Ordinary People, Extraordinary Results

True Stories of Great Leadership

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Leaders who understand how small acts can lead to big results are invaluable to an organization. This compilation DVD helps build that understanding. Containing four stand-alone videos plus two meeting openers, this set provides real-world examples of "average" people who did small things to focus and motivate others toward significant accomplishments--many times under trying circumstances.

Built from materials used in various FranklinCovey leadership workshops, these videos have contributed to the development of thousands of leaders worldwide. The stories will remind your team that they too can lead and bring about real results no matter what the situation may be.

Trim Tab - A "trim tab" is a small rudder built into the big rudder of a ship, which makes it easier to change course. Similarly, in organizations, one small change effort can be the catalyst for bigger changes. This was exemplified by Madeline Cartwright, a school principal. After rolling up her sleeves and implementing small but symbolic solutions, she inspired staff, students, and parents to turn the school around.

A Legacy of Winning - How would you like to manage an organization where some of your best employees leave every year? That's the reality of a collegiate sports team. Anson Dorrance, coach of UNC women's soccer, has done that for nearly 30 years. See how Anson uses a blend of performance measurement, purposeful practice and personal encouragement to bring out the best in all his players.

Store 334 - Imagine a place where the employees don't want to work and the customers don't want to shop. That's just what Jim Dixon faced as the manager of the worst-performing supermarket in the district. After trying various methods, Jim hit upon the secret to motivational and revenue-producing success: Get each department to make one small improvement at a time.

Emma Brandon - When she assumed supervision of a psychiatric facility, Emma Brandon found a staff that was simply "going through the motions". Rather than immediately instituting change, Emma took time to watch and understand what was going on, and why. As she involved employees (and patients) in decisions, held them accountable for results, and encouraged them to try new ideas--amazing successes were achieved.