10 Truths About Leadership

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Peter A. Luongo. 10 Truths About Leadership

Dedication

Acknowledgments

Foreword

Introduction

CHAPTER ONE. Leaders Care but Never Compromise

CHAPTER TWO. Leaders Know the Value of Good People

CHAPTER THREE. Leaders Inspire Rather than Motivate

Discoveries

CHAPTER FOUR. Leaders Provide Support

CHAPTER FIVE. Leaders Set Specific Expectations

CHAPTER SIX. Leaders Create Leaders, Not Followers

CHAPTER SEVEN. Leaders Provide Honest Feedback

CHAPTER EIGHT. Leaders Breed Trust

CHAPTER NINE. Leaders Foster Commitment

CHAPTER TEN. Leaders Stimulate Loyalty

CHAPTER ELEVEN. Leaders Encourage Self-Acceptance and Acceptance of Others

About the Author

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To the University of Dayton: its scholars, professors, administration, and especially the priests and brothers of the Society of Mary. It was during those formative years as a student that I learned we are ultimately judged by our willingness to make a difference in other peoples’ lives. Upon retirement I’ve returned to this wonderful university, working with numerous groups and boards. It is my hope that I can extend to others the same chance to succeed. It’s a very special time in my life and I’m grateful for the opportunity to give back to such an extraordinary place, and help perpetuate our university’s mission of learn, lead, and serve.

Dan Graham (appearing), eighth president of The Berry Company. His character, commitment, and competitiveness made him special.

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In the yellow page industry, we manage our business by annual schedules and deadlines called campaigns. All customers had to be contacted and all agreements signed. Advertising had to be designed and ready for the printer in accordance with schedules and deadlines. The New York division, which I managed, had just completed the Buffalo campaign. This unit had been in a downward spiral, and as the campaign ended, we hit rock bottom. There were lots of contributing factors. The economy in Buffalo was devastated as the steel industry collapsed. Unemployment reached staggering numbers and we had serious competition from the White Directory Company, which meant that for the first time, advertisers had a choice for how they spent their advertising dollars.

Internally, we were struggling as well. We had lost a number of our salespeople and managers to our competitor, and the usual morale issues that afflict an organization in disarray were mounting. The company we worked for, New York Telephone, was terribly insensitive to the plight of the advertiser as well as our ability to meet unreasonable goals.

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