Saturday, July 18, 2026

The Seventh Key

 

Your Weekly Staff Meeting | John Pearson Associates
Issue No. 353 of Your Weekly Staff Meeting (Dec. 23, 2016) features two books by R. Scott Rodin, a jar of dirt, and some memorable one-liners. And for the record—this is NOT fake news! Also, Merry Christmas! Plus, this reminder: click here to check out my 20 management buckets (core competencies) and watch for my year-end “book-of-the-year” lists.

 

The Worms Win

Near the end of this powerful book, Jack (a company owner, struggling to make life work) asks a key team member an innocent (or so he thought) question: “Good morning, Giselle. How have you been?”

Giselle: “How have I been? What do you mean?”

Jack is perplexed. His mentor (the guy with the keys in this very special novelette, The Seventh Key), has been helping Jack focus (per the subtitle) on “Unlocking the Life God Created You to Live.” Apparently that includes showing interest in the lives of your employees (a Patrick Lencioni theme a few books back).

Giselle is unprepared for the “new” Jack who explains, “I’m just wondering how you are. Is that so strange?”

Giselle: “Yes, actually, it is. Let’s just say I’ve been here now, what, almost eleven years? And I’m pretty sure this is the first time you’ve started one of our meetings by asking how I am. So yes, it’s a little strange…no, actually, it’s a lot strange. So, Jack, what’s this all about?”

Prolific author R. Scott Rodin creatively and colorfully tells a story of what it’s all about—and by the end, you’ve watched a transformation, with more to come. I won’t spoil the story, but I’ll give you three reasons to read and share this book.

Read-This-Book-Reason #1: The storytelling is superb. In a meeting with Rodin earlier this month, I thanked him for the memorable people, places, and things that populate his story. Unforgettable, really. He shared a word with me, “iconography,” that describes his approach. (OK, I looked it up! “1) the visual images and symbols used in a work of art or the study or interpretation of these; 2) a collection of illustrations or portraits.”) 

If you teach or preach, or tell stories—you’ll be a more effective communicator after reading The Seventh Key. Two months after reading the book, I can still remember the geography, the actions of the characters, and the physical objects—like a jar of dirt! Honest—a jar of dirt, with this explanatory line: 
“In the end, no matter how rich or successful,
no matter how poor or broke we are, the worms win.”

Read-This-Book-Reason #2: It’s the perfect third book in the trilogy. If you’ve read Rodin’s first two novelettes, you’ll appreciate The Seventh Key even more. The first two, with a focus on stewardship and generosity, remind me of Ben Patterson’s stinger, “There is no such thing as being right with God and wrong with your money.”

This third-in-the-series brings you back to the beginning—how to really be right with God. The first two in the trilogy are also must-reads:
   The Third Conversion (read my review here)
   The Million-Dollar Dime (read my review here)

And like all the books I recommend (last-minute-Christmas-gift-alert!), they complement other recommended resources, such as the memorable books from Trueface, including The Cure, Bo’s Café, On My Worst Day, and their latest, The Cure and Parents.

Read-This-Book-Reason #3: The lexicon. The best books deliver word pictures and, often, one-liners for your personal worldview lexicon. Examples:

[  ] Admiring Jack’s corner office filled with travel awards, memorabilia, and knickknacks, his mentor notes: “Yeah, we all have them. To me, they’re like a trail of fancy breadcrumbs reminding me where I’ve come from and some of the important moments along the way. My problem is making sure my breadcrumbs don’t become gold stars.

[  ] Jack recalling a defining moment: “…standing over that pool table and having Barry paint the picture of life as paddling a raft instead of standing over a pool table trying to control everything. The idea of listening to the guide and doing whatever he tells you, that changed everything. Even today at work, I found myself asking, ‘Am I holding a pool cue or a paddle here?’

[  ] And on unlocking the shackles of misplaced identity: “…as a man of God and follower of Christ, I was not supposed to be the caretaker of my own reputation.”

Whew! There’s much, much more—but you’ll want to read this book. And…I know. I know. I’ve recommended dozens of books in 2016, and here’s one more you’ll appreciate and share.

To order from Amazon, click on the title for The Seventh Key: Unlocking the Life God Created You to Live (A Novelette), by R. Scott Rodin.



Your Weekly Staff Meeting Questions:
1) 
Jack’s mentor, Barry, admits: “I have to fight the temptation to define myself by what I do.” Is that a temptation for you? Does our organization contribute to that?
2) Author Scott Rodin is real—and doesn’t slough off the hard issues, like Jack’s question about loving others and “…what do you do about the jerks?” Does the life God created you to live include an appropriate response to jerks?


“No One Resource Can Meet All the Needs of Every Leader”
Insights from Mastering the Management Buckets 

The Book Bucket, Chapter 5, in Mastering the Management Buckets, admonishes all of us that “we don’t just talk about books—we actually read them!” 

In the introduction to another little Scott Rodin gem, Steward Leader Meditations, author Richard Kriegbaum reminds us of “…the challenging reality that leadership is a complex field and no one resource can meet all the needs of every leader in every situation.”

Rodin’s Steward Leader Meditations: Fifty Devotions for the Leadership Journey can be used at your next 50 staff meetings. (Sorry…and yes…if you live long enough, you’ll be in at least 50 more staff meetings.) Each meditation includes five segments: scripture, key thought, teaching, action, and prayer. Each is short, but all are deep and wide.

For more resources from the Book Bucket, visit this webpage

NOTICE! Effective Oct. 1, 2025, all 657 eNews issues, previously archived on Typepad.com are slowly (!) being moved to this blogsite.

 

MORE STUFF!

ECFA BLOG
 on “Governance of Christ-centered Organizations” – Add your thoughts and comments to John Pearson’s recent blog, "Are You More Like the Queen or the Valet?" from the Netflix series, "The Crown."

Friday, July 17, 2026

Outrageous

 

Your Weekly Staff Meeting | John Pearson Associates
Issue No. 351 of Your Weekly Staff Meeting (Oct. 27, 2016) features a definite “Top-10” book for 2016—with 24 hilarious and poignant true stories. Guarantee: you will repeatedly reference this book at work, at home, and with your friends.  And this reminder: click here to check out my 20 management buckets (core competencies).



With Apologies to Miss Piggy

If you need a break from U.S. politics (and who doesn’t?), I can help.

Actually, Aaron Tredway can help with his hot-off-the-press book (Oct. 18), Outrageous: Awake to the Unexpected Adventures of Everyday Faith.

Tredway is vice president of global advancement for Ambassadors Football and has played and coached professional soccer on six continents.

Oh, my. Pick a chapter—any chapter—and you’re hooked! You can’t put this book down because maybe you’ll read that the next amazing race that is Aaron’s life will be his last. Yikes! Trust me—just read “Sleep in the Middle,” or “Son of the King,” or “Jeśus Calling” (my favorite)—and you’ll celebrate God’s outrageous adventures for all of us. And along the way, you’ll do an important gut-check on your own walk (or race) with God.

Some speakers inspire. Some writers inspire. Few can switch-hit with the same results. Aaron Tredway can and does in 24 short chapters of outrageous adventures around the world. 

Honest—I read half of these page-turning stories to my wife, Joanne, and we both agreed—Outrageous is the perfect book for family, friends, colleagues, and clients. Whew! Aaron’s heart for God and every soul on the planet shines through. Outrageous touched my heart. 

Here are seven teasers: 

#1. GROW UP! Know someone who has plateaued spiritually…maybe can’t even spell the word? You’ve tried everything: coaching, training, threats, affirmation—yet nothin’ works? Read Tredway’s introduction and Chapter 1, “I’m In,” to discern what prompted Aaron to move from a focus on self to a focus on the outrageous opportunities in these page-turning true accounts.

He writes, “Jesus talked about how faith can move mountains, but maybe what you move isn’t as important as your willingness to move, and your belief that Jesus is able to take your ordinary life and use it to accomplish extraordinary things.”

#2. LOOK UP! Do you tilt toward anonymity—head down, To-Do list imperatives, yet perhaps miss the people God has put in your path? Look up and read Chapter 6, “Ben’s Bunnies,” (hilarious!) and don’t miss Tredway’s quote from Os Guinness (the great-great-great-grandson of the brewer): 
“Our problem is not that we aren’t where we should be,
but that we aren’t what we should be where we are.”

#3. SHUT UP! Ever wondered where you'd land if you said an unequivocal "Yes!" to Jesus' call? How about Chile? That's where his colleague, David, landed after 25 years at Microsoft, where he was the chief storyteller.  When the president of Microsoft heard David was leaving to lead Ambassadors Football in Chile, "he told David's boss to make a better counteroffer than whoever was attempting to recruit him.”

The response from David’s boss, “You don't understand who we are competing against!”

#4. SPEAK UP! Bummed out that you don't get the respect you deserve? Read Chapter 9, "Annual Meeting," when Aaron, a fresh-faced 22-year-old, found himself in Nigeria speaking to a crowd of one million people (not a typo). The invite came from none other than an African spiritual leader with a very wide business card, "General Overseer and Prophet of the World."

#5. BACK UP! And speaking of bums, don't miss Chapter 12, "Backside Philosophy," with this bottom line insight from a soccer buddy in Zambia: "Aaron, I've decided if Jesus can use your butt to make himself known, he can use just about anything!"

#6. SIGN UP! The mark of great leaders and managers is the ability to spot and recruit great talent. In Sierra Leone, Tredway joined a pick-up soccer game behind a dump and met 18-year-old Bang-Bang. Impressed with the young man's soccer skills, Aaron signed Bang-Bang, on-the-spot, to a professional contract with the Cleveland City Stars (the “contract” was written on a crumpled Kentucky Fried Chicken napkin awaiting history in the dirt).

Did I mention Aaron and friends launched a pro soccer club from scratch? Read Chapter 5 to learn more about their mascot, a crocodile, and their best player, a Nigerian named “Harry Toe.”

Chapter 14, "Playing Behind the Dump," is a don't-miss outrageous chapter. Outrageous? Imagine if you lived your life awake to everyday adventures of God’s Plan A! Imagine the lives you would touch. 

Plan B: You snooze, you lose. But, sadly, others lose too.

#7. JUMP UP! Tredway admits that the pinnacle of his basketball career was in eighth grade. So through a series of miscommunications and missteps, Chapter 15, “T-NBA,” records the eyebrow-raising account of Aaron’s professional basketball career debut as the only American on the Tajikistan National Basketball Association team. (It’s scary hilarious!)

Explaining he was a soccer player, not a basketball player, Tredway resisted the opportunity at first. But his new and persuasive 6’ 10” friend, Boris, insisted: “You’re American; everyone is good basketball player in America!”

So in his first and only game in the T-NBA, Tredway was instructed to guard “the biggest and hairiest player on the opposing team. The man looked like the love child of Rocky Balboa’s Russian nemesis Ivan Drago and Miss Piggy from the Muppets. (No offense meant to Miss Piggy.)”

Aaron adds, “As it turned out, I also got paid to play in that basketball game. The payment? One live goat. Apparently that made me one of the highest paid players in the league!”

So...WAKE UP...and read this book!

To order from Amazon, click on the title for Outrageous: Awake to the Unexpected Adventures of Everyday Faith, by Aaron Tredway. 



Your Weekly Staff Meeting Questions:
1) 
Every chapter ends with a soul-arresting confession, like this from Chapter 6, “…and that’s why I want to awake to the opportunities around me every day.” So in the last 30 days, how many days have you been awake to unexpected adventures of everyday faith?
2)    What’s the most “outrageous” faith adventure you’ve ever experienced? Are you available for more adventures with greater frequency?



Knock-Your-Socks-Off Spontaneity!
Insights from Mastering the Management Buckets: 20 Critical Competencies for Leading Your Business or Nonprofit

The Hoopla! Bucket, Chapter 10, in Mastering the Management Buckets, highlights this core competency:

“We harness the power of hoopla! for celebration, recreation, intentional food and fellowship gatherings, and just plain fun. We thrive on knock-your-socks-off spontaneity. We believe hoopla! honors God. We budget funds for hoopla! to mitigate workplace stress and most importantly, to show our team members how much they are loved and appreciated!”

Hoopla! Idea: A week before this event, give each of your team members a copy of Outrageous: Awake to the Unexpected Adventures of Everyday Faith. Then host an “Outrageous Lunch” event and ask each person to share their favorite chapter (and personal application) from the 24 amazing true stories.

For more ideas, visit the Hoopla! Bucket webpage. 

NOTICE! Effective Oct. 1, 2025, all 657 eNews issues, previously archived on Typepad.com are slowly (!) being moved to a new website here. New book reviews will also be archived at John Pearson’s Buckets Blog. Or, click here for John’s recent book reviews on Amazon.

 



MORE STUFF!

• BLOG:
Pails in Comparison

• SUBSCRIBE: Your Weekly Staff Meeting eNews
• JOHN'S BOOK REVIEWS: on Amazon 
• WEBSITE: Management Buckets
• BLOG: Governance of Christ-Centered Organizations
• PODCAST: John Pearson's Buckets Podcast

 


ECFA BLOG on “Governance of Christ-centered Organizations” – Add your thoughts and comments to John Pearson’s recent blog, "Peter Drucker on Outside vs. Inside Results."

Thursday, July 16, 2026

The Time of Our Lives

 

Your Weekly Staff Meeting | John Pearson Associates
Issue No. 350 of Your Weekly Staff Meeting (Sept. 11, 2016) features one of my favorite columnists. Peggy Noonan’s Wall Street Journal columns touch your head, your heart, and your funny bone (though her word would be wittier). Example: She says we get our news at what we still call the water cooler “and mean as the line at Starbucks.” And this reminder: click here to check out my 20 management buckets (core competencies).


Photo by Jason Pearson on 9/11

Poignant Peggy Noonan

Just 350 issues ago, on Aug. 28, 2006, I launched this crazy idea of a book review and a bucket commentary in each issue of Your Weekly Staff Meeting. Thanks for being a reader.

Thus, weighted with the responsibility (one of my top strengths) to make this a truly commemorative issue—I took 10 months to read a truly remarkable book. (I know. I say that about most of these books.) 

With dark roast coffee fumes satisfying my Saturday mornings, I frequently begin the day with Peggy Noonan’s weekly column in The Wall Street Journal. She rarely disappoints. While she was an acclaimed speechwriter for Ronald Reagan, she’s writes with an old-style reporter’s honesty and balance about all things that matter in our nation and on our globe—including what matters now about September 11.

It’s been 15 years, this morning, since we experienced those sad, jarring images of 9/11. (More on that in a minute.) Not surprisingly, Peggy Noonan’s thoughts on 9/11 are poignantly integrated into this amazing collection of the 82 columns and reports she selected for this book. (She started with three piles: the yes pile, the no pile, and the maybe pile. She re-read every column she’d written. Whew.)

Over these past 10 months, The Time of Our Lives has become the plumb line for my political worldviews. Noonan writes with integrity, care, richness, and wisdom. Her wordcraft—exquisite! Two examples from the 44-page introduction (don’t skip this—it’s memorable):

“I think columnists—probably all writers but certainly columnists—are like baseball players in that they have good seasons and bad. They have hot streaks where they can’t not hit the ball. They have cold streaks: whiff, whiff, whiff. But baseball players know they’re in a streak when it’s happening, because of the stats. Writers only know in retrospect.”

“There are writers who believe their impenetrability and lack of liveliness is proof of their gravity. ‘I’m boring because I’m serious.’ No, you’re boring because you’re boring. If you were serious you’d be interesting.”

Noonan’s arresting choice of words require pen-in-hand underlining:

Commenting on the “over the top” ending of a president’s Inauguration Day speech: “It is the kind of sentence that makes you wonder if this White House did not, in the preparation period, have a case of what I have called in the past ‘mission inebriation.’”  Then she adds, “The most moving speeches summon us to the cause of what is actually possible. Perfection in the life of man on earth is not.”

In the five-column section on “People I Miss” (Tim Russert, Joan Rivers, and others), she contrasts Margaret Thatcher’s farewell to a U.S. version: “No funeral of an American leader would ever be like that: The dead American would be the star, with God in the position of yet another mourner who’d miss his leadership.”

If I were a pastor, next Sunday I’d read her April 2011 column, “What the World Sees in America.” That’s it. Then this congregational assignment: Listen. Discuss with three people sitting near you. Pray. Then exit and do something today. Noonan’s poignant point: “Remember during the riots of the 1960s when they said, ‘the whole world is watching?’ Well, now the whole world really is.” She adds, “The whole world [visitors to the U.S. and those on the web overseas] is in the Hilton, channel-surfing. The whole world is on the train, in the airport, judging what it sees and likely, in some serious ways, finding us wanting.”

The chapters—neatly packed into 15 sections—are dressed in irresistible titles with potent phrasing you’ll borrow:

• The Nightmare and the Dreams: How has September 11 affected our unconscious? She said that Sidney Poitier in Guess Who’s Coming to Dinner “had a lovely kind of sweet intelligence.”

• Snow Day. “It wasn’t obnoxious, just comic, a pure moment of the inevitable solipsism of a modern mayor in the media age.” That was Noonan’s line about watching NYC’s Mayor Michael Bloomberg use the occasion of his first big snowstorm as his “first big test.” Noonan: “We thought this was about the storm—we forgot it’s about you!” (“Solipsism” will now be making regular appearances in coming issues.)

• Miracle on Fulton Street (Dec. 14, 2001). Noonan writes 93 days after 9/11: “My friends, this is the kind of column I used to do now and then before the world changed.” Oh, my. You will read this chapter to your loved ones. Being a 3-ring binder guy, this also caught my eye:

“When the Towers tumbled, it created a reverse vacuum and papers were sucked up into the gathering cloud and dispersed all over downtown, the rivers, Brooklyn and Queens. But the binders the papers were in—the legal binders, the metal rings inside them—they didn’t survive.”

She mentions a telephone repairman. “He had been working on a telephone pole in Queens. He heard the explosions, the lines went down on him and everyone else. A piece of paper fluttered down and he caught it. It was a business card. A few days later he called the number on the card and asked for the name. A young woman answered. Yes, she said, she was alive, she had made it out of the building. No, she didn’t know her business cards had made it to Queens.” Noonan then adds (her wit fills the book), “Hollywood: Use this. In your version they fall in love.”

• What I Told the Bishops. “I quoted this dialogue [from The Passion of the Christ] to the bishops and the cardinal. And when I said the words Christ spoke in the film my voice broke, and I couldn’t continue speaking. I was embarrassed by this, but at the same time I thought, Well, OK.”

• Old Jersey Real: The greatness of The Sopranos. Noting the “masterpiece” final episode, she paints this picture: “The drama of Tony, the great post-9/11 drama of him, is that he is trying to hold on in a world he thinks is breaking to pieces.” Then this: “His bluster, his desperate desire to re-create order with the rough tools of his disordered heart and brain, are comic, poignant, ridiculous, human.”

Oh, dear—this is way too long. No space left to talk about Reagan as artist: “And the thing about artists is they try to see the picture whole.” Just a few more:
   • Reflecting on 9/11 after hearing Os Guinness speak, Noonan writes, “So: The firemen were rough repositories of grace.”
   • December 2005 column: “What Does It Mean That Your First Act on Entering a Country Is Breaking Its Law?”
   • November 2014 column: “The Loneliest President Since Nixon”
   • On Iraq: “When you have been catastrophically wrong, you have to bring a certain humility to the table.”
   • June 2014: “Pundits and pollsters have been talking about a quickening of the populist spirit, and the possibility of a populist rise, for at least a quarter century. But they’re doing it more often now.”
   • Flight 93: “No one said anything unneeded, extraneous or small. Crisis is a great editor.”

So…on this sad day, 15 years since Sept. 11, 2001, let me share an equally poignant link to some thoughts written by my son, Jason, who at 6:50 a.m. EDT on 9/11, stepped off a red-eye flight at JFK in New York. He remembers, “Not long after, I was standing in Manhattan at the corner of Franklin and West Broadway, just 12 blocks away from the on-fire World Trade Center.”

[2026 note]: To read Jason Pearson’s journal from 9/11: “Where Is God in This Tragedy? He Is Very Present in the Lives of His People,” and Jason’s photos from that day, see pages 151-155 in Mastering Mistake-Making.

Be safe!

To order from Amazon, click on the title for The Time of Our Lives, by Peggy Noonan. 



Your Weekly Staff Meeting Questions:
1) 
Where were you on 9/11?
2)  What Bible verse comforts you when you experience dark or sad days? What person is your trusted “plumb line” for informing your worldview?

NOTICE! Effective Oct. 1, 2025, all 657 eNews issues, previously archived on Typepad.com are slowly (!) being moved to a new website here. New book reviews will also be archived at John Pearson’s Buckets Blog. Or, click here for John’s recent book reviews on Amazon.



Read Viewpoints That Challenge Your Worldview
Insights from Mastering the Management Buckets: 20 Critical Competencies for Leading Your Business or Nonprofit

The Book Bucket, Chapter 5, in Mastering the Management Buckets, highlights this core competency:

“We believe leaders are readers! We create a culture that embraces a healthy appetite for leadership and management books, journals, articles and audio resources. We mentor team members with thoughtfully selected titles and chapters to help them leverage their strengths, grow in their faith and serve others with passion. We don’t just talk about books—we actually read them!”

Over the last 10 years of this eNews, I’ve tried to balance my infrequent political book reviews with a range of interesting specimens. Check them out!
• The Prince of Darkness: 50 Years Reporting in Washington, by Robert D. Novak (662 pages)
• The Prince, by Niccolo Machiavelli (translated by Peter Constantine)
• Life’s a Campaign: What Politics Has Taught Me About Friendship, Rivalry, Reputation and Success, by Chris Matthews
• Barack, Inc. – Winning Business Lessons of the Obama Campaign, by Barry Libert and Rick Faulk
• Eisenhower 1956: The President’s Year of Crisis—Suez and the Brink of War, by David A. Nichols.
• The Presidents Club: Inside the World’s Most Exclusive Fraternity, by Nancy Gibbs and Michael Duff
• Churchill, by Paul Johnson

Visit the Book Bucket webpage for more resources, including a template for creating your own Top-100 books list.
 

MORE RESOURCES

ECFA BLOG on “Governance of Christ-centered Organizations” – Add your thoughts and comments to John Pearson’s recent blog"4 Tips When Board Members Dip Into Operational Areas."

Wednesday, July 15, 2026

Team of Teams




Issue No. 345 of Your Weekly Staff Meeting (June 28, 2016) notes that when
he faced Al Qaeda in Iraq, Gen. Stanley McChrystal quickly discerned that
“efficiency was no longer enough” against the “networked mayhem of the
21st century.” And this reminder: click here to check out my 
20 management buckets. And listen to this "explainer" video.




Maps to Whiteboards: The 21st Century Metaphor 

“When musician Dave Carroll's guitar was broken by United Airlines baggage handlers, he spent
nine months navigating the company's telephone-directory maze of customer service representatives
to no avail, so he wrote a song called ‘United Breaks Guitars’ and posted the video on YouTube. 

“Within one day the video had racked up 150,000 hits and Carroll received a phone call from an
abashed director of customer solutions at United. Within three days the video had more than a million
hits and United's stock price fell 10 percent, costing shareholders $180 million in value—600,000
times the value of the guitar." 

Within a week, the song peaked as the number one download on iTunes, and the company made a
public show of donating $3,000 (the cost of a new guitar) to the Thelonious Monk Institute of Jazz at
Carroll’s request (the makers of his broken instrument, Taylor Guitars, sent him two for free after
watching his video).

Click here to watch the entertaining 4-minute video, "United Breaks Guitars."


Gen. Stanley McChrystal, U.S. Army, Retired, shares this story on page 63 of his
amazing/terrifying/trend-bending book,
Team of Teams: New Rules of Engagement for a Complex World

Amazing…because the airline customer service debacle is just one of dozens and dozens of
memorable stories that you’ll talk about with your team for months and years to come.
“United Breaks Guitars,” by the way, now has almost 16 million YouTube views, 
a websitea book,
a case study, and more entertaining videos—all focused on “how social media has changed
customer service forever.”


Terrifying...because Gen. McChrystal’s war on Al Qaeda (AQI) was unlike any the U.S. military
had fought before. 
Any!  He writes, “When we first established our Task Force headquarters at
Balad [in Iraq], we hung maps on almost every wall. 
Maps are sacred to a soldier. In military
headquarters, maps are mounted and maintained with almost religious reverence. A well-marked
map can, at a glance, reveal the current friendly and enemy situations, as well as the plan of future
operations. Orders can be conveyed using a marked map and a few terse words.”


But to out-think and out-gun Al Qaeda, everything had to change. “For most of history, war was a
bout terrain, territory held, and geographic goals, and a map was the quintessential tool for seeing
the problem and creating solutions,”
 the general notes. “But the maps in Balad could not depict a
battlefield in which the enemy could be uploading video to an audience of millions from any house
in any neighborhood, or driving a bomb around in any car on any street.”


Then… (and here’s my favorite metaphor for all organizations that must move from
“complicated to complex”):
 “In place of maps, whiteboards began to appear in our
headquarters. Soon they were everywhere. Standing around them, markers in hand,
we thought out loud, diagramming what we knew, what we suspected, and what we
did not know. We covered the bright white surfaces with multi-colored words and
drawings, erased, and then covered again. We did not draw static geographical features;
we drew mutable relationships—the connections between things rather than
the things themselves.”


The lack of hierarchy and “adroit use of information technology” was a game-changer. McChrystal
quotes military analyst John Arquilla, “We killed about 20 of Al Qaeda’s ‘number threes’ over the
past decade, but everyone in a network is number three.”


The old organizational charts (“what we were designed for”) mandated new strategies and
new solutions because of “what we were facing.”
 The chart on page 25 is terrifying—both for
the U.S. military and for our outdated management approaches:



Trend-bending…because this book will rock your comfortable foundation. McChrystal writes,
“When we realized that AQI was outrunning us, we did what most large organizations do when
they find themselves falling behind the competition: we worked harder. We deployed more
resources, we put more people to work, and we strove to create ever-greater efficiency
within the existing operating model.


“Like obnoxious tourists trying to make themselves understood in a foreign country
by continuing to speak their native tongue louder and louder, we were raising the
volume to no good end.”


So as you and your team are facing uphill battles on multiple fronts and the myriad issues
in the military acronym VUCA…

   • volatility
   • uncertainty
   • complexity
   • and ambiguity

…what’s your plan? McChrystal has some solutions for you. In his chapter, “Leading Like a
Gardener," the general messes with my favorite movie, T
he Hunt for Red October, starring
Sean Connery as Capt. Marko Ramius, the cool-headed CEO of a new Soviet nuclear submarine.


McChrystal says we must reject our love affair with “heroic leaders.” Not easy for a four-star
general, who led the Joint Special Operations Command in Iraq during the Persian Gulf Wars,
and retired in 2010 after serving as commander of all American and coalition forces in Afghanistan.
Confessing to his own struggles, he writes:
“Although I recognized its necessity,
the mental transition from heroic leader to humble gardener
was not a comfortable one.” 

In the chapter recap (three succinct bullet points summarize each chapter), he cautions, 
“The temptation to lead as a chess master, controlling each move of the organization,
must give way to an approach as a gardener, enabling rather than directing.”


Maybe my most compelling endorsement would be this: I’ll be at board planning retreat
next month and all of us are reading 
Team of Teams and sharing the implications for our roles
as board members, such as why moving from “complicated to complex” will require a “robust
and resilient” response, per McChrystal. We’ll address this year’s book within the context
of the last two books we’ve read:

   • The Attacker's Advantage: Turning Uncertainty Into Breakthrough Opportunities, by Ram Charan
   • Boards That Lead: When to Take Charge, When to Partner, and When to Stay Out of the Way,
by Ram Charan, Dennis Carey and Michael Useem.


Sorry—but if you still want to be the leader of your organization (or department) next year,
this is a must-read book 
this year.

To order from Amazon, click on the title for
 
Team of Teams: New Rules of Engagement for a Complex World,
 by Gen. Stanley McChrystal with Tantum Collins, David Silverman, and Chris Fussell.

 


Your Weekly Staff Meeting Questions:
1) 
Gen. McChrystal said the “map was the quintessential tool for seeing the
problem and creating solutions,” yet everything changed. What “quintessential
tool for seeing the problem and creating solutions” are you still
relying on—even though everything has changed?

2) Like “United Breaks Guitars,” you may be one video, one blogpost, or one
Yelp comment away from immense and harmful social media. What’s your
crisis plan—and when is the last time you’ve reviewed it? Who has authority
to respond when senior leaders are all on vacation? 
(Visit The Crisis Bucket.)

 



"Team" in Name Only?
Insights from Mastering the Management Buckets:
20 Critical Competencies for Leading Your Business or Nonprofit

Would “team” describe your culture—or are you a “team” in name only? Or are you a “team of teams,”
as Gen. McChrystal describes the opportunity in his book (per above). 

Here’s a question: “If your organization or department were on trial for having
a ‘team-based culture’ (per Gen. McChrystal, Patrick Lencioni, and others), would
there be enough evidence to convict you?”


For more resources from “The Team Bucket,” Chapter 9, in Mastering the Management Buckets,
visit this webpage, plus check out another leadership/team book and my review
of Leaders Eat Last: Why Some Teams Pull Together and Others Don’t, by Simon Sinek.
The review includes a powerful excerpt of a former Under Secretary of Defense’s
speech—with his own humbling confession.

NOTICE! Effective Oct. 1, 2025, all 657 eNews issues, previously archived on Typepad.com
are slowly (!) being moved to a
new website here. New book reviews will also be
archived at
John Pearson’s Buckets Blog. Or, click here for John’s recent book reviews on Amazon.
 






















MORE RESOURCES



















ECFA BLOG
 on “Governance of Christ-centered Organizations” – Add your thoughts and comments to John Pearson’s recent blog, "Criteria for the Nominating Committee’s Pipeline."

Monday, July 13, 2026

The Ideal Team Player

 

Your Weekly Staff Meeting | John Pearson Associates
Issue No. 344 of Your Weekly Staff Meeting (June 20, 2016) quotes Patrick Lencioni: "If no one is leaving or being asked to leave, then we're probably not truly living these values." And this reminder: click here to check out my 20 management buckets (core competencies).


"No Jackasses Allowed!" 

If I were still a CEO, here's The One Thing I would do this week:

Step 1. Order four copies of Patrick Lencioni's new book, The Ideal Team Player.

Step 2. Hand-deliver the book, along with a Starbucks card, to each of my direct reports, with this assignment: "Invest up to four hours at Starbucks this week—and read this important book. It's likely the most team-transforming exercise we’ll do together this year."

Step 3. Schedule a half-day off-site team meeting (for next week) to discuss "How to Recognize and Cultivate the Three Essential Virtues” (the book’s sub-title).

Step 4. Facilitate the senior team meeting (or invite a facilitator to do the honors) and get buy-in and commitment (a la Lencioni's pyramid). Assign next steps. 

Step 5. Step back and watch your culture transform as you articulate three virtues: Humble, Hungry, and People Smart. 

Wow! Patrick Lencioni has done it again! This is one powerful book--and maybe his funniest. In his classic "leadership fable" format (example: Death by Meeting), Lencioni delivers a page-turning business story.  New CEO. Two direct reports. Massive dysfunction. New hires needed yesterday. (Sound familiar?)

But there's another problem: the top three leaders cannot define the "ideal team player” qualities. (Can you?) Half of the people they hire either quit or are terminated.  Finally…finally, they agree on one virtue:
"Maybe our new slogan should be 
'no jackasses allowed.' 
That would make a great poster."

So, in search of more acceptable lingo and meaning, the leadership triad lands on Humble, Hungry, and Smart. Lencioni defines these virtues in the final 60 pages (The Model and application), worth the price of the book.

HUMBLE: "Great team players lack excessive ego or concerns about status." He adds, "Humility is the single greatest and most indispensable attribute of being a team player."

HUNGRY: "Hungry people almost never have to be pushed by a manager to work harder because they are self-motivated and diligent."

SMART: "Smart simply refers to a person's common sense about people."

Caution #1: What if you settle for just one out of three? Or, if you're fortunate, two out of three virtues? After all, no one's perfect. 

Lencioni: "What makes humble, hungry, and smart powerful and unique is not the individual attributes themselves, but rather the required combination of all three." 

His memorable labels for the "one out of three" prospects are caution enough:
  • Humble Only: The Pawn
  • Hungry Only: The Bulldozer
  • Smart Only: The Charmer

What About 2 Out of 3?

“The next three categories that we'll explore represent people who are more difficult to identify because the strengths associated with them often camouflage their weaknesses. 

“Team members who fit into these categories lack only one of the three traits and thus have a little higher likelihood of overcoming their challenges and becoming ideal team players. Still, lacking even one in a serious way can impede the team building process.”

Caution #2: Don’t use the following labels at work—but they are perfect descriptors for your “2 out of 3” team members:
  • Hungry and Humble, but Not Smart: The Accidental Mess-Maker
  • Humble and Smart, but Not Hungry: The Lovable Slacker
  • Hungry and Smart, but Not Humble: The Skillful Politician
Watch out for the banana peel when you’re interviewing a candidate without humility. "Unfortunately, because they are so smart, Skillful Politicians are very adept at portraying themselves at being humble, making it hard for leaders to identify them and address their destructive behaviors."

Lencioni urges: Don't hire unless you and your team members can positively affirm a three-for-three person.  I know. It's not easy, but read the book, and you'll be absolutely convinced.

Lencioni packs the last 60 pages with highly practical insights, warnings, and next steps.  He lists very pragmatic ways to assess your current team members and what to do with the 0-for-3, 1-for-3, and 2-for-3 people already on your team. He gives solutions, including a helpful self-assessment with 18 questions.

See you at Starbucks!

To order from Amazon, click on the title for The Ideal Team Player: How to Recognize and Cultivate the Three Essential Virtues, by Patrick Lencioni.



Your Weekly Staff Meeting Questions:
1) 
Lencioni quotes C.S. Lewis, "Humility isn't thinking less of yourself, but thinking of yourself less." What's your definition of humility—and who models that on our team?
2) Lencioni says that "the most important part of the development process, and the part that is so often missing, is the leader's commitment to constantly 'reminding' an employee if she is not yet doing what is needed.  Without this, improvement will not occur." When is the last time you've "reminded" a team member—and what was the result?



Avoid Management-by-Bestseller Syndrome
Insights from Mastering the Management Buckets: 20 Critical Competencies for Leading Your Business or Nonprofit

Scott Vandeventer introduced me to the term, “management-by-bestseller”—the tendency to take the latest, greatest book and foist it on your team—without explaining how it aligns with previous books you’ve read. 

Scott adds, “Some organizations get dangerously close to Management-by-Bestseller Syndrome due to a kind of corporate attention deficit disorder, probably systemic to its leadership."

In the “Book Bucket,” Chapter 5, in Mastering the Management Buckets, I urge leaders and managers to focus on books that align with your leadership philosophy and theology. Patrick Lencioni’s latest book, The Ideal Team Player, integrates beautifully with other books I’ve recommended, such as Humility, by Andrew Murray, The One Minute Manager, by Ken Blanchard (re: reminders), and (speaking of “people smart”) last issue’s book on the four social styles.

By the way, Andrew Murray’s insights on humility will whack you between your selfies (in just 59 pages): “Humility is the only soil in which the graces root; the lack of humility is the sufficient explanation of every defect and failure.”

For more resources from the Book Bucket, including a list of book recommendations for all 20 buckets, visit the webpage.



MORE RESOURCES

ECFA BLOG on “Governance of Christ-centered Organizations” – Add your thoughts and comments to John Pearson’s recent blog, "Your Board's ONE Thing."

NOTICE! Effective Oct. 1, 2025, all 657 eNews issues, previously archived on Typepad.com are slowly (!) being moved to a new website here. New book reviews will also be archived at John Pearson’s Buckets Blog. Or, click here for John’s recent book reviews on Amazon.

The Seventh Key

  Issue No. 353 of  Your Weekly Staff Meeting  (Dec. 23, 2016) features two books by R. Scott Rodin, a jar of dirt, and some memorable one-...