me well throughout my career. He was a great role model. I aspired to be like Gary. One day, he pulled me aside and said, “You know I was a little nervous hiring you because you were so young. But I’m really pleased with your performance. Thanks for doing a great job.” I was so excited to receive this feedback from Gary. Now I felt even more motivated to excel further in my job.

About a year into my job, Gary got a big promotion to manage the company’s flagship store, and in came Stephen as our new store manager. Initially, he seemed like a decent person. However, as my colleagues and I got to know him, we quickly realized he was quite different from Gary. He was much more self-absorbed. He told us, “Don’t do as I do; do as I say.” I remember getting so frustrated whenever he said that, and he said it a lot. It communicated to us that he saw himself as being separate from our team and that he had a different set of standards for himself than for us. Stephen would often leave the store for hours on end. When he returned, he would not tell us where he had been. He would typically show up late and leave early most days. In team meetings, he could be dismissive of colleagues. It was pretty clear to all of us that it was his way or no way.

What surprised me about the contrast between the two leadership styles was how differently Gary and Stephen made me feel as an employee. I wanted to give Gary everything I had. I tried to live up to his high expectations, so I worked hard.

Stephen, however, didn’t motivate us in the same way. The store had a completely different feeling when he ran it. It wasn’t as fun, nor was it positive or inspiring. My job didn’t change at all. It was the same—essentially to serve customers, sell clothes, clean up the store, and balance the books at the end of each day. However, we were led differently by Stephen, and it served to decrease my motivation and my desire to perform at a high level.

I didn’t realize it until many years later, but that experience with those two managers triggered in me a keen interest in the topic of leadership. Over time, I became what I call a leadership geek. Leadership was my passion and focus of interest, which has driven my life’s work for over two decades. When I reflect on the two styles of these managers, I would have to say that Gary was truly accountable and Stephen was mediocre.

It’s Time to Pay Attention to Mediocre Leaders

In The Leadership Contract Field Guide, I wrote about mediocre leaders. I shared a definition of the word mediocre I found in Webster’s Dictionary, which defines it as something of low quality, value, ability, or performance. Little did I know that this word “mediocre” and its connection to leadership would generate so much discussion and debate in my conversations with leaders around the world.

For example, in April 2018, I was the opening keynote speaker at a Conference Board event on leadership development in New York City. About 200 heads of leadership development from many Fortune 500 companies filled the room. During my presentation on leadership accountability, I shared some of my preliminary thinking and research about mediocre leaders. When participants engaged in tabletop conversations, I could sense a buzz in the room. The topic was generating a lot of meaningful discussions among the delegates. When I opened up the floor to a large group debrief, I heard the reactions. It became clear that these companies struggled to deal with their mediocre leaders. At one level, this wasn’t a surprise to me. My global research shows that organizations believe about 55 percent of their leaders are mediocre.1 Also, 80 percent of organizations do not know how to address the problem. What was surprising to me was that these conference delegates were from some of the biggest and most successful companies in the world. They were heading up the leadership function, and they realized they needed to do much better when it came to this problem.

I came away from that conference with a real sense of clarity that we needed to conduct more research to better understand why mediocre leaders exist and how we can help them be better. First, we began to take pulse surveys at other conferences where I was a keynote speaker. We built a database of the top 10 worst kinds of leadership behavior, and then asked the people in my audiences to acknowledge whether any of those characteristics described their leaders. We then expanded our research with various online surveys (distributed through my website and among LHH clients) that reached out to hundreds of leaders in North and South America. In total, we gathered over 1,800 responses from C-level leaders, VPs, middle-level and front-line managers, and employees. My team and I then validated our findings through conversations with executives.

The Top Five Characteristics of Mediocre Leaders

Overall, the surveys had some very compelling findings. First, there was a high degree of alignment between respondents in North and South America. Also, we didn’t see any significant differences in the responses, regardless of whether they came from CEOs, VP-level executives, middle and front-line managers, or employees. To me, this suggests that we all define mediocre leaders in similar ways. It also gives me confidence that the top five characteristics are a meaningful way of understanding how mediocre leaders show up every day (see Figure 4.1). Let’s discuss these in more detail.

  1. Blame Others. The first characteristic of mediocre leaders is that they tend to blame others. If something goes wrong, they immediately point the finger at someone else. They never personally acknowledge their role or contribution to any mistake or failure. The blaming nature of their behavior typically also brings negative energy to a team or a company. The negativity can influence others and become a habit that is hard to break. If you see this behavior occurring frequently in someone in a leadership role, it’s a sure sign that they are unaccountable.
  2. Selfish and Self-Serving. Mediocre leaders also tend to be profoundly selfish. They act out of self-interest. They bring a sense of entitlement to their roles. Some described how those leaders don’t appear to care about the company, its customers, or the employees they lead. It’s always about “ME, ME, ME!” If your direct leader is like this, you must accept the fact that you will never grow and develop under their leadership. These leaders won’t invest in you because, ultimately, they only care about themselves.
  3. Uncivil and Mean. The third characteristic is that some mediocre leaders can be rude and disrespectful in how they relate to others. It’s a tell-tale sign of a lousy boss. You know these leaders—the ones who regularly and routinely mistreat, demean, and insult others, usually in public. They are bullies. They’re dreadful to work for, and they create tremendous personal stress for those they lead. One study found that 63 percent of workplace bullies are bosses.2 It also found that one in five employees experience bullying, while 61 percent of employees are aware of abusive conduct. Close to three out of four bullies are men, and 60 percent of the targets are women. These findings are unacceptable, and we need to address this problem within our organizations.
  4. Inept and Incompetent. Many mediocre leaders are seen as being inept and incompetent. They don’t have the right instincts for leadership. They make bad decisions and leave a trail of disaster behind them. The worst ones are those who are inept but think they are great. No one can understand how these people were ever able to get into a leadership role in the first place. It’s important to determine whether these individuals actually want to be in a leadership role. Typically, I find if someone is inept or incompetent as a leader, they know it. They could ask for help, but egos prevent them from addressing the issue. They do whatever they can to hang on to their roles, which isn’t a good thing for anyone.
  5. Lack Initiative. Mediocre leaders are lazy and unwilling to work hard. They look for the easy way out of any situation. They deflect responsibility, or they always play under the radar, never to be seen or heard. When their teams need help, they don’t step in. They wait for permission and always defer decisions to others or avoid making them entirely.
The figure shows top five characteristics of mediocre leaders. From left-to-right, the first characteristic is labeled as “Blame Others,” the second characteristic as “Selfish and Self-Serving,” the third characteristic as “Uncivil and Mean,” the fourth characteristic as “Inept and Incompetent,” and the fifth characteristic as “Lack Initiative.”

Figure 4.1 The Top Five Characteristics of Mediocre Leaders

What is your reaction to these characteristics? What has been your experience in working with mediocre leaders? What is it about them that drives you crazy? At the same time, we need to be open to be self-critical of ourselves as leaders. Are you or have you become a mediocre leader? Do you demonstrate some of the five characteristics describe above?

Now, if a leader demonstrates one or two of these characteristics from time to time, then it may not be considered a big deal. It could be temporary. It could also be a reaction to stress and a heavy workload. However, if a leader demonstrates most of these characteristics, every day—I mean full-on mediocrity on a consistent basis—then it needs to be addressed. The impact of doing nothing is considerable.

The Impact of Mediocre Leaders

My findings from my global research also confirmed a fear I have long held—that mediocre leaders are everywhere, and they have a significantly negative impact on the people they lead. Survey respondents from my research provided hundreds and hundreds of open-ended comments describing how mediocre leaders affect them and make them feel. They were all emotional responses that, quite frankly, bordered on despair. Before I present some direct quotes from survey respondents, I’d like you to pause and remember a time when you worked with a manager or leader you’d describe as mediocre. How did that leader make you feel?

Let’s see how your reactions compare to what we found in our survey. The figure presents some of the most impactful comments shared by survey respondents (see Figure 4.2).

The figure shows some of the most impactful comments shared by survey respondents.

Figure 4.2 The Impact of Mediocre Leaders

The quotes in the figure describe employees whose sense of commitment is eroding. As we’ve already seen, leadership is estimated to account for up to 70 percent of the variance in employee engagement. Mediocre leaders destroy engagement. They do not unleash the discretionary effort of their employees. I’m not sure that our organizations are fully aware of the price they pay when they tolerate mediocrity. For example, a survey of human resources practitioners found that 73 percent of them have to spend a significant part of their time dealing with problems that arise from ineffective managers.3 One in three also acknowledged that their organizations tolerate just about anything from a problem manager who achieves results, which perpetuates the problem.

The picture is even worse when you consider the amount of time wasted on dealing with the unnecessary drama created by mediocre managers and leaders. Some research reveals that employees spend up to 2.5 hours per day on workplace drama.4 Weak leaders perpetuate workplace drama. They either create it directly or, because of their ineffectiveness, create the conditions where everyone else spends time caught up in gossiping, complaining, and whining about poor leadership in the company. Imagine if your people were free from the distraction of workplace drama and were able to focus on driving business results.

The question I frequently ask myself is: Why? Why do people put up with mediocre managers? When I have asked this question of others, the typical responses are that their work is personally meaningful and that it compensates for a lousy boss. Others cite the positive relationships with their colleagues and team members, which can also compensate for an ineffective leadership experience. It seems that mediocre managers can bring a team closer together as they support one another through their collective misery. Finally, for others, the overall purpose and culture of the organization are so inspiring that it helps them pay less attention to the negative experience created by their manager. While a meaningful job, cohesive team, or inspiring culture can compensate for a mediocre leader, to me it still means that people are not able to perform at their highest level.

In the introduction to this book, I spoke of the ripple effect of leadership. Great and accountable leaders create a positive ripple across an organization. Mediocre ones create a negative ripple across an organization. This means, whether good or bad, leadership can be contagious. Research conducted by Jack Zenger and Joe Folkman found that inadequate and mediocre leadership spreads lousy leadership, while good leadership spreads good leadership. In both cases, there is what they call a trickle-down effect.5 These findings most likely confirm what you already know from your own experience. When you work with a lousy leader or mediocre manager, you don’t feel like you are at your best. Your level of engagement is low, and you may, as a result, fail to set a positive example for others.

Remember, mediocrity breeds mediocrity. Lousy leaders or mediocre managers will never hire the best talent. Their insecurity will prevent them from doing so. Alternatively, they may be incapable of even recognizing great talent when they see it. Remember also that leadership is contagious. It has a ripple effect. What is rippling throughout your company? Mediocrity or accountability?

Mediocrity Is the Ultimate Enemy

In his book Good to Great, Jim Collins said that good is the enemy of great and that’s the reason we so rarely achieve greatness.6 People settle for good and don’t strive for greatness. I would extend his ideas further to say that mediocrity is the enemy of excellence. To be a great leader, a genuinely accountable one, doesn’t happen by accident. It takes commitment and much hard work. I find too many leaders underestimate what’s required or aren’t prepared to work that hard, nor are they committed to aspiring to greatness. Senior leaders and organizations have enabled this to happen in many ways. We have tolerated bad and mediocre leadership for far too long. As we have already seen, we’ve also paid a high price (and will continue to pay a high price) as a result of not addressing mediocrity in our organizations.

When I talk to leaders who admit they have become mediocre, they cite some barriers or reasons that keep them where they are. Here are some of the most frequent reasons I’ve heard:

  • Some say that their organizations haven’t made leadership expectations clear.
  • Many say there aren’t great role models that they can look up to, admire, or even emulate.
  • Others say they are afraid of stepping up in case they fail. The challenge is that their organizations have little tolerance for failure and people pay heavily for mistakes.
  • Some say they couldn’t say no to a leadership role; they had to accept it, even if they didn’t want it or didn’t feel ready.
  • Others talk about being overloaded with roles that have too many priorities and too many people to lead.
  • Some are worn down and give up after years of working at cross-purposes with colleagues in other departments or functions.
  • Others complain that they are not empowered to be accountable, where senior leaders micromanage and control all decision making.
  • Finally, others cite little investment by the company in their development. They feel they were thrown into the deep end of a leadership role and had to figure things out for themselves.

Can you relate to any of these points?

Now depending on your perspective, you may read this list and say these are legitimate barriers that impede leadership accountability. Others may say it’s merely a list of excuses. Accountable leaders overcome these barriers regardless of their situation. I believe the truth is somewhere in the middle—this is both an individual and organizational issue. At the individual level, leaders need to be honest with themselves to see whether they have let themselves become mediocre. At the same time, organizations need to appreciate how their systems, processes, and structures drive good and well-meaning managers and leaders to become mediocre. One of the most insightful ideas that Peter Senge shared in his book, The Fifth Discipline, is that if you put good people in poor systems, you’ll get bad results.7

When an organization keeps mediocre leaders around and does nothing to help them, it signals to everyone that the company will tolerate mediocrity, which is a dangerous thing. It’s vitally important to help develop truly accountable leaders. Let’s now shift our focus to understand what accountable leaders do that sets them apart from the rest.

How Do Truly Accountable Leaders Set Themselves Apart?

In The Leadership Contract, I presented my global research on leadership accountability. My team and I found that among industry-leading companies, accountable leaders consistently demonstrate a set of five behaviors that set them apart from others (see Figure 4.3).

The figure shows five behaviors of truly accountable leaders. From top-to-bottom, the first behavior is labeled as “Hold others accountable for high standards of performance,” the second behavior as “Tackle tough issues and make difficult decisions,” the third behavior as “Communicate the strategy across the organization,” the fourth behavior as “Express optimism about the company and its future,” and the fifth behavior as “Display clarity about external trends in the business environment.”

Figure 4.3 The Five Behaviors of Truly Accountable Leaders

1. Hold Others Accountable for High Standards of Performance

Amazon CEO Jeff Bezos’s letters to shareholders are major news events each year. People both inside and outside the company are keen to hear the latest musings from the leader of one of the world’s most successful companies.

In 2018, Bezos tackled the idea of the need for leaders to set high standards. A big part of Amazon’s success is due to Bezos’s relentless drive to meet ever-increasing customer expectations. In short, successful leaders not only set high standards, but they also hold the people they lead to account for their ability to meet those standards.

In his 2018 letter to shareholders, Bezos explored the topic of standards and expectations. He discussed whether the drive to set high standards is intrinsic, or whether you can teach it to others. My sense is that Bezos believes it’s a little of both. He says it helps to hire “high standards” people—those predisposed and wired to set the bar high for themselves and others. It’s also essential to create a culture that encourages people to strive for high standards in everything that they do. Bezos believes high standards are contagious. If you bring someone onto a team where high standards are the norm, that person will be more likely to adopt the same standards as part of a commitment to supporting the success of the team. Bezos concluded his letter by highlighting some other benefits that accrue from building a culture of high standards.

First, high standards allow you to build better products and services for your customers. Second, high standards attract and retain the best talent in your industry. Third, a culture of high standards helps to cultivate what Bezos refers to as “invisible work,” or the extra effort people put in when the leaders are not around. He believes it is an indication that your people think that doing great work is a reward in and of itself. Finally, Bezos insists that high standards can be fun, and that once people accept them as part of their day-to-day work, there’s no going back.

The letter closely relates to experiences in my career. Whenever I felt I was at my personal best, it was because I worked for a leader or as part of a team that strived to achieve high standards. Sometimes, these standards even felt unrealistic, but aiming high motivated me to do my very best.

Unfortunately, far too many leaders go about their work on auto-pilot, going from meeting to meeting, deadline to deadline, without any thought about setting high standards. Maybe they are overloaded or even burned out and have lost passion for their work. Whatever the reason, when a leader fails to set and live up to high standards, everyone suffers.

It is no surprise that my research found this to be the first characteristic of truly accountable leaders. High performance begins with high standards.

Have you set high standards for yourself and your team?

2. Tackle Tough Issues and Make Difficult Decisions

One of my favorite quotes about leadership comes from Alibaba CEO Jack Ma, a billionaire who has built one of the world’s most successful e-commerce companies. He believes that if you want your life to be simple, then you shouldn’t take on a leadership role.

Inherent in his message is the reality that being a leader isn’t easy. There is considerable hard work, and you will be called upon to tackle many difficult issues. As I discuss in The Leadership Contract, many leaders struggle with this. Too many avoid the hard work, and that undermines their leadership and accountability. It’s no surprise, then, that my research reveals this is something that accountable leaders pay attention to and even excel at, relative to other leaders. These leaders understand Ma’s point of view and ensure they have the resilience, determination, and deep sense of personal resolve they need to be effective.

This topic generates much interest in my discussions with leaders. Many say this one behavior is the defining characteristic of an accountable leader. At the same time, it was also the behavior most glaringly absent among more mediocre leaders.

Do you tackle tough issues and make difficult decisions when required?

3. Communicate the Strategy Across the Organization

Accountable leaders effectively communicate their company’s strategy to the people they lead. This behavior is crucial. It helps teams understand how their work contributes to making the company successful, in turn, making each task more meaningful and rewarding. A clear vision of the strategy helps every team member “buy in” and stay motivated in their roles. In the end, it’s foundational for establishing accountability. If, for example, I’m personally clear on expectations, what I must do, and how it’s connected to advancing the strategy, then there’s a higher likelihood I’ll be successful.

At the same time, if I’m unclear, off course, and my performance is lagging, then there should be a mechanism to discuss it, refocus attention and energy, and hold people accountable for the results they must deliver. It all starts with clarity on the strategy. Unfortunately, many studies show that leaders and employees are usually unclear about their company’s strategic objectives. One study found that only 29 percent of employees can describe their organization’s strategy.8 That’s just one in three. Another survey of chief financial officers reveals that strategic ambiguity is one of the issues they worry about the most.9 They defined strategic ambiguity as the uncertainty that arises when an organization can’t effectively:

  • Define the strategy,
  • Communicate it to internal and external stakeholders,
  • Align the required resources to implement the strategy, and
  • Execute it to achieve desired outcomes.

Accountable leaders focus their energy on bringing strategic clarity to the people they lead. A great example comes from Dr. Lisa Su, CEO of Advanced Micro Devices. When she took over the company, it was losing money and in significant debt. Her human resources team recommended the company engage in a process to create new mission, vision, and value statements. Su knew she didn’t have the time for a long, drawn-out process. Instead, she focused on bringing strategic clarity to the organization. How? By communicating the three most important priorities: “to build great products, deepen customer relationships, and simplify everything we do.”10 These three priorities became the focus of the company and guided leaders and employees to make effective decisions in real time. That focus on strategic clarity allowed Su to turn around a company that was on the brink of extinction.

Are you clear on your company’s strategy and confident that you can communicate it to others?

4. Express Optimism About the Company and Its Future

Another behavior that accountable leaders consistently demonstrate is their ability to express optimism about the company and the future. Leaders viewed as unaccountable seem to merely go through the motions in their day-to-day work without personal investment in the direction of the team. Many appear disengaged or unenthusiastic, which undermines the ability of the company to fully engage employees. As one client said, “If leaders are not excited about what we are trying to do as a company, then our employees will never be.”

Bill Taylor, a co-founder of Fast Company Magazine, wrote about the importance of optimism in the Harvard Business Review. He said, “In a time of wrenching disruptions and exhilarating breakthroughs, of unrelenting turmoil and unlimited promise, you can’t create a better future for your organization and your colleagues unless you first believe in the future.”11 John Gardner, a well-known leadership thinker, also wrote about the need for leaders to be tough-minded optimists.12

As so many companies are attempting to transform themselves in the face of change and disruption, optimism will be even more critical. Many efforts to lead transformation stall because leaders do not buy into the change. They may also not be passionate or excited about the future. Some may try to fake it, but everyone around them can tell that they are not genuine.

Are you excited and optimistic about the future of your company?

5. Display Clarity About External Trends in the Business Environment

A while back, I was conducting a pre-interview with a CEO of a company to kick off a project. The purpose of the interview was to understand her company’s business context and strategy. I typically begin these discussions with an outside-in approach. We first explore the external forces facing the organization. Then we discuss the business strategy. We then conclude by reflecting on the changing expectations for leaders and how they must step up to help drive the success of the company.

The discussion started well, as the CEO began to identify some external challenges. Her industry was facing tremendous disruption and change. Then I noticed something: She would quickly shift her responses from external to internal issues. I kept bringing her back to her external context, but she always automatically went back to her internal operational challenges.

After about 10 minutes of this, I stopped and said to her, “Do you notice what is happening?” When I brought it to her attention, she hadn’t even realized it. She was utterly shocked at how absorbed she had become by all the internal challenges she was facing. It was understandable given the transformation she was leading. However, she realized this was something she needed to address. If as the CEO she was absorbed by internal issues, then chances were good that the rest of her leaders were doing the same. At that moment, she also recognized the risk inherent in the fact that no one was looking externally to spot potential risks and opportunities.

This CEO is not the only one I’ve met who is struggling with the same issue. Organizations, both big and small, have a lot going on, and it’s easy to get caught up in all that internal stuff. This is amplified when an organization is attempting to transform itself. The problem is that if all the senior leaders are in the weeds and dealing with internal challenges, they cannot spot opportunities and potential threats in the external world.

In my experience, many leaders fall prey to this fixation on internal issues—at times to the exclusion of external forces. As we already discussed in Chapter 1, as a leader you need to continually challenge yourself to see whether you are too internally focused or have your head stuck in the sand. Accountable leaders proactively assess their environment to spot opportunities and identify threats and risks they must manage. This proactive approach contributes to stronger accountability overall.

Are you clear about external trends in your business environment?

Final Thoughts

When leaders step up at the individual level, they demonstrate very different behaviors from those who are struggling in their roles or seen to be mediocre. It’s incumbent upon all leaders to steer away from mediocrity and embrace real accountability in how they show up every day.

Gut Check for Leaders: Leadership Accountability at the Individual Level

As you think about the ideas in this chapter, reflect on your answers to the following Gut Check for Leaders questions:

  1. Do you demonstrate any of the five characteristics of mediocre leaders?
  2. Do you set high standards for yourself and those you lead?
  3. Do you have the courage to tackle the hard work and make difficult decisions?
  4. To what extent do you bring strategic clarity to the people you lead?
  5. Would the people you lead describe you as being optimistic and excited about your company’s future?
  6. Are you clear on the trends in your external business environment?

Notes

  1. 1Vince Molinaro, The Leadership Contract Field Guide (3rd ed.) (John Wiley & Sons, 2018).
  2. 2Gary Namie, “2017 WBI U.S. Workplace Bullying Survey,” Workplace Bullying Institute, June 2017, https://www.workplace bullying.org/wbiresearch/wbi-2017-survey/.
  3. 3Wallace Immen, “Bad Managers Prove Headache for HR Department,” The Globe and Mail, April 30, 2018, https://www .theglobeandmail.com/report-on-business/careers/career -advice/bad-managers-prove-a-headache-for-hr-department /article562752/.
  4. 4Cy Wakeman, “Drama Researcher Explains How to Avoid Drama at Work,” Quartz at Work, October 18, 2017, https://qz.com /work/1101863/a-psychologist-explains-how-to-stop-wasting -time-on-work-drama/.
  5. 5Jack Zenger and Joseph Folkman, “The Trickle-Down Effect of Good (and Bad) Leadership,” Harvard Business Review, April 2016, https://hbr .org/2016/01/the-trickle-down-effect-of-good-and-bad-leadership.
  6. 6Jim Collins, Good to Great (HarperCollins, 2001)
  7. 7Peter M. Senge, The Fifth Discipline (Doubleday/Currency, 1990).
  8. 8“When CEOs Talk Strategy, Is Anyone Listening?” Harvard Business Review, June 2013, https://hbr.org/2013/06/when -ceos-talk-strategy-is-anyone-listening.
  9. 9“Turning Strategic Ambiguity into Strategic Clarity,” The Wall Street Journal, June 20, 2013, https://deloitte.wsj.com /cfo/2013/06/20/turning-strategic-ambiguity-into-strategic -clarity-2/.
  10. 10Lydia Dishman, “How This CEO Avoided the Glass Cliff and Turned Around an ‘Uninvestable’ Company,” Fast Company, September 11, 2018, https://www.fastcompany.com/90229663/how-amds-ceo-lisa-su-managed-to-turn-the-tech-company -around.
  11. 11Bill Taylor, “Why the Future Belongs to Tough-Minded Optimists,” Harvard Business Review, March 3, 2016, https://hbr .org/2016/03/why-the-future-belongs-to-tough-minded-optimists.
  12. 12John Gardner, John Gardner’s Writings “Personal Renewal” (Phoenix, AZ: PBS, Delivered to McKinsey & Company, 1990), http://www .pbs.org/johngardner/sections/writings_speech_1.html.
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