A White Paper For
VISION SAN DIEGO’S
Servant Leadership Initiative
A Leadership Vision for the San Diego Region
Ken Blanchard
Chairman, Vision San Diego
Coauthor of The One Minute Manager® and Leading at a Higher Level
In all my years of participating in and observing local and nationwide elections, I have
never heard so many people—both Democrats and Republicans—expressing disappointment
with what’s going on in government. The complaints are not so much about the leadership
capability of the current elected officials as they are about the political system in general. The
San Diego region might be a case in point. While we have many problems, we often seem to be
slow in making progress addressing them.
In light of this situation several people have said to me, “Ken, you ought to write a book
called The One Minute Manager Comes to San Diego. When I mention this to others, they laugh
but often follow with, “That might not be a bad idea.” Perhaps because my mission statement
has to do with being a “loving teacher and example of simple truths,” some people think I
might have some suggestions that could make a difference.
So finally, after much prodding I’ve decided to give it a try—because if our vision to see
our region be recognized, worldwide, as “America’s Finest Region” is to come to fruition,
Mayor Faulconer and other regional San Diego leaders need some new ideas. Instead of writing
a book, though, I have written a white paper that will focus on leading the San Diego region at a
higher level. In thinking about overcoming the challenges that face our region, I have been
struck by four leadership secrets I have learned over the years that could lead to effective
solutions for many of the region’s dilemmas.
The first of my four secrets is really not a secret at all—I have been promoting it as a
requirement for organizational success for over thirty years:
The First Secret: Have a Compelling Vision
Assumption: If people don’t have a larger purpose to serve, the only thing they have to serve is
themselves.
We are in desperate need of a clear and compelling vision for not only our country, but
also our city, and our region. A vision is a picture of the future that produces passion, and it’s
this passion that people want to follow. An organization without a clear vision or goals is like a
river without banks—it stagnates and goes nowhere.
A colleague of mine, Jack Bowsher, former Director of Education for IBM, agrees with
my assessment in his book Educating Voters for Rebuilding America.i According to Jack:
“As the old saying goes, ‘If you don’t know where you are going, any road will
get you there.’ Unfortunately, this adage describes our country in recent years.
Americans need to develop a vision of where they want their country to be in
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future years. Political parties can then develop and implement the strategies and
programs that … will achieve the vision. This vision will motivate voters to
support the fundamental changes that are necessary to achieve the vision.”
To help people create a compelling vision for their organization, I wrote a book with
Jesse Lyn Stoner entitled Full Steam Ahead! Unleash the Power of Vision In Your Work and Your
Life.ii In our work with organizations all over the world, we have observed that the biggest
impediment to success and goal achievement is the lack of a compelling vision—knowing who
you are (your significant purpose), where you’re going (your picture of the future), and what will
guide your journey (your values). In fact, fewer than ten percent of the organizations we have
visited have been led by managers who had a clear sense of where they were trying to lead
people.
Do we know what business we are in, in San Diego?
Let’s take the aforementioned concept of creating a compelling vision, one segment at a
time, and apply it to our county being “America’s Finest Region.”
A significant purpose (who we are). In helping people develop a significant purpose,
one thing I’ve learned is that you don’t want it to be complicated. A purpose statement simply
needs to tell everyone involved what business you are in.
Walt Disney started his theme parks with a clear purpose. He said, “We’re in the
happiness business.” That is very different from being in the theme park business. Being in the
happiness business helps cast members (employees) understand their primary role in the
company.
When I coauthored Lead with LUViii with Colleen Barrett, President Emeritus of
Southwest Airlines (whose stock symbol is LUV), I was eager to find out why they were the
only airline that was able to make money year after year in an industry that historically has lost
money. One thing that became very clear was that Southwest has a compelling vision every one
of their employees understands.
When I asked Colleen what business Southwest Airlines was in, she smiled and said,
“Southwest Airlines is in the customer service business—we happen to fly airplanes.” That’s
certainly simple and straightforward. From the president to the frontline employees,
everybody knows that is their purpose. That’s why, year in and year out, they are voted one of
the top customer service providers in any industry.
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A clear purpose tells you the reason for your existence. In other words, it answers the
question “Why?” rather than just explaining what you intend to do. So, what’s the purpose of
the San Diego region? Right now, I don’t think there is a clear sense of what business the
county or the various cities and towns that make it up, are in.
What is San Diego’s picture of the future?
The second aspect of a compelling vision is a picture of the future. What do you want to be
true in the future that is not true today? If you do a great job at what you’re doing, what will
happen? Focus on the end result, not the process of getting there. And your picture of the end
result should not be abstract—it should be a mental image you actually can visualize.
Walt Disney’s picture of the future was expressed in the charge he gave every cast
member: “Keep the same smile on people’s faces when they leave the park as when they
entered.” Disney didn’t care whether a guest was in the park two hours or ten hours. He just
wanted to keep them smiling. After all, they were in the happiness business. Your picture
should focus on the end result, not the process of getting there.
Southwest Airlines’ dream has always been for every American to be able to be with a
friend or a relative in a happy time or a sad time. Everyone should have the freedom to fly—
that’s why they are a low-cost airline. When cofounder Herb Kelleher saw in the 1970s that the
only people who were doing much flying were business people or the wealthy, he decided that
wasn’t right. He asked, “Why can’t everybody have a chance to fly?” and that’s when they
decided they were going to “democratize the skies.” Democratizing the airways is Southwest’s
picture of the future.
So what’s the picture of the future for our region? Where is San Diego County heading?
What will a good job look like? I don’t know that our regional leaders have good answers to any
of these questions.
Do we have any agreed-upon values in our region?
The last component of a compelling vision is having a clear set of operating values. What
will guide our behavior as we move forward? This is critical.
Values provide guidelines for how you should proceed as you pursue your purpose and
the picture of the future. They answer the questions “What do I want to live by?” and “How?”
They need to be clearly described so that you know exactly what behaviors demonstrate that
the value is being lived. Values need to be consistently acted on, or they are only good
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intentions. They need to resonate with the personal values of the members of the organization
so that people truly choose to live by them.
I’m amazed that of all the organizations I’ve worked with or visited around the world,
fewer than ten percent have had a clear set of operating values. Without values, it is a free-forall. Even those organizations that have a set of values often have too many values. It’s hard to
remember eight, ten, or twelve values—much less have them guide your behavior. They may be
framed beautifully and look nice on the wall, but they have little meaning to anyone. So what
you want is a few values—three or four—that people can focus on and live by.
Also, it is sometimes helpful for organizations to rank order their values. Why is that
important? Because sometimes values conflict with each other. If values are not rank ordered,
people can choose any value they like and justify their behavior.
The Disney theme parks have four rank-ordered values: safety, courtesy, the show, and
efficiency. Why is safety the highest-ranked value? Walt Disney knew that if guests were
carried out of one of his parks on a stretcher, they would not have the same smiles on their faces
leaving the park as they had when they entered.
The second-ranked value, courtesy, is all about the friendly attitude you expect at a
Disney park. Why is it important to know that it’s the number-two value? Suppose one of the
Disney cast members is answering a guest question in a friendly, courteous manner, and he
hears a scream that’s not coming from a roller coaster. If that cast member wants to act
according to the park’s rank-ordered values, he will excuse himself as quickly and politely as
possible and race toward the scream. Why? Because the number-one value just called. If the
values were not rank-ordered and the cast member was enjoying the interaction with the guest,
he might say, “They’re always yelling at the park,” and not move in the direction of the scream.
Later, somebody could come to that cast member and say, “You were the closest to the scream.
Why didn’t you move?” The response could be, “I was dealing with our courtesy value.” Life is
a series of value conflicts. There will be times when you can’t act on two values at the same
time.
Southwest Airlines has four values. Their number one value is safety, which is
understandable given their business. They then have three values they choose not to put into
rank order because they want people to engage in them all every single day: a Warrior Spirit, a
Servant’s Heart, and a Fun-LUVing Attitude.
A Warrior Spirit means that if you have a job, do it. Give it your all. That’s why they can
turn a plane around in twenty minutes—pilots are in the back of the plane picking up trash
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with the flight attendants. Nobody says, “That’s not my job.” They have a job to do and they get
it done. So they have this wonderful Warrior Spirit.
A Servant’s Heart means that their people are there to serve, not to be served. They’re
not going to put a pilot in the air who can’t fly, but they’re also not going to put a pilot in the air
who thinks he or she is a “big deal.”
And the Fun-LUVing Attitude of Southwest employees is legendary—it’s one of the
things that sets them apart from the competition and contributes to their success in the airline
industry. That’s why, if a customer complains about the staff joking around during safety
announcements, rather than getting a free flight coupon, the customer is liable to get a letter
from the president that says, “We’ll miss you!”
What are the operating values that should guide the behavior of our regional leaders in
San Diego? I don’t know of any agreed-upon values. Even if our politicians individually have
good intentions and good values, without big-picture values for our local government, it
becomes a free-for-all. To me, the values that run our region now are driven by the squeaky
wheel—when someone protests, we focus on their values. I think we are in desperate need of a
set of operating values everyone can agree upon that can guide our journey as a region. For a
compelling vision to endure, all three elements—a significant purpose, a picture of the future,
and clear values—are needed to guide behavior on a day-to-day basis. A perfect example of this
is the way Martin Luther King, Jr. outlined his vision and beliefs about equality and freedom in
his “I Have a Dream” speech. By describing a picture of the future where his children “will not
be judged by the color of their skin but by the content of their character,” he created powerful
and specific images arising from the values of brotherhood, respect, and freedom for all—
values that resonate with those of the founding values of the United States. King’s vision
continues to mobilize and guide people beyond his lifetime because it illuminates a significant
purpose, provides a picture of the future, and describes values that resonate with people’s
hopes and dreams.
What are San Diego’s key regional goals?
Once you have a clear and compelling vision, you can establish goals that help people
determine what they should focus on right now. Vision San Diego has the goal of unifying the
San Diego region to serve the public good by inspiring innovative solutions to both existing and
developing community needs. Our dream is that in five years people will be flying into San
Diego, not just for the wonderful vacation destination or the fabulous weather – but to see how
government, business, faith communities and non-profits are all working together to solve
problems.
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If our local leaders had a clear, agreed-upon vision, it would help them set county-wide
goals to focus on. But they shouldn’t try to figure everything out by themselves. That leads me
to the second secret.
The Second Secret: Treat Citizens as Your Business Partners
Assumption: The more that people are “in the know,” the greater their commitment to work
together to help solve problems.
In my work in the business world, one of the things that has bothered me the most is
watching leaders of companies in financial trouble go behind closed doors and make all the
decisions by themselves in an attempt to turn the situation around. It’s amazing to talk to
people in those organizations who didn’t even know there was a problem until major layoffs
were announced. Those people certainly didn’t feel like business partners—they felt like
victims.
A lot of people don’t know that Southwest Airlines is over eighty percent unionized.
When employees were first asked to vote on being union members, they came to cofounder
Herb Kelleher to tell him what was going on. He said, “I love unions as long as they will let you
sit on the same side of the table as me. If they want us to sit on opposite sides of the table, vote
them down.” Union leaders have been present at every leadership meeting I have attended at
Southwest Airlines. That’s quite a different story from other airlines that fight with their unions
or even declare bankruptcy to break union contracts. At Southwest, they are one big family of
business partners.
That’s why I think many citizens in our county don’t trust our politicians—because they
don’t treat the San Diegans as business partners. They don’t share information with us. We
know we’re going through a difficult time but we don’t really know the facts. Local leaders are
sitting around trying to figure out solutions to our regional problems and they haven’t asked us
to help.
My wife Margie and I were recently in Australia visiting a business colleague, Lindsay
Fox, who founded Linfox Transport. When we first met Lindsay in 1977, his company was
doing about $10 or $15 million in annual business. Today, Linfox does over $1 billion annually
just in logistics—not only in Australia but also in countries all over Asia. He’s one of the most
respected businessmen in Australia. Several years ago when Australia was having a big
problem with unemployment, Australia’s then-prime minister asked Lindsay and the head of
the trade union association to take to the road. They visited major cities and towns in Australia
to share the facts about the unemployment problem and to try to convince business owners to
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provide work for unemployed people. This approach helped generate over 60,000 new jobs.
Why? Because they went to the people, shared the information, and asked for help. While
Australia is obviously smaller in population and less complicated than the United States, the
concept works. Lindsay was quoted as saying, “It's incredible what you can do when you
believe you can work through it. This is why it's tremendously important to work with the
government, with friends, and help people.”
Our local leaders need to do the same thing. Be honest with us. Tell the people of San Diego
what the issues are and then go to communities around the county and let us know how we can
help, and listen to our suggestions. I guarantee you that the citizens of this region have lots of
good ideas and are willing to work with our leaders to find solutions for our problems. Our
local leaders should treat our citizens as business partners. To paraphrase Jack Bowsher, “To
protect our way of life and our standard of living, we Americans must become more involved in
seeking the truth about the key issues that are being debated and voted on ………..” That same
thinking can be applied to our citizens and local government issues. Imagine what we could
accomplish together.
Our city and regional leaders need to create a clear, compelling vision for San Diego.
They also need to start treating San Diegans as true business partners. Now let’s look at the
third secret for helping the county solve its problems.
The Third Secret: Invite Every Sector of Society to the Table
Assumption: No problem can withstand the assault of sustained collective thinking and action.
When I talk about sustained collective action, I’m talking about every sector of society
being involved. The strategy to do this is an outgrowth of the thinking that went into Eric
Swanson’s and Sam Williams’ book To Transform a City.iv Sam Williams is co-founder with Mike
Carlisle of Vision San Diego. In their book, Swanson and Williams established that there are
three primary sectors in our society, each having
three domains. They are:

The Public Sector – government,
military, and education

The Private Sector – business,
arts/entertainment, and media

The Social Sector – faith community,
nonprofit organizations, and families
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In the past, when it has come to solving city, county, state, or national problems, the
focus has tended to be on only two of these nine domains—government and business. While
this may be an oversimplification, many people believe that the Democratic party tends to think
the government can solve all the problems while the Republican party tends to think that
business can solve all the problems. That way of thinking has doomed problem solving to
failure because the other seven domains have been on the outside looking in—and some of
them have become our country’s most critical judges.
Take the media, for example. I’ll never forget when I participated in a Young
Presidents’ Organization University program in Singapore in 1984. Prime Minister Lee Kuan
Yew, the leader who transformed that country, spoke to us. He was prophetic when he said: “I
love the United States, but I’m worried about you. I don’t think you are going to get strong
leaders in the future because your press does not understand the difference between freedom of
speech and national integrity.” That was almost thirty years ago. I think if the media were
invited in to be part of our regional problem-solving team, they wouldn’t feel the need to set
themselves up as judge and jury for our leaders and everything the government is doing.
The reality is that all nine domains of society should be involved for real problem
solving to take place.
Bounded Set thinking vs. Centered Set thinking
When Eric Swanson and Sam Williams were working on their
book To Transform a City, they came across a very interesting philosophy
about problem-solving relationships. Paul Hiebert from Fuller Seminary
discovered in the 1970s that when people come together to solve a
problem, they often have a “closed circle” philosophy, or what he called
a Bounded Set. A bounded-set thinker asks the question, “Do you believe
like I believe?” This becomes a divisive question because it separates
those who are in from those who are out, limiting people who are allowed to work on the
problem to those who sign off on an agreed-upon belief. Whether it’s political, religious, or
some other type of personal conviction—unless you believe what we believe, you can’t work on
the problem. This philosophy doesn’t work because it is exclusive, not inclusive. The weedingout process continues, the circle keeps getting smaller, and the problem doesn’t get solved.
A more productive way to look at problem-solving relationships is
an open philosophy Hiebert referred to as a Centered Set. A centered set has
no boundary that defines who is in and who is out. The question that
determines if you are part of the problem-solving group is, simply, “Do you
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care about what I care about?” This philosophy works because it is inclusive of all belief
systems and focuses on the matter at hand: Are you concerned about the problem we want to
focus on?
How would this work in San Diego County? It would be the job of the mayors, the city
councils, and other local leaders to first identify the key problem areas that need to be focused
on to help keep the region prosperous and safe. Next, they would select key people from each
of the nine domains, whether inside or outside their own ranks, who care about each of the
areas selected. Each of these groups would work with other citizens to develop strategies to
solve each of the key problems or concern issues going forward.
The people working together could have all different kinds of personal convictions
about things as long as they were all passionate about the key problem area they were working
together on—whether it be the economy, unemployment, affordable housing, balancing the
budget, improving the educational system, or another important issue.
Identifying leaders from each of the domains to work on each problem highlights the
fact that no one segment of the population can solve all of San Diego County’s problems. In fact, one of
my favorite sayings is “None of us is as smart as all of us.”
A perfect example of someone who lived and breathed this philosophy was William
Wilberforce, who helped stop slavery in England. It took twenty years. He traveled the country
on horseback and got to know key leaders from all of the different domains. He didn’t care
what they believed politically, religiously, or economically—we can argue about that on
Saturday. All he asked the leaders was whether they agreed with him that slavery was wrong.
If they agreed, he would help them determine how they could influence important people
within their segment of society and get them on the “stop slavery” bandwagon. This led to a
number of people from diverse backgrounds coming together to put an end to slave trading and
ultimately abolish slavery in their country altogether.
This is the type of process our county and city government leaders need to put into
action to deal with today’s pressing issues. Right now, the San Diego region seems to be
dominated by the bounded-set philosophy, where “you have to believe what I believe” to even
begin to work together on a problem, let alone agree on a solution. The only way to get
anywhere is through compromise. That’s why, in future regional political campaigns, I would
like to eliminate the concept of “debates.” Instead, we should have “problem solving sessions,”
perhaps with one focusing on the economy, another on health care, another on education, and
maybe another on the debt. Each candidate would indicate what they thought the problem was
in that area and then suggest their solution. After each candidate had presented, their job would
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be to have a discussion about the commonalities in their two approaches. By the end of the
problem solving session, they would come up with a potential compromise solution that
whoever was elected could present to the various city councils and all segments of our region.
What makes this third secret for impacting San Diego County so powerful is that it
focuses on sustained collective action.
Now let’s look at the fourth and final secret for helping San Diego County become
“America’s Finest Region.” This secret will encompass and bring to life the first three secrets.
The Fourth Secret: Elect Servant Leaders
Assumption: The more that our leaders agree to serve and not be served, the better chance we
have to mend what’s wrong with our city.
The world is in desperate need of a different leadership role model. Everyone has seen
the negative effects of self-serving leaders in every segment of our society. In fact, to a great
extent, the whole economic downturn has been the result of self-serving leaders through the
years who thought all the money, recognition, power, and status should move up the hierarchy
in their direction, and everyone else be damned.
Yet, when I mention servant leadership to people, they often think it means the inmates
are running the prison, or trying to please everybody, or even some type of religious
movement. They think you can’t lead and serve at the same time. Yet you can, if you
understand that there are two parts to servant leadership:

A visionary, or strategic, role—the leadership aspect of servant leadership

An implementation, or operational, role—the servant aspect of servant leadership
The first secret for helping the leaders of San Diego County—having a compelling
vision—was focused on the visionary/strategic, or leadership, aspect of servant leadership.
Once an organization has a compelling vision, they can set goals and define strategic initiatives
that suggest what people should be focusing on right now. With a compelling vision, these
goals and strategic initiatives take on more meaning and therefore are not seen as a threat, but
as part of the bigger picture.
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Visionary/Strategic Leadership
The traditional hierarchical pyramid is effective for the leadership aspect of servant
leadership. People look to their organizational leaders for direction, as San Diegans look to our
county leaders. While these leaders should partner with and involve citizens in shaping
vision/direction, goals, and strategic imperatives, the ultimate responsibility remains with the
leaders themselves and cannot be delegated to others.
Implementation/operational leadership, or the servant aspect of servant leadership—
living according to the vision and direction—is where most leaders and organizations get into
trouble. With self-serving leaders at the helm, the traditional hierarchical pyramid is kept alive
and well, leaving the customers—or, in terms of the government, the citizens—uncared for at
the bottom of the hierarchy. All the energy in the organization moves up the hierarchy as
people try to please and be responsive to their bosses, leaving the customer contact people to be
“ducks,” “quacking” and saying things like, “It’s our policy,” “I just work here,” “I didn’t make
the rules,” or “Do you want to talk to my supervisor?”
The problem with applying traditional hierarchy to the implementation aspect of
leadership is that it plays to the ego of top managers. This is another reason to eliminate the
concept of debates in our elections. Debates force our potential leaders to be “I” oriented. They
have to brag about all the things “I” have done and focus the blame for anything that might
have gone wrong on others. This is consistent with what Jim Collins argued in his book Good to
Great.v He suggested that not-so-great leaders, when things go well, look in the mirror and
pound themselves in the chest and take all the credit. When things go poorly, they look out the
window to find someone to blame. However, great leaders who are servants, when things go
well, look out the window to give others credit. When things go wrong, they look in the mirror
and ask themselves, “What could I have done differently?” They are willing to take
responsibility when things do not go as planned.
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Servant leaders feel that when it comes to the implementation, or servant, aspect of
leadership, their role is to partner with people and help them achieve their goals. They
intuitively know that effective implementation requires turning the hierarchical pyramid upside
down so the customer contact people are at the top of the organization and can be responsible—
able to respond and soar like eagles—while leaders serve and are responsive to the needs of their
people, helping them to accomplish goals and live according to the vision/direction, goals, and
strategic imperatives of the organization. Now who ultimately is at the top of the pyramid—in
terms of the government? Its citizens.
Implementation/Operational Leadership
Since the customer contact people are “in the know,” they see themselves as your
responsible business partners and, therefore, are committed to not only serving
customers/citizens but to solving problems. This is what the second and third secrets of fixing
San Diego are all about: We must treat our citizens as our business partners and involve all
segments of society to solve our problems.
Is there such a thing as servant leadership in government?
I realize that what I have been saying about creating a servant leadership culture in city
and county governments is not easy to sell. To a lot of people, it sounds like “soft
management.”
When I am confronted by these kinds of concerns, I love to tell about an experience I had
a number years ago at a regional branch of the Department of Motor Vehicles (DMV).
When you mention the DMV, most people would say it’s a government bureaucracy
that often treats them as a number instead of a human being. I felt the same way at the time—
but like we all do every few years, I had to go there in person to renew my driver’s license. I
hadn’t been to the DMV in years and headed to the office with low expectations. In fact, I asked
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my assistant to schedule three hours for my visit. That’s how long it normally takes them to
beat me up.
I knew immediately something had changed when I walked in the front door and was
greeted by a smiling woman. “Welcome to the Department of Motor Vehicles! Do you speak
English or Spanish?”
“English,” I replied.
She pointed to a nearby counter and said, “Right over there.”
The guy behind the counter cheerfully said, “Welcome to the Department of Motor
Vehicles! How may I help you today?” It took me only nine minutes to get my replacement
license, including having my picture taken. I asked the woman who took my picture, “What are
you all smoking here? This isn’t the same old DMV I used to know and love.”
She asked, “Haven’t you met our new director?”and pointed to a man sitting at a desk
right in the middle of everything—no private office for him. I walked over to him, introduced
myself, and asked, “What’s your job as the director of this branch of the DMV?” The man gave
me the best definition of management I had ever heard:
“My job is to reorganize the department on a moment-to-moment basis, depending on
citizen (customer) need.”
The director obviously had a compelling vision for his department. The point of their
business was to serve the needs of their customers, and to serve them well. What did this
director do? I learned that he cheered everybody on—that’s why he was out in the middle of the
action. He also cross-trained everyone in every job—that way, if a flood of citizens came in
suddenly, they would be able to provide the service that was needed. And no one went to lunch
between 11:30 and 2:00, because that was the busiest time of day for customers to come in.
This director created a motivating environment for his people. His team members were
really committed. Even employees I recognized from past visits—who at the time had seemed
stiff and jaded—were now excited about serving.
When leaders are servants first and leaders second, they make a positive difference in
everyone around them. Would you like to work for this kind of leader? You’d better believe it.
Why? Because he’s a servant leader who treats his people as his business partners in
implementing the service vision and solving problems.
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If this philosophy can impact a government agency like the DMV, why can’t it impact
our city and county governments?
To me, what’s needed are regional leaders in San Diego who believe we should:

Have a Compelling Vision: If people don’t have a larger purpose to serve, the only
thing they have to serve is themselves.

Treat Citizens as Business Partners: People who are well informed have a greater
commitment to help solve problems.

Involve Every Sector of Society: No problem can withstand the assault of sustained
collective thinking and action.

Elect Servant Leaders: The more regional leaders we have in San Diego who realize
that their job is to serve, not to be served, the better chance we have of breaking our
political deadlock and maintaining our reputable standing our country.
San Diego is a great region and I feel blessed every day to be able to live here. Let’s
encourage our leaders to do what they need to do to keep the county moving in the right
direction so it can really be “America’s Finest Region.”
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i
Jack Bowsher; Educating Voters for Rebuilding America: National Goals and Balanced Budget in This
Decade (Bloomington, Indiana: iUniverse, 2011)
ii
Ken Blanchard and Jesse Stoner, Full Steam Ahead! Unleash the Power of Vision in Your Company
and Your Life (San Francisco: Berrett-Koehler, 2003)
iii
Ken Blanchard and Colleen Barrett, Lead with LUV: A Different Way to Create Real Success
(Upper Saddle River, New Jersey: FT Press, 2010)
iv
Eric Swanson and Sam Williams, To Transform a City (Grand Rapids, Michigan: Zondervan,
2010)
v
Jim Collins, Good to Great: Why Some Companies Make the Leap—And Others Don’t (New York:
Harper Collins, 2001)
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