The 5 Truths for Transformational Leaders

ED MISHRELL (retired) was the Chief Strategy Officer at the Boys & Girls Clubs of America (BGCA) from 2010 to 2019. He led the development and deployment of BGCA’s strategic and operating plans. He is a sought-after speaker and presenter and has led hundreds of leadership training programs at various regional and national conferences.

Acknowledgments xi

Foreword xiii

Introduction: The Origin of the Five Truths for Transformational Leaders 1

Chapter Organization 6

Background Information: The Community Centers of Mission City 7

1 Truth 1: Be Fanatical About Mission 9

Community Centers of Mission City: Board Meeting Summary 10

Three Reasons for a Fanatical Believe in Mission 16

Questions and Thoughts for Aspiring 19

Community Centers of Mission City Board Meeting One Month Later 19

Mission-Driven CPOs 22

My Mission Origin Story 23

Notes for Board Members 24

Resource Center for Truth 1 27

2 Truth 2: Fix, Stabilize, or Replace Systems, Practices, and People Who Are Not Working 29

Helen’s First Board Meeting as CPO 30

Fix and Stabilize Systems and Practices 33

Make Needed People Changes 38

Two Weeks After Helen’s First Board Meeting 40

Ruthless Leadership? 45

Community Centers of Mission City Emergency Board Meeting One Week Later 46

Caution: Solving Problems Can Be Addictive 48

Summary 49

Notes to Board Members 50

Resource Center for Truth 2 51

3 Truth 3: Establish a Mission-Driven Strategy 53

Six Months Later: Community Centers of Mission City Board Retreat 54

A Mission-Driven Strategy 57

Keeping a Mission Focus 63

Hiring Mistakes 71

On-the-Job Orientation and Training 72

Community Centers of Mission City Measurement Plan 78

Measurement Resistance 80

Operating Versus Restricted Funding 86

Community Centers of Mission City Board Meeting One Month After Board Retreat 87

Community Centers of Mission City Strategy Overview 87

Summary 90

Notes for Board Members 91

Resource Center for Truth 3 99

4 Truth 4: Execution Drives Results 101

Community Center of Mission City One Year Later 104

Relentlessly Communicate Strategy at Every Opportunity 106

Focus on What Is Most Important 109

Strategic Planning Committee Meeting to Review Operating Plan for Coming Year 109

Establish an Annual Plan with Clear Priorities, Targets, and Progress Measures 112

Community Centers of Mission City Annual Operating Plan 116

Execute the Plan 118

Ends Versus Means Goals 122

Summary 123

Notes for Board Members 124

Resource Center for Truth 4 124

5 Truth 5: Continue to Grow as a Leader 125

Let’s Start at the Beginning 126

My Leadership Journey 127

Community Centers of Mission City: Three Years Later 131

Leadership Changes 134

Four Keys to Continuously Growing as a Leader 135

Nurturing a Growth Mindset 138

Gender Differences? 140

Continue to Learn 142

Some Leaders Have a Specialty 144

Executivitis 147

Summary 147

Notes for Board Members 148

What About Succession Planning? 151

Resource Center for Truth 5 152

6 The Road Ahead: Trends and Challenges That Will Shape the Future 153

Community Centers of Mission City: Six Years Later 154

Trends, Challenges, and Opportunities 155

What Will Be Required of Leaders? 166

Developing the Next Generation of Leaders 173

Final Thoughts 174

Notes for Board Members 175

Resource Center for The Road Ahead 176

Resource Center 177

References 219

About the Author 223

Index 225