Complete Leadership

valued pleasing their bosses more than pleasing their customers. Clearly, his ambition

to be a great CEO would require, more than anything else, changes in values,

practices and relationships throughout the company. People had to learn to

collaborate and to develop a team sense of responsibility for the performance of the

business. The links between his personal development, the nurturing of teamwork, and

the service to customers – the source of all profits, after all – became more prominent

and more clearly defined in his mind.

Robert began to think about what his strengths were and how he could identify other

areas where they might be applied. This ...