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It takes a lot to be a "leadership guru", at least one that is endorsed by Global Gurus International. The UK-based speakers' bureau independently analyses the credentials of thousands of business people, consultants, academics and thought leaders from around the world to come up with an annual Top Ten list of the most creative and influential. Ken Blanchard makes a regular appearance each year; currently ranked number seven in the world.
In the beginning
Blanchard didn't set out to be a "guru". His heart was originally set on a career in academia and education administration; and he took on a number of roles at US universities in his early post-graduation days. Armed with a degree in government and philosophy, he naturally gravitated toward the management departments of Cornell and Colgate Universities.
But while the administration tasks didn't prove to be his key skill area, he did become known for developing original and creative ideas in the business management sphere. In the late 1960s, Blanchard co-authored Management of Organisational Behaviour, which went on to become a popular, simple toolkit for managers of large organisations - taking in both leadership styles and the development levels of staff.
Blanchard's first international success was The One Minute Manager: The Quickest Way to Increase Your Own Prosperity. This well-known 1982 book paved the way for his career in thought leadership, speaking; and business mentoring. Now, close to his 70th birthday, Blanchard can boast 55 published books, written alongside 50 co-authors. "I have so much fun working with other people and learning from them," he says.
A way out
Perhaps unsurprisingly, Blanchard has some candid views on the current economic malaise. He also offers a prescription for organisations looking to survive - or even thrive - during the downturn.
Managers play a vital role, he says, adding that there are three important things they need to offer their organisations and staff during difficult times. The first, and most important, is 'hope'. If workers do not get a sense of future from their bosses, their morale and productivity will drop, creating a downward spiral toward business failure.
Secondly, managers need to engage their entire organisations in the search for workable solutions. "I think in too many organisations, top managers get behind closed doors and say 'what are we going to do?' and 'who shall we let go?' and all these kind of things," Blanchard warns. "They don't ever involve their people in it." By engaging staff and being up-front about the challenges faced, organisations can leverage on all of their creativity and loyalty to come up with solutions.
The third facet goes to the heart of Blanchard's basic leadership philosophy. It is the idea that leaders should be servants of their organisations and staff; facilitating their work and guiding them toward set goals and values. "Great leaders serve," he says. "It's a business philosophy but also a way of life."
"Servant leaders" do what they do for the benefit of their staff and organisation. Blanchard says there are several things involved: Good servant eaders will foresee, shape and inspire the future of their organisations, engage and develop their talent, value both people and results; and embody the values they want their organisation to reflect. "Philosophically, they turn the pyramid upside down," he says. "They empower people to make decisions."
Asked for an example of servant leadership in action, Blanchard points to the Ritz-Carlton Hotel chain. He recalls one hotel which gave employees access to their own discretionary funds - up to US$2000 a year - to solve one-off customer service problems. Blanchard experienced this first-hand when he left a laptop - with the only copy of his speaking slides - after checking out.
The hotel clerk was able to quickly courier the computer across the US before his upcoming speaking engagement. That employee's boss had taken the time to empower her, which meant there were no delays in putting the plan into action. For a small amount of money, the hotel left a lasting impression on an important guest, Blanchard says.
Of course, there are also examples of the opposite. "Self-serving leadership can be a destructive force," Blanchard says. He cites General Motors as a key example where leaders have lost their way - and it's not just the big-ticket managers at fault. "GM is basically two huge hierarchies," he says, referring to the powerful union leadership as well as the corporate executives. The two groups were unable to work together for the good of the entire organisation, before the US Government was forced to step in this year.
Blanchard says a number of Wall Street executives were guilty of similar self-serving leadership in the days before the global financial crisis took hold. "I think a lot of times people take short term risks and do stupid things because it's going to look good to their bottom line," he says. "Unfortunately, Wall Street and other operations like that - they think the only reason to be in business is to make money and make profit."
Walking the talk
Blanchard wouldn't have achieved "guru" status without paying particular heed to his own advice. Fortunately, he, and Margie Blanchard, his wife, provide a living, breathing example of his ideas through The Ken Blanchard Companies, founded by them in 1978.
This has grown from a simple training venture then to a full-service leadership provider today. It offers courses, research, speakers (including both founders) and resources to organisations looking for an edge at their management levels.
But even as it has grown, The Ken Blanchard Companies has stayed true to the philosophy of servant leadership. In some ways, they have pushed the envelope even further. Blanchard holds the title of "Chief Spiritual Officer", a position that allows him to oversee the organisation's strict adherence to its stated corporate values. He says the company strives to represent good business ethics, relationship building, success and a quality learning environment.
Importantly, the values are listed in order or importance, with profits (success) only third in line to ethics and relationships. Blanchard says this protects the long-term interest of the organisation as a whole.
He also heads up the organisation's "Office of the Future", which considers how trends and shifts will impact on the companies and their markets. "This has no responsibility to today," Blanchard says. Instead, one of the key research topics now being undertaken is on generational differences and the ways organisations will need to adapt to changing demographics.
Live in Singapore - one day only
Ken and Margie Blanchard will be special keynote guests in Singapore later this year. The two highly regarded speakers will lead the Employee Engagement and Leadership conference at Suntec International Convention & Exhibition Centre on October 6.
One of the world's most respected leadership "gurus", Ken Blanchard will take participants through an educational and inspirational journey of business success through empowerment and engagement. His presentation, Leading at a Higher Level, will draw on his years of experience and 55 co-authored books to provide a how-to guide for building high-performing organisations.
Dr Margie Blanchard, founder and President of the Ken Blanchard Companies, is a compelling motivational speaker, an accomplished management consultant, trainer, entrepreneur and best-selling author in her own right. While her husband considers the high-end leadership of organisations, she has developed a strong expertise in generational differences.
Her presentation, Engaging All Generations At Work, will share real world insights into today's diverse workforce - and reveal the keys to creating successful multi-generational teams.