The Way of the Shepherd: 7 Ancient Secrets to Managing Productive People

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Overview

Find inspiration and a fresh perspective on the art of leadership in this account of a cub reporter who lands the interview of a lifetime and walks away with the keys to exceptional leadership. When the reporter meets with the most respected CEO in America, the businessman shares the seven secrets he learned long ago from his mentor---an eccentric but brilliant professor who taught him proven management principles that, while ancient in origin, are applicable in today’s ...
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The Way of the Shepherd: 7 Ancient Secrets to Managing Productive People

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Overview

Find inspiration and a fresh perspective on the art of leadership in this account of a cub reporter who lands the interview of a lifetime and walks away with the keys to exceptional leadership. When the reporter meets with the most respected CEO in America, the businessman shares the seven secrets he learned long ago from his mentor---an eccentric but brilliant professor who taught him proven management principles that, while ancient in origin, are applicable in today’s fast-paced, high-tech world.

The Way of the Shepherd is a compact, heart-warming story dotted with humor. It will teach you how to lead the people close to you so they will view their work as a calling rather than merely a job, a place to belong rather than a place to work. It shows leaders how to infuse work with meaning and how to engage, energize, and ignite their workforce and gives employees a better understanding of what makes for a quality work experience.

It is a powerful metaphor for leaders that reaches back 5,000 years. It is . . . The Way of the Shepherd.

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Product Details

  • ISBN-13: 9780310250975
  • Publisher: Zondervan
  • Publication date: 8/1/2004
  • Pages: 128
  • Sales rank: 47,092
  • Product dimensions: 5.38 (w) x 7.38 (h) x 0.56 (d)

Meet the Author

Dr. Kevin Leman is the best-selling author of over thirty-five books including Have a New Kid by Friday, The Birth Order Book, Sheet Music, and Have a New Husband by Friday. A master communicator, Dr. Leman is a frequent guest on hundreds of radio and TV shows such as The View, Oprah, Today, Fox and Friends, and Focus on the Family. He and his wife, Sande, live in Tucson, Arizona. They are the parents of five children and two grandchildren.

William Pentak has twenty-two years of proven success in revitalizing under-performing organizations. An author, columnist, pastor, consultant and speaker, he has traveled across the nation delivering keynote addresses and seminars. An MBA from the University of Texas at Austin, William was one of the last hires made by Enron before the company imploded in bankruptcy. He currently works in External Communications at Reliant Energy in Houston, Texas.

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Read an Excerpt

The Way of the Shepherd Copyright © 2004 by Kevin Leman and William Pentak
Requests for information should be addressed to:
Zondervan, Grand Rapids, Michigan 49530
Library of Congress Cataloging-in-Publication Data Leman, Kevin. The way of the shepherd : seven ancient secrets to managing productive people / Kevin Leman and William Pentak. p. cm. Includes bibliographical references. ISBN 0-310-25097-8 1. Leadership--United States. 2. Supervision of employees--United States. I. Pentak, William. II. Title. HD57.7.L446 2004 658.3'02--dc22 2004006178
This edition printed on acid-free paper.
All Scripture quotations, unless otherwise indicated, are taken from the Holy Bible: New International Version®. NIV®. Copyright © 1973, 1978, 1984 by International Bible Society. Used by permission of Zondervan. All rights reserved.
All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means--electronic, mechanical, photocopy, recording, or any other--except for brief quotations in printed reviews, without the prior permission of the publisher.
Interior design by Beth Shagene
Printed in the United States of America
04 05 06 07 08 09 10 /.DC/ 10 9 8 7 6 5 4 3 2 1
We want to hear from you. Please send your comments about this book to us in care of zreview@zondervan.com. Thank you.
CHAPTER 1
Know the Condition of Your Flock
I was an MBA student about to graduate from the University of Texas at Austin," McBride continued. "The last semester all of us were exhilarated that we had actually survived the program. Our professors threw so much information at us so quickly,we used to joke it was like trying to take a sip from a fire hydrant. But despite feeling ecstatic, we also felt anxious to find work and therefore busied ourselves with recruitment interviews on the UT campus. Finally the day arrived that I had been dreaming of. I landed a position with General Technologies. I was thrilled to no end . . . and terrified."
"What terrified you?" I asked.
"I was hired as a manager in the financial operations division, where I would supervise nine people."
"So you worried you weren't up to the job?"
"Yes and no. I wasn't afraid of working in the finance department; it was the idea of supervising nine people that scared me to death." McBride turned as if to look at something far away. He shook his head slowly. "When I look back now," he continued, "well . . . it makes me laugh. I was a cocky MBA with all the answers, but I didn't have a clue where to start when it came to managing people."
"So what did you do?" I probed.
"I went to see one of my professors, Dr. Jack Neumann. He had taught one of our courses in the MBA program. He was also my mentor. The day I landed the General Technologies job I couldn't wait to tell him the good news. I also wanted to ask for his help."
"And he was the one who taught you the seven principles?"
"Exactly."
And so McBride sat down and began to tell a story that at times sounded more like fiction than fact. But according to him, what he learned from Dr. Neumann had unlocked more of the secrets about becoming a great leader than any other principle or program he'd ever encountered. I sat rapt, ready to hear the secrets revealed as McBride took me back forty-five years, to April 12, 1957.
April 12, 1957
When I landed the position at General Technologies, I sailed down Austin's Speedway Avenue to the School of Business, ran up three escalators, and flew into Dr. Neumann's office.
"Dr. Neumann, I got the job! Can you believe it? General Technologies hired me!"
"That's great! Congratulations, Ted," he said, putting his hand on my arm. "GT is a great company. I'm proud of you. I knew you could do it. What are you going to be doing for the company?"
"I'm going to be a manager in the finance department!" I declared.
"That's great!" Neumann replied. "All those late-night hours you spent studying finance really paid off. You'll be a wonderful asset to the company and a great representative of our program. I know you'll do well."
"Thanks, I certainly hope so," I said, dropping my head. "I've spent so much energy trying to get my degree and get through interviews that I hadn't given much thought as to whether I'm actually up for the job."
Dr. Neumann silently eyed me from across his desk. "Okay, Ted, what's wrong? Are you afraid you can't do the job? You shouldn't be; with few exceptions, you made straight A's."
"Well, Dr. Neumann, it's not that. It's not the finance part that scares me," I stammered. I was embarrassed to look so weak in front of someone I admired so much.
"Well, what is it, then?"
"It's the management part. I'm going to be supervising nine people. I've never supervised one person before, and now I'm going to be supervising nine. Dr. Neumann, I have to be honest with you. I'm scared to death at the prospect. I don't even know where to begin." I fumbled with my hands for a few moments, then finally looked up and blurted out, "Can you help me?"
Almost immediately an awkward silence filled the room. I felt like I had just let down my mentor. Jack Neumann taught in one of the best MBA programs in the country. I can't believe I just did that, I thought. He doesn't have a lot of spare time on his hands, especially for students who already occupy nine-tenths of his every waking hour.
Dr. Neumann sat in silence, staring a hole through me as if he were weighing an idea. Finally, after what seemed like an eternity, he spoke.
"Ted, I've never known a student, including you, who didn't have spring fever this close to the end of the program. It's difficult enough for students not to mentally check out of here, especially after they land a job. I'm also aware that you have big assignments due in your strategy and finance classes and a final exam in B-Law that comprises 100 percent of your grade. I can teach you the secrets of managing people, but you'll have to keep up your course load and give me your Saturdays from here to graduation."
Now it was my turn to stare back at him. He was right. I did have spring fever. I counted MBA School as one of the greatest experiences of my life, but all I wanted now was out. Neumann interrupted my thoughts.
"Ted, I don't mind giving you my Saturdays, but I won't do it if you don't have a teachable spirit. The opportunity cost of my time is too high. Think it over and call me tonight to let me know what you decide."
That evening I went home and mulled it over. Surely, GT would train me, I thought. Then again, Neumann was no mere college professor with his nose stuck in a textbook. He was voted Outstanding Professor of the Year a half-dozen times, partly because he had real-world experience. In fact, he still had a thriving consulting practice.
I didn't have to think long. "I must be insane," I said out loud as I dialed Dr. Neumann's number. But before I could change my mind and hang up, he answered the phone.
"Hello," he said.
"Dr. Neumann . . ."
"Yes, Ted. What did you decide?"
"I've decided to do it."
"Good," he said. "Be at the Business School on the corner of Speedway and Inner Campus Drive at 8:00 A.M. tomorrow. I'll swing by and pick you up. Oh, and wear a pair of jeans you don't mind getting dirty."
I hung up the phone, my mind buzzing with questions. What had I gotten myself into? Jeans?
Despite my reservations, at eight the next morning I stood on the corner, wondering if I wasn't the dumbest MBA on campus. I already had my job, after all.
A moment later, an old, beat-up pickup with fading paint pulled around the corner and stopped in front of me. The passenger door flew open and, to my astonishment, there sat Dr. Neumann, dressed in a T-shirt, faded jeans, and a pair of wornout cowboy boots. I had never seen him wear anything but a coat and tie. Before I knew it, we were squeaking and bouncing our way to Neumann's ranch home in the Texas hill country. Pulling off the farm-to-market road, we wound our way up the long driveway to his ranch. The size and beauty of the ranch struck me. Maybe I should get into consulting, I thought.
Halfway to the ranch house, he turned onto a side road. About a half mile down on the right, I saw a large, picturesque
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Table of Contents

Contents
Introduction: The Interview 9
1. Know the Condition of Your Flock 15
2. Discover the Shape of Your Sheep 29
3. Help Your Sheep Identify with You 41
4. Make Your Pasture a Safe Place 53
5. The Staff of Direction 67
6. The Rod of Correction 81
7. The Heart of the Shepherd 97
Epilogue: The End of the Interview 109
Principles of the Way of the Shepherd 115
Notes 121
Selected Bibliography 123
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First Chapter

CHAPTER 1
Know the Condition of Your Flock
I was an MBA student about to graduate from the University of Texas at Austin,' McBride continued. 'The last semester all of us were exhilarated that we had actually survived the program. Our professors threw so much information at us so quickly, we used to joke it was like trying to take a sip from a fire hydrant. But despite feeling ecstatic, we also felt anxious to find work and therefore busied ourselves with recruitment interviews on the UT campus. Finally the day arrived that I had been dreaming of. I landed a position with General Technologies. I was thrilled to no end . . . and terrified.'
'What terrified you?' I asked.
'I was hired as a manager in the financial operations division, where I would supervise nine people.'
'So you worried you weren't up to the job?'
'Yes and no. I wasn't afraid of working in the finance department; it was the idea of supervising nine people that scared me to death.' McBride turned as if to look at something far away. He shook his head slowly. 'When I look back now,' he continued, 'well . . . it makes me laugh. I was a cocky MBA with all the answers, but I didn't have a clue where to start when it came to managing people.'
'So what did you do?' I probed.
'I went to see one of my professors,Dr. Jack Neumann. He had taught one of our courses in the MBA program. He was also my mentor. The day I landed the General Technologies job I couldn't wait to tell him the good news. I also wanted to ask for his help.'
'And he was the one who taught you the seven principles?'
'Exactly.'
And so McBride sat down and began to tell a story that at times sounded more like fiction than fact. But according to him, what he learned from Dr. Neumann had unlocked more of the secrets about becoming a great leader than any other principle or program he'd ever encountered. I sat rapt, ready to hear the secrets revealed as McBride took me back fortyfive years, to April 12, 1957.
April 12, 1957
When I landed the position at General Technologies, I sailed down Austin's Speedway Avenue to the School of Business, ran up three escalators, and flew into Dr. Neumann's office.
'Dr. Neumann, I got the job! Can you believe it? General Technologies hired me!'
'That's great! Congratulations, Ted,' he said, putting his hand on my arm. 'GT is a great company. I'm proud of you. I knew you could do it. What are you going to be doing for the company?'
'I'm going to be a manager in the finance department!' I declared.
'That's great!' Neumann replied. 'All those late-night hours you spent studying finance really paid off. You'll be a wonderful asset to the company and a great representative of our program. I know you'll do well.'
'Thanks, I certainly hope so,' I said, dropping my head. 'I've spent so much energy trying to get my degree and get through interviews that I hadn't given much thought as to whether I'm actually up for the job.'
Dr. Neumann silently eyed me from across his desk.'Okay, Ted, what's wrong? Are you afraid you can't do the job? You shouldn't be; with few exceptions, you made straight A's.'
'Well, Dr. Neumann, it's not that. It's not the finance part that scares me,' I stammered. I was embarrassed to look so weak in front of someone I admired so much.
'Well, what is it, then?'
'It's the management part. I'm going to be supervising nine people. I've never supervised one person before, and now I'm going to be supervising nine. Dr. Neumann, I have to be honest with you. I'm scared to death at the prospect. I don't even know where to begin.' I fumbled with my hands for a few moments, then finally looked up and blurted out, 'Can you help me?'
Almost immediately an awkward silence filled the room. I felt like I had just let down my mentor. Jack Neumann taught in one of the best MBA programs in the country. I can't believe I just did that, I thought. He doesn't have a lot of spare time on his hands, especially for students who already occupy nine-tenths of his every waking hour.
Dr. Neumann sat in silence, staring a hole through me as if he were weighing an idea. Finally, after what seemed like an eternity, he spoke.
'Ted, I've never known a student, including you, who didn't have spring fever this close to the end of the program. It's difficult enough for students not to mentally check out of here, especially after they land a job. I'm also aware that you have big assignments due in your strategy and finance classes and a final exam in B-Law that comprises 100 percent of your grade. I can teach you the secrets of managing people, but you'll have to keep up your course load and give me your Saturdays from here to graduation.'
Now it was my turn to stare back at him. He was right. I did have spring fever. I counted MBA School as one of the greatest experiences of my life, but all I wanted now was out. Neumann interrupted my thoughts.
'Ted, I don't mind giving you my Saturdays, but I won't do it if you don't have a teachable spirit. The opportunity cost of my time is too high. Think it over and call me tonight to let me know what you decide.'
That evening I went home and mulled it over. Surely, GT would train me, I thought. Then again, Neumann was no mere college professor with his nose stuck in a textbook. He was voted Outstanding Professor of the Year a half-dozen times, partly because he had real-world experience. In fact, he still had a thriving consulting practice.
I didn't have to think long. 'I must be insane,' I said out loud as I dialed Dr. Neumann's number. But before I could change my mind and hang up, he answered the phone.
'Hello,' he said.
'Dr. Neumann . . .'
'Yes, Ted. What did you decide?'
'I've decided to do it.'
'Good,' he said. 'Be at the Business School on the corner of Speedway and Inner Campus Drive at 8:00 A.M. tomorrow. I'll swing by and pick you up. Oh, and wear a pair of jeans you don't mind getting dirty.'
I hung up the phone, my mind buzzing with questions. What had I gotten myself into? Jeans?
Despite my reservations, at eight the next morning I stood on the corner, wondering if I wasn't the dumbest MBA on campus. I already had my job, after all.
A moment later, an old, beat-up pickup with fading paint pulled around the corner and stopped in front of me. The passenger door flew open and, to my astonishment, there sat Dr. Neumann, dressed in a T-shirt, faded jeans, and a pair of wornout cowboy boots. I had never seen him wear anything but a coat and tie. Before I knew it, we were squeaking and bouncing our way to Neumann's ranch home in the Texas hill country. Pulling off the farm-to-market road, we wound our way up the long driveway to his ranch. The size and beauty of the ranch struck me. Maybe I should get into consulting, I thought.
Halfway to the ranch house, he turned onto a side road. About a half mile down on the right, I saw a large, picturesque
Read More Show Less

Customer Reviews

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( 11 )
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Sort by: Showing 1 – 13 of 11 Customer Reviews
  • Anonymous

    Posted May 5, 2010

    A good book

    This book is an easy interesting read. I was led to it by a friend and have since given it as a gift to two of my up and coming future leaders. I found the material right on and valuable. I had been practicing several of these princibles for many years. This book put everything in perspective. The Author made a boring subject interesting with his unique style. The book is easy to read and short but packed with valuable information. I will continue to recommend this book to others in a leadership role. This book is not just for aspiring leaders but also the seasoned veteran.

    2 out of 2 people found this review helpful.

    Was this review helpful? Yes  No   Report this review
  • Anonymous

    Posted September 17, 2009

    Must Read for Leaders!!!

    Anyone who is in charge of people should read this book. These simple principles apply to any supervisor, teacher, principal, military officer or NCO, or corporate executive. Also, if it is something that interests you, references can be drawn to the Great Shepherd as well.

    2 out of 2 people found this review helpful.

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