INTRODUCTION
The seeds of this book were planted in early 2016 when I became the CEO of Aviall, which at the time was a nonintegrated subsidiary of Boeing. It was my first experience in the role of CEO, and it gave me an opportunity to put a theory I had about leadership into action: growth and change come from clarifying a shared vision, and then prioritizing the empowerment of people at all levels to achieve that vision. Leadership, more than anything, is about helping others be their best. So I asked a lot of questions. I asked the employees how they felt about the company, how well they understood and connected to Aviall’s purpose, and how they thought we could operate in alignment with that purpose and deliver improved results. Through ...
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