Spark

Spark Plot Summary

Introduction

Leadership isn't just a position—it's a way of being that transforms both your life and the lives around you. Yet many of us don't recognize our innate capacity to lead because we've bought into the myth that leadership belongs only to those with official titles or authority. This limiting belief keeps us from stepping into our full potential and making the impact we're capable of. What if you could break free from this misconception? Imagine having the tools to influence outcomes, inspire others, and create positive change regardless of your formal position. The behaviors that distinguish exceptional leaders—what we might call "Sparks"—aren't mysterious or unattainable. They are specific practices that anyone can develop with awareness and intention. When you embrace these qualities, you'll find yourself becoming the catalyst for excellence in any environment you enter.

Chapter 1: Embrace Your Leadership Identity

Leadership isn't about position or title—it's about influence and inspiration. Many professionals mistakenly believe that leadership is reserved for those at the top of organizational charts, but this limiting belief prevents them from recognizing their own leadership potential. Embracing your leadership identity means understanding that you can lead from wherever you are. Sean Lynch's story perfectly illustrates this transformation. As a young lieutenant in the Air Force, Sean found himself in a debriefing room after his first flight in an F-16. While senior officers engaged in candid feedback about the mission, Sean remained silent, believing his junior status meant he had nothing to contribute. After the meeting, a major confronted him: "Hey, Lieutenant, how come you had nothing to add to that conversation? The Air Force doesn't owe you anything! Stop with the excuses, start contributing." Initially defensive, Sean realized the major was right—his silence wasn't about rank but about his unwillingness to step up. This moment became Sean's leadership awakening. He recognized that in the Air Force culture, everyone was expected to contribute regardless of rank. Excellence and high performance happen only when everyone on the team chooses to lead. By separating his emotions from the message and applying leadership lessons, Sean grew professionally and learned how to both receive and deliver feedback effectively. The military teaches that leadership is behavior-based, not title-based. Three fundamental myths prevent many professionals from embracing their leadership identity: the belief that leaders are born, not made; that leaders should trust their instincts; and that titles make leaders. Research from the Minnesota Center for Twin and Family Research shows we're born with only about 30% of our leadership abilities—the remaining 70% can be developed through intentional practice. To develop this leadership identity, focus first on cognitive flexibility—the ability to adapt your thinking to solve problems, especially people problems. Next, practice cognitive discipline—the ability to override your instinctual reactions with more effective responses. In challenging moments, remember to "stop and wind the clock"—pause before reacting to engage your problem-solving capabilities. Your leadership journey begins when you choose to lead. No one makes you a leader—you make yourself one by recognizing your potential and committing to growth. With self-awareness and a growth mindset, you can develop the behaviors that will transform you into a Spark who influences outcomes and inspires others.

Chapter 2: Build Trust Through Character and Credibility

Trust is the foundation of leadership. Without it, no one will follow you, regardless of your position or authority. Building trust requires two essential elements: character and credibility. Character represents the alignment between your values and actions, while credibility comes from consistent high performance that others can depend on. Angie Morgan discovered the importance of character development during her Marine Corps Officer Candidate School training. What appeared chaotic and demanding—endless marches, angry drill instructors, sleepless nights—was actually a carefully designed character laboratory. "It's these moments that reveal whether you can be counted on to do the right thing when tested," she explains. The Corps wasn't looking for tactical perfection; they were testing whether candidates would compromise their character under stress. When exhausted and pushed to their limits, would they take shortcuts, blame others, or maintain their integrity? This intense character development contrasts sharply with how most professionals enter their careers. Typically, new employees receive basic onboarding—"Here's your desk, here's the HR manual"—with little discussion about values or character. Without deliberate character development, professionals can drift from their core values without realizing it, especially under pressure or when faced with ethical dilemmas. Your values—the principles that matter most to you—serve as your North Star in decision-making. When your actions align with your values, you sleep better at night. When they don't, you feel uncomfortable, even if you can't articulate why. This internal compass guides you toward choices your future self will be proud of. As one professional discovered after leaving a prestigious firm for a higher-paying position, prestige wasn't as important to her as relationships and feeling connected to colleagues. When she realized this values misalignment, she returned to her former employer with renewed appreciation for what truly mattered to her. Building credibility requires understanding and meeting four key standards. First, identify and fulfill the expectations others have of you—both stated and unstated. As Courtney Lynch learned when researching physicians' leadership, different stakeholders have different expectations: nurses wanted respectful doctors who owned their mistakes, patients sought compassion, and colleagues valued expertise. Second, maintain a narrow "say-do gap"—the space between your words and actions. When you commit to something, follow through consistently. Third, clearly communicate intent and expectations to others, explaining what needs to happen while allowing them flexibility in how to accomplish it. Finally, hold others accountable when they fail to meet standards, delivering feedback that inspires growth rather than defensiveness. The way you deliver accountability feedback matters tremendously. When one Marine sergeant major publicly berated two Marines for poor performance, their confidence was visibly shaken. While they would comply with future requests, the trust relationship was damaged. Effective feedback focuses on the standard, not the person, and is delivered privately with the right tone. Begin by asking if they're open to feedback, focus on what you've observed and its impact, and offer specific suggestions for improvement. Remember, character and credibility together build the foundation of trust that enables you to lead effectively. By aligning your values with your actions and consistently delivering on expectations, you become someone others willingly follow.

Chapter 3: Take Ownership When Challenges Arise

Accountability is the hallmark of a true Spark. It means relentlessly seeking ownership of mistakes, missteps, and any less-than-best outcomes you're associated with. Rather than conducting blame-seeking investigations, accountability acknowledges problems and quickly moves toward solutions. This behavior distinguishes Sparks as problem-solvers and confidence-inspiring leaders. Angie Morgan's story from The Basic School (TBS) in the Marine Corps illustrates the transformative power of accountability. Despite previous academic and leadership success, Angie found herself struggling at TBS. She was lost during weapons training, barely passed marksmanship, and nearly failed land navigation. When peer evaluations came in, the feedback was painful: "Self-absorbed, insincere, inconsistent, selfish." Her captain pulled her aside and offered crucial guidance: "This part is called 'accountability.' You need to be responsible for your performance—only you can do that. And only you have the power to improve by gaining the support of your colleagues, instructors, and me." This message became a framework for handling future challenges. When faced with setbacks, Sparks accept responsibility for their actions and seek solutions rather than excuses. Unfortunately, this accountability mindset seems increasingly rare in our culture. We frequently blame others—teachers for failing students, fast-food restaurants for our weight, credit card companies for our debt. While blaming others might feel protective in the moment, it prevents us from addressing the real issues. Consider Patrick Nelson's story after leaving the Army. Despite combat experience, leadership credentials, and military awards including a Bronze Star and Purple Heart, he couldn't get callbacks after sending out eighty résumés. Rather than blaming employers for not valuing his service, Patrick took ownership of his situation. He enrolled in college, took a part-time job to build business experience, and eventually earned the first-ever NFL-Pat Tillman Military Scholarship. His accountability led to a master's degree and his dream job with the Minnesota Vikings. Sean Lynch learned the value of accountability during a high-stakes incident as an F-16 pilot in Korea. During a training exercise, he blacked out at 25,000 feet while flying dangerously close to other jets—the result of his failure to properly check his G-suit connection. Upon landing safely, he immediately admitted his mistake to his team, despite fears about potential career consequences. His honesty generated trust and created an opportunity for the team to improve safety protocols. "When you initiate accountability, you inspire trust," his boss later explained. "It's trying to cover up mistakes that gets you in trouble." To develop accountability, start by leading with it yourself. When problems arise, resist the powerful instinct to blame, defend, or make excuses. These reactions activate our stress response and ego protection mechanisms, pushing us further from solutions. Instead, pause to consider how your actions—or inactions—contributed to the situation. Create opportunities for open discussion by scheduling operational pauses or debriefs where teams can candidly assess what's working and what needs improvement. Remember that accountability solves problems. By focusing on what you can control rather than external factors, you position yourself to find solutions. When one Spark demonstrates accountability, it creates a ripple effect that transforms blame-placing cultures into results-oriented teams that shape their future together.

Chapter 4: Act with Purpose and Clear Vision

You are the sum of your decisions. The quality of your life, the strength of your relationships, and your career satisfaction all result from the choices you've made. Sparks differentiate themselves by envisioning a better future and taking deliberate actions to move toward it. This intentional approach allows them to lead their lives, initiate positive change, and experience meaningful success. Sean Lynch's career transition story illustrates how lack of vision can lead to stagnation. In his midforties, Sean had what appeared to be an enviable life—a beautiful family, a nice home, and over twenty years as a pilot. Yet he found himself in a professional rut. His daily routine had become monotonous: driving to the airport, taking shuttle buses, sleeping in random hotels, and repeating the cycle. He had built his life around this reliable but unfulfilling pattern without considering alternatives. His perspective shifted dramatically during a family gathering when he overheard his sister-in-law Courtney discussing Lead Star, her leadership development firm. As she described traveling the country, meeting talented professionals, and designing training programs for impressive organizations, Sean found himself captivated. When Courtney suggested he might excel as a trainer himself, Sean realized he'd been viewing his skills too narrowly. He had extensive training experience throughout his Air Force career but had never considered it a transferable skill. When Courtney later offered him an opportunity to facilitate a workshop at Marine Corps Base Quantico, Sean jumped at the chance. Though nervous and extensively preparing, he found the experience exhilarating. "This training stuff is new and rewarding in an entirely different way than piloting," he told his wife afterward. This opportunity to envision a different future reignited his Spark and ultimately led to a fulfilling career change. Many professionals struggle to imagine their future possibilities. Harvard psychologist Dan Gilbert calls this the End of History Illusion—we recognize how much we've changed in the past but underestimate how much we'll change in the future. We mistakenly believe the person we are today is who we'll be forever, which limits our potential growth. To develop a meaningful vision, start by examining your specific goals, interests, and long-held desires. Seek diverse sources of inspiration through reading, networking, and mentoring relationships. Lauren, an account manager, discovered through networking conversations that many professionals were pursuing education to advance their expertise. This sparked her realization that she wasn't passionate about her current role. After careful reflection and preparation, she eventually transitioned to her dream career as a writer. Once you have a vision, commitment becomes crucial. As Allen Meacham, a vice president at Boston Scientific, tells his sales organization: "Whatever you do, do it on purpose." Whether consulting with patients or spending time with family, giving your full attention and presence creates the most value and satisfaction. Creating space for your vision is equally important. Courtney Lynch learned this lesson when severe burnout threatened her effectiveness. Despite co-founding a successful company, she found herself overwhelmed by an unsustainable pace. "Working hard all the time can feel right in the moment—until it doesn't," she explains. Only by deliberately stepping back, reducing her schedule, and recommitting to her vision could she reclaim her effectiveness and love for her business. Remember that all progress begins with a decision followed by action. To honor your future self, identify the disconnect between your current reality and desired future, commit to growth, create a practical plan for change, and recognize that saying no to lesser priorities creates space for your most meaningful yeses.

Chapter 5: Serve Others to Strengthen Connections

In today's interconnected work environment, no one succeeds alone. We're constantly paired with others on cross-functional teams, special projects, and collaborative initiatives. What makes the difference between teams that thrive and those that struggle? The presence of service-based leadership. Sparks understand that to get the most from their teams, they must serve others and demonstrate how service strengthens connections. Angie Morgan's experience with Captain "Coca-Cola" Harper illustrates the transformative power of service. As a tough Marine Corps training officer, Coca-Cola was physically intimidating and known for his demanding standards. Angie tried to avoid his attention until one day when she was called to his office. To her surprise, instead of criticism, she found compassion. Coca-Cola had received news of her grandmother's passing and had already arranged everything—transportation home, a flight reservation, and coverage for her training. "The Marine Corps is very interesting," he told her, "we've existed for 222 years without you. We can last a week more. Go home and stay home until you're ready." This service moment profoundly impacted Angie, increasing her loyalty to the organization tenfold. What made it especially meaningful was that Coca-Cola didn't wait for her to ask for help—he anticipated her needs and took initiative to meet them. "Service, true service, is meeting people's needs so they can be their best," Angie realized. "Sometimes service can be demonstrated in the smallest ways." To serve effectively, Sparks must understand the hierarchy of human needs. Abraham Maslow's famous pyramid organizes these needs from physiological requirements at the bottom to self-actualization at the top. These needs change with circumstances and life stages. When someone is hungry or feels unsafe, their focus isn't on higher-level growth. Similarly, during major life transitions like job loss or caring for an ailing parent, career fulfillment might temporarily take a backseat to more pressing concerns. Service doesn't require grand gestures. It might be referring a friend's business to your neighbor, helping a colleague prepare for an interview, or simply practicing active listening in a world of "drive-by leadership" where people ask "How are you?" without waiting for a reply. When Schlumberger faced increasing safety incidents among new employees, they developed a mentoring program built on simple service acts: introducing mentees to colleagues, ensuring they had proper safety gear, working alongside them, including them in breaks and gatherings, and explaining company culture and terminology. Several workplace barriers can prevent service-based leadership. Awareness is the first—many professionals simply don't recognize service's importance or dismiss it as "HR's job." The second is pace—in our busy schedules, we forget to prioritize people's needs. The third is unhealthy competition, which Sean Lynch observed in a retreat with business owners who were so focused on outearning each other by small margins that they undermined their team culture and missed opportunities for collaboration. Sean experienced the impact of service-based leadership during a seven-hour flight delay with frustrated passengers. Rather than making a cabin announcement, he walked through the aisles, personally explaining the situation, answering questions, and even lending his cell phone to a passenger whose battery had died. These small acts of service transformed the mood in the cabin, turning angry passengers into grateful travelers who later thanked him personally. To demonstrate service-based leadership, consistently focus on understanding others' needs and meeting them without waiting to be asked. Remember that true service empowers rather than enables, and it should be offered without expectation of return. When one Spark demonstrates genuine service, it sparks similar behavior throughout a team, creating an environment where everyone feels valued, connected, and ready to contribute their best.

Chapter 6: Cultivate Confidence in Yourself and Your Team

Confidence is your belief in your abilities—the feeling that you can rise to the occasion when pressure mounts. It fuels ambition, encourages stretch goals, and powerfully influences your results. As Henry Ford said, "If you think you can, or think you can't, you're right." While we all want confidence during crucial moments, we must first understand its nature to develop it effectively. Unlike skills that you learn once and retain, confidence is an emotion that naturally fluctuates. This explains why even accomplished professionals sometimes feel like they're on a confidence roller coaster. The good news is that confidence can be developed and managed through four key strategies: experiencing success, developing positive self-appraisals, surrounding yourself with role models, and managing confidence-killing emotions. Sean Lynch learned to build confidence through past successes during his transition from Air Force fighter pilot to commercial airline pilot. Contrary to his expectations, flying a slow, bulky 737 after an F-16 wasn't easy. His landings were rough, procedures were different, and training exhausted him. Rather than dwelling on his struggles, Sean reflected on previous challenges he'd overcome—complex Air Force sorties and high school sports competitions. He remembered focusing on fundamentals and accepting feedback, then applied those same approaches to his current situation. By referencing past successes, he completed training and gained confidence in the cockpit. Unlike the popular "fake it till you make it" advice, genuine confidence comes from clear self-awareness and appreciation of your abilities. One Lead Star client developed a "Gold Star" system after realizing she never acknowledged her professional accomplishments. Whenever she achieved something noteworthy, she gave herself a mental gold star—creating tangible recognition of her success. Angie Morgan struggled with negative self-appraisals during a pivotal board meeting. After suggesting the Marine Corps nonprofit needed greater board diversity, she was met with silence. Interpreting this as rejection, she felt embarrassed and fled after the meeting. However, she later learned from board member John Dowd that her comments had actually sparked valuable reflection. "I'm glad you brought up that point about diversity. You're right," he told her. This experience taught Angie how quickly she'd jumped to negative conclusions rather than considering positive interpretations. Her suggestion ultimately led to meaningful discussions with military leadership, including the Chairman of the Joint Chiefs of Staff. Developing positive self-appraisals requires cognitive discipline—catching negative thoughts and deliberately reframing them. When confronting your boss about a disagreement, replace "It's hopeless—I can't do it" with "If I don't stand up for myself, no one else will." Stanford psychologist Albert Bandura's research on self-efficacy confirms that your beliefs about your capabilities significantly impact your outcomes. Courtney Lynch found strength in positive role models like Bob Turner, who provided sobering guidance when she was launching Lead Star. While Courtney bubbled with enthusiasm about logos and websites, Bob interrupted: "Courtney, cash is king. Your idea is solid, but watch your cash flow." Though initially disappointed by this practical advice, she soon recognized its value when enthusiasm alone couldn't sustain the business. The best role models don't just cheer you on—they challenge you to grow. Finally, Sparks learn to manage confidence-killing emotions—fear, worry, and insecurity. Courtney faced these emotions intensely when simultaneously managing newborn twins and her mother's terminal illness. To combat fear, she acknowledged it as a signal to take action. For worry, she distinguished between real concerns and manufactured ones, asking "Is this real? Can I solve it?" When dealing with insecurity, she returned to positive self-appraisals, recalling her capabilities and achievements. By intentionally building confidence through these strategies, you become stronger and more capable. And when one confident Spark emerges, others are drawn to follow, creating a powerful ripple effect throughout teams and organizations.

Chapter 7: Maintain Consistency in Your Actions

Consistency is your ability to adhere to your values and intentions regardless of circumstances. It determines whether you're a "sometimes person" or an "always person." Being an always person opens doors to opportunities—high-stakes projects and high-visibility assignments go to those with proven dependability. Consistency also builds trust in all your relationships, especially the most important one: your relationship with yourself. Sean Lynch witnessed the power of consistency during a high-stakes emergency at Osan Air Base in Korea. Awakened in the middle of the night, Sean and his squadron learned that a U-2 spy plane flying near North Korean territory was missing and potentially shot down. With lives at risk and international tensions mounting, the team had to coordinate a complex search-and-rescue mission while preparing for possible retaliation. Despite stormy conditions and limited visibility, they executed the mission flawlessly, locating the pilot and recovering crucial evidence that the plane had experienced mechanical failure rather than being shot down. This seamless operation succeeded because of the team's commitment to readiness—constant training and preparation for any scenario. "Without consistency," Sean realized, "we never would have been able to pull off this amazing feat." Though most professionals don't work in such extreme environments, we all face situations where our actions can make or break our teams. Developing strong, consistent habits prevents us from losing our way when pressure intensifies. Building consistency requires pushing into your discomfort zone—that awkward, unfamiliar place where growth happens. Sparks recognize that false starts won't get them where they need to go. They appreciate that ambiguity and uncertainty are necessary parts of development, and their perseverance leads to resilience through the cycle of action, persistence, and success. Courtney Lynch learned this lesson about consistency from Marine Corps training. Despite disliking tedious rehearsals and sand table exercises, she recognized their value: "the only way you can run toward the sound of chaos and survive is if everyone knows what they're doing and the team is coordinated and well-rehearsed." This disciplined approach helped her land Lead Star's first major client, Walmart, through methodical research, persistence, and preparation. However, years later, Courtney's consistency lapsed during a crucial meeting with Google. Exhausted from travel and overconfident, she skipped her usual preparation and delivered a subpar performance. "It was the absolute worst sales and credibility moment of my career," she admits. The client specifically requested not to work with her afterward. This painful experience reinforced that consistency isn't automatic—it requires ongoing commitment against complacency. One major threat to consistency is being "too busy"—a common excuse that actually reveals deeper issues: poor planning, lack of boundaries, or inability to prioritize. Angie Morgan confronted this problem when juggling her business, graduate school, and family responsibilities. "I started scheduling meetings, then asking to reschedule at the last minute because something else popped up," she recalls. "If I was consistent at anything, it was at being inconsistent." Inspired by Greg McKeown's book Essentialism, Angie began focusing on doing less rather than more. She reviewed her calendar, identified activities not connected to her priorities, and created rules to manage her "too quick to say yes" impulse. She learned to say "Let me get back to you" instead of immediately agreeing to requests, and applied the "HBU test"—Is what I'm doing at this moment the highest, best use of my time? Time management disciplines help Sparks "own" their time. Maintain white space in your calendar—two to three-hour blocks for strategic thinking and development. Respond to emails at scheduled times rather than continuously throughout the day. Create realistic to-do lists at the end of each workday, identifying the two or three tasks that must be completed tomorrow. And tackle your most dreaded task first thing in the morning to eliminate mental distraction. By having less to do, Sparks discover they can give more to their priorities. They find time to rejuvenate and experience the clarity that comes from space to think broadly. Remember that consistency and busyness are incompatible—being overcommitted prevents you from performing as the Spark you can be. Your reputation isn't earned in one moment but built through predictable, steady performance over time.

Summary

Throughout this journey, we've discovered that leadership isn't reserved for those with authority—it's available to anyone willing to develop specific behaviors. Being a Spark means aligning your values with your actions, building credibility through consistent performance, taking ownership of challenges, acting with purpose toward a clear vision, serving others to strengthen connections, cultivating confidence, and maintaining consistency. These behaviors transform you into someone who can influence outcomes and inspire others, regardless of your formal position. As Frederick W. Smith, Chairman and CEO of FedEx, emphasizes: "Leadership is not a difficult concept to understand. It's simply about taking care of others and treating them fairly, communicating in a way that lets others know what they must do to be successful, and passing along praise for a job well done." The power to lead doesn't come from authority but from your behaviors and choices. Your immediate opportunity is to select just one Spark behavior to develop first. Start by identifying situations where you can practice this behavior today—perhaps by taking ownership of a problem without being asked, clarifying your vision for an important project, or serving a colleague who needs support. Small, consistent actions will build momentum, creating a positive cycle of growth. Remember, you don't need permission to lead—you only need to choose to begin.

About Author

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Angie Morgan

Angie is a proven leader, successful entrepreneur, New York Times best-selling author, and a sought-after guide who helps others become the best leaders they know. Angie wasn’t born a leader. She became a leader after she graduated from the University of Michigan and earned her commission as a United States Marine Corps Officer, where she was one of only 1,000 women managers in an organization 175,000 strong. Angie endured some of the toughest training on earth to build her leadership and risk-taking skills, which she’s applied in her personal and professional life to achieve success. Today, she’s honored to share these exact same skills through her work as a keynote speaker, consultant, coach, and advisor inside the world’s top organizations. After Angie left active duty in 2001, she rose through the ranks quickly as a pharmaceutical sales representative before transitioning out of corporate America to launch her consultancy, Lead Star, in 2004. Through her business, she’s been honored to partner with exceptional clients to include Google, Facebook, Oracle, Boston Scientific, Marathon Oil, Walmart, and many smaller – and equally impressive – small businesses and organizations.Angie’s been a featured guest on CNN, FOX News, and CNBC. Her thought leadership has been published in Harvard Business Review, Fast Company, Inc., and Entrepreneur. She’s the author of the New York Times Best-Selling SPARK, Leading from the Front, and the soon-to-be released Bet on You, which will be the game-changing book for professionals who are contemplating taking risks in their lives. Angie has an MBA from the Ross School of Business. She’s an avid athlete who competes in marathons and triathlons … and is never one to turn down a push-up competition. She’s also the mom to two great boys and commits a tremendous amount of energy and time to being a super fan at their sporting events.

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