Gung Ho Written by Ken Blanchard and Sheldon Bowles

Gung Ho

I recently read “Gung Ho!” written by Ken Blanchard and Sheldon Bowles. This book gives a unique perspective on the leader versus manager concepts. It depicts the struggles a General Manager faces as she is given the daunting task of running Walton Works # 2. This book shows how motivation, appreciation, and respect can help to transform a self-destructive plant into a thriving successful business.

While on the surface Peggy Sinclair, the General Manager, thought that she was being rewarded, it did not take longer than one day on the job to realize she was being set up. She had authored a “staff study…which concluded that Old Man Morris’s new strategic plan had a fatal flaw” (Blanchard 2). Though he had admitted there was an issue and the savings to the company was one million dollars, he was not happy and he was going to allow her to take control of the worst performing plant which seemed doomed to failure within one year.

It was apparent from day one that there was a problem. Productivity was down and the workers did not seem happy. She did however notice that the finishing department was running efficiently and successfully. Other Division Managers berated Andy Longclaw, who ran the finishing department. The Division Managers seemed to follow McGregor’s Theory X which was “pessimistic, stifling, and outdated” (Kreitner 55). For them to recognize the successes of the finishing department they had to admit to their own failures within their respective departments so bashing Andy Longclaw’s division was easier to do.

Realizing she was being set up as a scapegoat for the failure of Walton Works #2 and wanting to save the jobs of the employees under her supervision she quickly befriended Andy and learned his techniques. Andy was a Native American and had learned some interesting leadership practices from his grandfather and he was more than willing to pass those lessens on to Peggy in an effort to save Walton Works #2.

The messages taught were not quickly understood. The spirit of the squirrel took a little time for Peggy to grasp but when she did it made sense to her. “If you want people to be Gung Ho, to work with the Spirit of the Squirrel, they must first of all understand why they are needed. Why their work makes the world a better place” (Blanchard 29). Worthwhile work is something of which everyone would like to be a part.

After a rain storm, Andy helped Peggy grasp the way of the beaver concept. Through this concept she gathered more important information such as the importance of teamwork and knowing what needs to be done. “It is important to understand that [they] do what they do because they decide to. Not because they have been ordered to. The Way of the Beaver means team members must control achieving their goal. Grandfather said it was doing right work the right way” (Blanchard 78).

The final piece of salient information needed to Gung Ho Walton Works #2 was to understand the gift of the goose. When the concept of encouragement and cheering people on was discovered Peggy knew she had the pieces necessary to save her company. “Spirit of the Squirrel and Way of the Beaver provide the spark. The Gift of the Goose is like throwing gasoline on the spark” (Blanchard 134). Let the workers know that what they do is important and why; empower them to do the job and give them the means in which to do it; and find something positive to congratulate them on and/or encourage them by letting them know you have faith in their abilities.

Saving Walton Works #2 was not easy. The gifts from Andy’s grandfather gave the means of transforming the employees but it took some time. The successful turnaround at the plant using these concepts brought attention to Walton Works #2 and Peggy found herself at the rose garden of the White House.

A motivational technique addressed in this book was Open Book Management which is “sharing key financial data and profits with employees who are trained and empowered” (Kreitner 445). Andy Longclaw’s department had up to date confidential information. Andy believed that “information is the gatekeeper to power. [He] wanted the team in charge, with the power to make decisions and make things happen” (Blanchard 112). The finishing department had charts and reports hanging on the walls. Sharing this information allows for employees to know that what they do impacts others and any safe time saving techniques they can develop or any time passing with no injuries can positively affect the bottom line.

Andy and Peggy were transformational leaders. They “inspire[d] people to do the unexpected, above and beyond the plan” (Kreitner 511). They wanted the employees to think outside the box and also to be proud of the work they did each day. Taking pride in what they did improved