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This is Ted. Ted is the successful and yet 

conscientious head of research and 

development at Veridian Dynamics. Ted has a 

somewhat liaison-like position between the 

workers and the management of Veridian; 

smoothing out the demands and expectations 

made on the other. He is very close to 

Veronica( his boss) and often acts as her 

confidant and conscience when it comes to the 

running of the R&D department. 

Many would say Ted is the servant leader of the 

group. He is the kind of person who serves first 

leads second. He is able to get people to 

believe in themselves, work together, and will 

be working right along side of them to 

understand the bigger picture of what they are 

doing. He does this by three key drivers: 

perfectibility, empowerment, and purpose. The 

following story is a day in the life of Ted, and 

him helping bring out these certain intrinsic 

motivators in his coworkers.

This is Veronica. She is Ted’s boss. She prides 

herself on her ability to detach herself 

emotionally from her employees, actively 

cultivating an image of being emotionless, 

devoid of conscience, and willing to do anything 

to advance herself and the company. Despite 

this, she does use Ted as an advisor on some 

of the more "touchy-feely" parts of her job. 

Often she secretly aids him and her other 

employees when needed. She denies any 

emotional motivation for these benevolent acts, 

though, often describing them as being in the 

best interests of the company. 

She is often shown letting down her guard with 

Ted. She also displays unexpected tenacity 

when protecting the people in her division, 

though she often says this is just to prevent her 

employees from being seen as expendable. 

This is Phil and Lem. They are both scientists in 

the laboratory of the Veridian R&D department; as 

well as best friends. Phil is a very emotionally 

sensitive and self- aware man, who occasionally 

gets attached to his projects. He generally does 

whatever he can to be accepted and avoid 

conflicts; as well as please ted in any way. Lem is 

just as conflict averse as Phil, and seems just as 

willing to roll over and take whatever abuse the 

company has to offer. but a bit more self- 

regulated with his emotions.

This is Linda. Linda is in the testing department at 

Veridian. She refuses to compromise her 

principles and is often the team's moral center, 

she helps with understanding the emotions of 

everyone while building friendships with all of 

them, and motivating them to be better. She 

always speaks her mind, and doesn't seem to 

mind offending people. She is often seen engaged 

in minor acts of rebellion against the company 

which she rationalizes as necessary to keep her 

sane, and seems to mostly be motivated for her 

work because of a potential relationship with Ted.

Veronica is NOT a transformational leader, but the company 

wants her to become more of a role model for her team! She 

asks Ted to coach her in being a good leader.

One afternoon, during a weekly staff meeting, the company 

comes to Veronica with an issue. After a recent staff survey, it 

has come to the company’s attention that Veronica is not very 

good at relating to her associates. They tell Veronica that it 

would be more efficient if she worked on her “people skills” in 

order to become a better supervisor. Appalled by the idea that 

her skill set is lacking in any way, Veronica sets off to improve her 

social competence.

Veronica seeks out Ted; her immediate subordinate and head of 

her division of Research and Development.

Veronica: “Ted, the company has brought it to my attention that 

I am not very effective at inspiring people to be their best self; an 

idea that makes absolutely no sense because I hold an award for 

being the most effective leader in the last decade of the 

company.”

Ted: “Well Veronica, a lot of leadership has to do with being able 

to understand the people who look up to you. A good leader is 

someone who encourages others, provides support and 

recognition, stirs the emotions of people and gets people to look 

beyond their self-interest.”

Veronica: “But that doesn’t make any sense. When I meet with 

one of my peons, I’m already getting them to look past their self-

interest; I’m getting them to look towards the company’s 

interests.”

Ted: “Don’t you think that you’re being narrow-minded in that 

aspect, though? Sure, when it comes to setting clear goals, high 

expectations, and inspiring people to achieve the improbable, 

you’ve got all the right stuff. But when it comes down to it, being 

a great leader is more like a journey; if you look at the ability to 

inspire people as the road trip to get to a destination, rather than 

the destination itself, than you’ll always be working to improve 

yourself and the people that look up to you.”

Veronica: “Better myself? Ted, I don’t make three times your 

salary because I sit around and listen to people moan about the 

paper towel dispenser spitting out a frugal amount of cloth 

whenever it senses motion. I am the best self I can be.”

Ted: “Veronica, you’re missing the point. Let’s go back to the 

journey metaphor; when driving down a highway, sometimes the 

speed fluctuates or you have to change lanes. You’re paying 

constant attention to your driving conditions, and making 

improvements that accommodate the subtle change of pace. 

Leadership requires perfectibility, the concept of channeling the 

inherent drive to make improvements into a way that benefits 

the whole; this cannot be achieved without first creating, and 

maintaining, an environment that inspires and motivates.”

Veronica: “Mmm, yes. Perfectibility. The ability to be perfect. Tell 

me more about this concept; how does one hope to attain 

perfectibility?”

Ted: “It’s not a matter of attainment, but there are steps to 

becoming a good leader. First, you’ve got to give your team a 

reason to follow you. Establish a vision of the future, something 

that your team can look forward to and that inspires them. This 

vision gives purpose to your teams work, and usually begins with 

a mission statement and business plan. And in order to establish 

this vision, you first need to understand your company's 

capabilities and resources; mainly the team you work with.”

Veronica: “That makes sense, go on.”

Ted: “Well, next you’ve got to motivate your team to buy into 

your vision.”

Veronica: “That, I can do! I could motivate the Pope to drink a 

bottle of Jack Daniels, if I needed to. Which I might.”

<Ted looks at Veronica with disbelief, and then continues.>

Ted: “You’ve got to appeal to peoples values, utilize what drives 

them to do what they do. Make sure that what you’re doing is in 

the best interest of not only the company, but the people that 

work for it. And once you’ve sold your team on your vision, 

you’ve got to talk about it often. Link it to the needs of the 

individuals on the team, and encourage your people to be 

significant!”

Veronica: “That sounds simple enough; make the people who 

work under me feel necessary.”

Ted: “Sort of, but there’s more to it. You also need to be able to 

deliver the vision. Many companies make the mistake of 

establishing a vision, but stopping there. The vision needs to 

become a reality. This is the difficult part.”

Veronica: “So you’re saying that I actually have to work on 

improving the work environment?”

Ted: “Exactly. This requires you to combine project management 

and change management. You’ve got to make sure that each 

person’s roles and responsibilities are clearly laid out, and they 

connect to your plans. Everyone needs to be on the same page, 

especially when it comes to responsibilities. Setting clear SMART 

goals for everyone also sets a good example for work ethic. 

Managing these short-term objectives and achievements allows 

the team to stay focused and driven on overcoming the 

challenges that may arise. It also helps to build your own self-

discipline in order to set a proper example for your team, and 

practicing management by walking around and interacting with 

your co-workers allows you to stay connected to them.”

Veronica: “This is truly riveting stuff, Ted. Is that all there is to 

it?”

Ted: “Not quite. After you’ve established your vision, motivated 

your team into believing in it, and incorporated it into your daily 

routine, you’ve got to then build trust-based relationships with 

your people.”

Veronica: “Ugh, relationships with people? Do I have to?”

Ted: “Of course you do, it’s quite possibly the most important 

part. You have to focus your attention on your people, and help 

them achieve their goals and dreams. No leader is a leader 

without the people that follow them, and you’ve got to work long 

and hard to earn the trust and admiration of your team.”

Veronica: “That’s absurd Ted, the simple fact that I am their boss 

warrants their trust and admiration.”

Ted: “Then why is the company asking you to work on your 

leadership skills?”

<Veronica pauses for a moment.>

Veronica: “You’ve got a point. So, how can I earn their trust?”

Ted: “Good question. You can start by meeting with your people 

individually, work on helping them with their career goals, and try 

to understand what really makes them tick. During your 

interactions with them, practice being open and honest with 

them. And set aside time to coach your team, help them find their 

own solutions and feel valued for the work that they contribute.”

Veronica: “This is turning out to be quite a bit of work, is there 

anything else?”

Ted: “Well, that’s the point. Becoming a good transformational 

leader is a long process, and it requires a fair amount of 

attention. You’ll need to work on your own skills, as well as the 

skills of your team. But as long as you focus on those four steps, 

and implement them correctly, you’ll become a great 

transformational leader.”

Veronica: “That’s great Ted, you’re as wise as ever. I’m glad to 

have you on my team.”

Ted: “There you go; see, you’re already becoming a better 

leader.”

Veronica: “Of course I am Ted, I’m able to adapt to any situation. 

It’s why I’m so successful. Now get back to work.”

Lem: “Phil your ideas aren’t going to work, stop trying!”

Phil: “Just because they aren’t your ideas Lem, doesn’t mean that they won’t 

work!”

Lem: “It always comes to this Phil! It’s not because I like my ideas better, 

even though they are better ideas, It is that yours simply won’t work.”

Phil: “You always think you are better than me Lem, just try this and see if it 

works!”

Lem: “look what you have done now Phil you made a scene and the rest of 

our team is staring at us. I think we should just get Ted down here to tell you 

what a horrible idea this is!”

Ted: “Guys what is all this commotion?”

< Lem and Phil sporadically talk over one another making no sense> 

Ted: “Phil, Lem Stop! Look at your team they are all just gawking at you, this 

is not the time nor the place for this kind of behavior come to my office.”

<In Ted’s office>

Ted: “Okay Phil you first what is going on?”

Phil: “I had a great idea on how to make our product more sustainable in all 

climates. But, Lem doesn’t think it will work, probably because he always 

thinks he is smarter than me. He won’t even let me try it to see if it could 

work.”

Ted: “Okay, Lem what is up with you?”

Lem: “It won’t work! Theoretically there is no way it could. He is just being a 

child because he is not getting his way and taking it out on me!”

Ted: “I think this is going to be a lesson for both of you.”

Phil & Lem: “What is going to be a lesson?”

Ted: “You two are my senior scientists down in the lab. I rely on you to lead 

the rest of the team down there, and today you failed. This is partly my 

fault because I put you guys in charge of other people, without first making 

sure you guys could handle yourselves.”

Phil: “Ted I can handle myself just fine, it’s just sometimes he pushes my 

buttons!”

Ted: “Phil hold on. I think it’s time we really take a look at you two 

individually before I send you back down to work together and lead the rest 

of the scientists.”

Ted: “I think before you guys can regulate each other or others you first 

need to be aware of yourselves. As a good leader having self- awareness is 

a very important characteristic to have.”

Lem: “What do you mean self- awareness?”

Ted: “You both need to understand the moods you are in and why you are in 

them, your emotions, your strengths, weaknesses, your drives, and the 

affect they have on those around you.”

Phil: “Ted I graduated from MIT, I love science, so I work in a science lab. I 

think I am pretty self- aware of my strengths and capabilities.”

Ted: “Your IQ and knowledge of math and science aren’t enough anymore 

guys. You have to be leaders now, and it’s my job to make sure you’re the 

best leaders possible.”

Phil: “okay I am sorry go on.”

Ted: “When one becomes more self-aware they are able to recognize how 

their feelings are affecting them as an individual, how it is affecting those 

around them, and especially in this instance how it affects work 

performance.”

Lem: “I see what you’re saying here, because Phil and I weren’t very in 

check or aware of our emotions not only did it affect our work but it affected 

the work of our team as well.”

Ted: “the two of you are leading together so you have to know how certain 

things the other does affects you and your work, as well as your ability to 

lead the rest of the scientists.”

Lem: “I think that is something we can definitely work on. I don’t like the 

thought that our arguing and conflict is affecting everyone else.”

Phil: “Me either, what else can we do?”

Ted:” part of self- awareness is an understanding of your individual goals 

and values. I think it would be a great idea for the two of you to sit down 

and discuss your individual values and goals, so you both understand not 

only yourselves, but each other a little better.” 

Phil: “I agree with you ted that this could help. But I have a question; why is 

it so important to have self-awareness, like what is the worst that could 

happen without it?”

Ted: “People without self- awareness are more likely to make decisions that 

bring about conflict. They not only tend to be unrealistic with themselves and 

what they want. But, because of their inability to be honest about what they 

truly want, they tend to involuntarily express that in their lack of work ethic, 

their commitment to what they are doing, or sometimes bring out this 

frustration to others. I believe that today was a great example of this 

happening, and why self-awareness is so important.”

Lem: “I am willing to really work on this if you are Phil.”

Phil: “If Ted believes it will help us, then yes absolutely.”

Lem: “awesome, thanks Ted we are going to head back down!”

Ted: “Not quite yet guys, I am not finished.”

Phil: “There is more!?”

Ted: “Absolutely! With self-awareness you are going to become more 

mindful of the emotions you have and are feeling; but it is very important to 

regulate them as well.”

Lem: “Let me guess, self- regulation?”

Ted: “Exactly. You’re going to feel emotional impulses all the time but it is so 

important to learn how to regulate those emotions.”

Phil: “You mean not screaming at one another in the lab, in front of 

everyone, ha-ha.”

Ted: “Ha, yes Phil just like that. You will feel emotional impulses; but 

someone with self- regulation knows how to channel those impulses into 

doing something useful.”

Lem: “Well isn’t that kind of just avoiding the issue by channeling 

it into something different?”

Ted: “No, that is just so you are less apt to have an outburst 

when it is un-needed. Another part of Self- regulation is being 

able to pick one’s words carefully, knowing when and where to 

bring up conflict, and doing it in a productive and non-offensive 

manner.” 

Phil: “so with self- regulation what happened today, probably 

wouldn’t have happened.”

Ted: “No it probably wouldn’t have. When you two as leaders 

learn to do this, and are in control of your feelings and impulses, 

you will be more able create an environment of trust and 

fairness.”

Lem: “I think that is the kind of environment the lab needs!”

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