Spark audiobook cover - How to Lead Yourself and Others to Greater Success

Spark

How to Lead Yourself and Others to Greater Success

Angie Morgan, Courtney Lynch and Sean Lynch

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Categories:
Management & Leadership

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Spark
Definition of a Spark+
Creative Thinking+
Core Values+
Expectations & Commitments+
Accountability+
Service & Empathy+
Managing Stress & Growth+

Quiz — Test Your Understanding

Question 1 of 7
According to the book, what primarily defines a 'spark' in an organization?
  • A. Their position in the upper management hierarchy.
  • B. Their natural talent and ability to wield power effectively.
  • C. Their behavior and ability to inspire action at any level.
  • D. Their consistent ability to exceed sales quotas.
Question 2 of 7
How do sparks use 'cognitive flexibility' in the workplace?
  • A. By rigidly adhering to their first instincts when making difficult decisions.
  • B. By changing their usual thinking patterns to view personal relationships and problems from a different perspective.
  • C. By multitasking across various departments to learn different job roles.
  • D. By avoiding potentially unpleasant social situations or confrontations with coworkers.
Question 3 of 7
What is the primary purpose of practicing 'cognitive discipline' when receiving criticism at work?
  • A. To defend yourself quickly and assert your authority.
  • B. To deflect blame onto coworkers who supplied faulty information.
  • C. To slow down your thinking and replace instinctive defensive reactions with constructive responses.
  • D. To ignore the feedback completely and focus on your core values.
Question 4 of 7
What does the term 'say-do gap' refer to?
  • A. The time it takes for a manager to communicate a new policy to their team.
  • B. The difference between an employee's job description and their actual daily tasks.
  • C. The discrepancy between a company's stated core values and its actual workplace culture.
  • D. The discrepancy between what you say you are going to do and what you actually do.
Question 5 of 7
According to the authors, why do people naturally tend to deflect blame when confronted with poor performance?
  • A. They lack the cognitive flexibility to understand the problem.
  • B. It is a physiological survival mechanism triggered by a perceived threat.
  • C. They are trying to consciously widen their say-do gap.
  • D. Modern workplaces actively encourage competitive deflection.
Question 6 of 7
How does Abraham Maslow's Pyramid of Needs relate to a spark's approach to teamwork?
  • A. It shows that employees should only be promoted if they have reached self-actualization.
  • B. It proves that financial compensation is the only basic need required for top performance.
  • C. It highlights that people cannot perform at their highest level if their basic needs aren't being met.
  • D. It suggests that leaders must maintain a strict hierarchy to keep an organization functioning.
Question 7 of 7
What technique does the book suggest sparks use to gain confidence when facing new, overwhelming difficulties?
  • A. Ignoring feelings of fear so they don't affect performance.
  • B. Drawing strength from a mental list of their past accomplishments.
  • C. Delegating the stressful tasks to subordinates.
  • D. Waiting for a manager to provide a detailed action plan.

Spark — Full Chapter Overview

Spark Summary & Overview

Spark (2017) is a how-to guide on transforming yourself into the most valuable asset in your organization. It shows how anyone, from administrative assistants to executive officers, can inspire others to greatness and ignite the spark that will take their team to amazing heights.

Who Should Listen to Spark?

  • People who want to take their career one step further
  • Managers who want to boost their team performances
  • Readers interested in the skills that make great leaders

About the Author: Angie Morgan, Courtney Lynch and Sean Lynch

Angie Morgan is a regular contributor to Forbes and Business Insider as well as a guest on CNN, CNBC and Fox News. In 2004 she cofounded Lead Star, a leadership development firm that has worked with numerous Forbes 500 companies like Facebook and Boston Scientific.

Courtney Lynch met Angie Morgan when they were both serving in the US Marine Corps, a role that allowed her to begin developing her leadership skills. She also worked as a Washington, DC attorney and a sales manager at Rational Software before cofounding Lead Star.

Sean Lynch has previously served in the United States Air Force and has worked as a pilot for Delta Airlines. He is now a senior consultant for Lead Star, and holds a bachelor’s degree in philosophy from Yale University.

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