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Spark: How to Lead Yourself and Others to Greater Success
From the team behind the corporate leadership consulting firm Lead Star—three leadership experts with military backgrounds—comes the New York Times bestseller Spark, “a myth-destroying book that will make you rethink both the theory and practice of leadership” (Daniel H. Pink).
Leadership is not about job titles—it’s about action and behavior. “Sparks” are the doers, thinkers, innovators, and key influencers who are catalysts for personal and organizational change. But these extraordinary individuals aren’t defined by the place they hold on an organizational chart—they are defined by their actions, commitment, and will.
Leadership experts Angie Morgan, Courtney Lynch, and Sean Lynch show how you can become a Spark by cultivating seven key leadership behaviors. Grounded in the latest research on leadership development, this fresh, accessible road map is packed with real-world stories from inside companies like Facebook, Google, and Boston Scientific, and from the authors’ own high-stakes, challenging experiences serving in the US Armed Forces.
With Spark as a blueprint, anyone can become a catalyst for change, and any organization can identify and develop Sparks.
Featuring a Foreword by Frederick W. Smith, founder, chairman and CEO of FedEx
Leadership is not about job titles—it’s about action and behavior. “Sparks” are the doers, thinkers, innovators, and key influencers who are catalysts for personal and organizational change. But these extraordinary individuals aren’t defined by the place they hold on an organizational chart—they are defined by their actions, commitment, and will.
Leadership experts Angie Morgan, Courtney Lynch, and Sean Lynch show how you can become a Spark by cultivating seven key leadership behaviors. Grounded in the latest research on leadership development, this fresh, accessible road map is packed with real-world stories from inside companies like Facebook, Google, and Boston Scientific, and from the authors’ own high-stakes, challenging experiences serving in the US Armed Forces.
With Spark as a blueprint, anyone can become a catalyst for change, and any organization can identify and develop Sparks.
Featuring a Foreword by Frederick W. Smith, founder, chairman and CEO of FedEx
224 pages, Paperback
Published January 2, 2018
369 people are currently reading
1362 people want to read
About the author
Angie Morgan
3 books18 followersAngie 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.
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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February 12, 2019
"Our society values leadership — craves it, for that matter. Yet we don't teach it in formal education." pg 9, ebook.
Spark is a manual to help an individual or a business develop leadership skills. The important attributes are outlined in each chapter with highlighted stories provided by the authors' own life experiences. The salient points of the different topics are simply and clearly listed at the end of each chapter as well as further resources.
The title itself "Spark" refers to those who know they carry the seeds of greatness within themselves and are willing to learn how to make those seeds bloom. As the authors are quick to point out, there are a lot of misconceptions about leadership.
One of them is that people are born leaders and only certain people can lead. They say, and I believe this too, that anyone can become anything they set their minds too. This book helps provide the necessary skills to make that process simpler.
"No one else can make or anoint you a leader. The only way to become a Spark is to make yourself into one." pg 24, ebook
I thought it was an interesting that these skills are taught to our military personnel but are not stressed as much in the private sector. The main reason the authors started their leadership business was because they noticed leadership was required in business but no one was teaching it. I suppose that's true, but I'd never considered it before because I had assumed that leaders were born that way.
"... invest the time in seeking to uncover your values, and you'll be led to discover any misalignment between your expectations of yourself and your actions. The next step is having an honest conversation with yourself so that you not only understand where, when, and why you've compromised your values in the past but also recognize the changes you need to make to lead more consistently with your intentions." pg 42, ebook
I think some of the suggestions in Spark might discomfort those who haven't taken the time to look and evaluate their own character. Or accept responsibility for reoccurring issues in their experience.
"Overwhelmingly, we all seem to agree that we live in a pass-the-buck culture. Pointing to others as the reason for a problem is a typical response." pg 69, ebook.
And, taking responsibility for a problem gives you the power to change it. Because, at the end of the day, you can't control somebody else's actions — despite how much we may want to.
The chapters I, personally, liked the most were about how to "build your confidence" and "demonstrate consistency". The information in that section felt the most relatable because it deals with the humanity of leaders. We all fail sometimes or experience self doubt. What matters is how you handle that and continue onwards.
Which brings me to my last thought about this book, as I mentioned earlier, the authors insist leaders make themselves. If you want to learn these skills, you can. If you want to make change in your organization, you can. What you can't do is force other people to become leaders if they don't want to be.
I think the power in becoming a leader or a "spark" is the example you hold up to others who have the same aspirations. As for the rest, I suppose they can provide the background against which your brilliance shines.
Spark is a manual to help an individual or a business develop leadership skills. The important attributes are outlined in each chapter with highlighted stories provided by the authors' own life experiences. The salient points of the different topics are simply and clearly listed at the end of each chapter as well as further resources.
The title itself "Spark" refers to those who know they carry the seeds of greatness within themselves and are willing to learn how to make those seeds bloom. As the authors are quick to point out, there are a lot of misconceptions about leadership.
One of them is that people are born leaders and only certain people can lead. They say, and I believe this too, that anyone can become anything they set their minds too. This book helps provide the necessary skills to make that process simpler.
"No one else can make or anoint you a leader. The only way to become a Spark is to make yourself into one." pg 24, ebook
I thought it was an interesting that these skills are taught to our military personnel but are not stressed as much in the private sector. The main reason the authors started their leadership business was because they noticed leadership was required in business but no one was teaching it. I suppose that's true, but I'd never considered it before because I had assumed that leaders were born that way.
"... invest the time in seeking to uncover your values, and you'll be led to discover any misalignment between your expectations of yourself and your actions. The next step is having an honest conversation with yourself so that you not only understand where, when, and why you've compromised your values in the past but also recognize the changes you need to make to lead more consistently with your intentions." pg 42, ebook
I think some of the suggestions in Spark might discomfort those who haven't taken the time to look and evaluate their own character. Or accept responsibility for reoccurring issues in their experience.
"Overwhelmingly, we all seem to agree that we live in a pass-the-buck culture. Pointing to others as the reason for a problem is a typical response." pg 69, ebook.
And, taking responsibility for a problem gives you the power to change it. Because, at the end of the day, you can't control somebody else's actions — despite how much we may want to.
The chapters I, personally, liked the most were about how to "build your confidence" and "demonstrate consistency". The information in that section felt the most relatable because it deals with the humanity of leaders. We all fail sometimes or experience self doubt. What matters is how you handle that and continue onwards.
Which brings me to my last thought about this book, as I mentioned earlier, the authors insist leaders make themselves. If you want to learn these skills, you can. If you want to make change in your organization, you can. What you can't do is force other people to become leaders if they don't want to be.
I think the power in becoming a leader or a "spark" is the example you hold up to others who have the same aspirations. As for the rest, I suppose they can provide the background against which your brilliance shines.
April 6, 2017
This book had some great insights into leadership. I really liked how it was told by three different people. In leadership one person's beliefs and experiences are never enough. There needs to be more than one person's experiences taken into account. I really enjoyed how this book was set up, but I think I would have liked it more had I read the print instead of listen to it. It was a little hard to remember whose story was being told after putting the book away to do something.
Regardless, I feel like I've gained some reassurances on the leadership skills I've been learning. I didn't really hear anything that I haven't heard before but it was nice to hear about them in different contexts. I really liked the lesson to "live on purpose". I think that stuck out to me the most.
It's a short read and worth the time, but it's not exceptional.
Regardless, I feel like I've gained some reassurances on the leadership skills I've been learning. I didn't really hear anything that I haven't heard before but it was nice to hear about them in different contexts. I really liked the lesson to "live on purpose". I think that stuck out to me the most.
It's a short read and worth the time, but it's not exceptional.
February 22, 2017
Leadership 101. Be accountable. Do what you say you're going to do. Work on your confidence. Leaders are not born, they're made. Fast read and a good reminder of what we're capable of in the workplace and in relationships.
March 27, 2019
I gained a lot from this book, not only is it filled with easy-to-follow leadership philosophies, it contains self-reflection activities and exercises you can use with your team. The ideas shared are quite practical and don't take an unreasonable amount of time to implement. I'm already seeing results from the changes I have made.
January 22, 2024
3.25 stars
I definitely got some things out of this guide for leadership. Keeping consistent, being accountable, and being credible are the three that come to mind. I can apply these to my work. However the book didn’t necessarily excite me and the personal stories seemed a little repetitive.
I definitely got some things out of this guide for leadership. Keeping consistent, being accountable, and being credible are the three that come to mind. I can apply these to my work. However the book didn’t necessarily excite me and the personal stories seemed a little repetitive.
May 9, 2017
A great read that definitely helped remind me about what's important and how to get back to doing work that makes an impact. Really enjoyed the parts about the say-do gap, accountability, planning for a change and credibility. Each lesson has a memorable story or 2 to go along with it. My favorite was the one on Coca Cola! (nope, not the soft drink..) I learned so much about the military and found it very interesting how the authors applied their military training to their own business. Definitely recommend this book for business professionals! If you're in a rut, this book helps with a fresh perspective and definitely sheds light on the fact that while we all aim to be Sparks, we all have ups and downs and learning experiences - some good and some bad. This book provides examples of those experiences that we all go through at some time in our lives and gives great suggestions on how to channel them in a positive way.
February 3, 2019
Well written book on how to build genuine leadership within yourself first!
The concepts in the book are familiar; however, the concepts serve as a reminder to re-evaluate oneself in his/her career. In addition, the authors provide a link - sparkslead.us that gives everyone access to 8 printable guidelines in self evaluation!
One downside as I was reading the book was how portion of the book consisted of sharing of their personal experiences. I enjoyed reading of the personal experiences but rather would have preferred researched based explanations that supports the concepts mentioned in the book.
Out of the management/leadership books read, this book did not make it to my favorite's list ,but I appreciated the concepts expressed in an understandable, simple messages without technical jargon.
The concepts in the book are familiar; however, the concepts serve as a reminder to re-evaluate oneself in his/her career. In addition, the authors provide a link - sparkslead.us that gives everyone access to 8 printable guidelines in self evaluation!
One downside as I was reading the book was how portion of the book consisted of sharing of their personal experiences. I enjoyed reading of the personal experiences but rather would have preferred researched based explanations that supports the concepts mentioned in the book.
Out of the management/leadership books read, this book did not make it to my favorite's list ,but I appreciated the concepts expressed in an understandable, simple messages without technical jargon.
June 20, 2018
This book was a good refresher on leadership - or for those who have potentially lost their "spark" in their career/life. The best part of it, by far, is the fact that Spark has a bunch of resources, including all you need to start a "book club," videos and handouts for various activities described within the book. I did a book club at my own office and it was a great way to generate discussions with my colleagues. The second best part of the book was its adherence to believing that everyone has the ability to be a leader - which I strongly agree with. In this sense, it's also a good introduction to leadership principles.
February 5, 2017
Inspiration
I have to say the part about values made me rethink mine. Definitely a good book to help you get in track.
I have to say the part about values made me rethink mine. Definitely a good book to help you get in track.
December 21, 2022
Have you ever thought, "I want to display more leadership in my role but I'm not a manager?" Then, this book is for you! A really great read for anyone who is looking to take on more leadership within their company regardless of their role.
June 19, 2020
Just read it!
October 2, 2020
Book also has links to free additional exercises on authors’ web site. Recommended!
August 31, 2025
Great book about leadership with tangible takeaways and examples of how to easily implement them! The ties/story’s about the military and their leadership teachings are great. Something about the way the military operates makes so much sense to me and always resonates. Reminded me of Lake Placid/Elevate
January 13, 2021
Background:
Leadership experts Angie Morgan, Courtney Lynch, and Sean Lynch show how you can become a Spark by cultivating key leadership behaviors, grounded in research and packed with real-world stories from inside companies like Facebook, Google, and Boston Scientific, and from the authors’ experiences serving in the U.S. Armed Forces. “Sparks” are the doers, thinkers, innovators, and key influencers who are catalysts for personal and organizational change. They are not defined by the place they hold on an organizational chart but rather by their actions, commitment, and will.
—————————————————————————————
Succinct Personal Review:
The book, although a bit repetitive at times, expressed notable qualities and real-life examples on how to develop personal leadership skills to influence those around them into better versions of themselves, rather than relying on their perceived power, prestige, rank, and authority.
—————————————————————————————
Defining Leadership:
A leader is someone who influences outcomes and inspires others.
Leadership isn’t about authority, it’s about building credible influence with others.
Being a person of sound character, someone whose values and actions are in alignment, is essential.
—————————————————————————————
Spark Qualities:
Credible
Accountable
Service-oriented
Solid character
Trustworthy
—————————————————————————————
Excerpts on Spark Qualities:
“Spark qualities include being credible to others so that they trust you, holding yourself accountable to your challenges, making good decisions when you’re feeling pressured to act, expressing your confidence in clutch moments, and bringing a group of individuals together to form a full and cohesive team.”
“Sparks are the thinkers and the doers who envision what a better future looks like and take actions that lead themselves – and others – towards it. The action piece is key. There are plenty of dreamers in this world who’ve never honored their ideas with effort. Sparks differentiate themselves by having the discipline and the fortitude to execute, even when they aren’t sure what to do next.”
“They were the ones initiating action and creating conditions for success, both their own and that of others.”
—————————————————————————————
Excerpts on Personal Leadership in the Workplace:
“Leadership isn’t what you expect from others, but what you demonstrate to those around you.”
“As a leader you can be tough, you can be aggressive, you can have demanding standards – but if you can’t be compassionate, empathetic, and caring, you’re never going to build a team of people who feel valued and connected.”
“We grant followership to those people in our organization we perceive as authentic – that is, the people who aren’t playing politics, who aren’t always trying to say the “right things” to whomever they’re talking to, who aren’t seeking popularity in exchange for their integrity.”
“Of the great ones, I felt like my colleagues cared about me, my boss respected my initiative, and my daily actions connected to the organization’s success.”
“At every level of communication, the big boss’s intentions – what he or she wanted to happen – were passed along. But we were never instructed in how to achieve the result. That was on us to figure out… that person relied on us to perform in a way consistent with expectations… They gave us a lot of room to take initiative without losing sight of the goal.”
“It’s not about egos, it’s about performance… When there are problems between two colleagues, rather than escalating the situation, they just discuss the missed expectations and work to resolve the problems together. No drama. No mess. A quick conversation, followed by tweaks, and everyone can get back to work with a focus on improving.”
“Leaders also need to be open to feedback that will allow them to shore up their weaknesses. A high level of candor between ourselves and others generates self-awareness.”
“At its core, service is selflessly acting on behalf of others to ensure their success. Service is the essence of an unselfish act. And when you act selflessly, you can be the Spark who transforms a group of individuals into a team.”
“When we expand our mindset and become service-based leaders, we don’t often worry about getting the biggest slice. We actually find ourselves in a position to collaborate more effectively than we initially imagined. We effectively help grow the pie, making sure the team wins.”
“Everyone is a keeper of the culture. Everyone is prepared to mentor and to coach leadership development. That’s an important lesson to be learned. Plus, blending operations with leadership helped us learn, grow, and develop at a much faster rate.”
—————————————————————————————
Excerpts on the Downfall of Poor Personal Leadership:
“When you’re unable to honor your intentions with action, your level of consistency begins to fall to the wayside. When this happens, you become frustrated with your inability to follow through, and you disappoint others by your lack of predictability.”
“Those who are inconsistent break trust with themselves, their good ideas die on the vine, and their self-reliance crumbles… Inconsistency can quickly lead to lost opportunity, to a lack of hope, and to despair… What’s worse, not being able to trust yourself raises an important question: why should others put their trust in you?”
—————————————————————————————
Excerpts to Foster Personal Leadership Development:
“You can’t be a Spark without a solid understanding of your values and how these manifest in your character, which determines whether or not people trust you.”
“I’ve benefited from having many ‘truth-brokers’ in my life who haven’t held their opinions back and have helped by challenging me, being constructive, or presenting an alternative point of view… I value honesty and candor in my relationships, and I’ve grown the most by listening to the people who have pushed my thinking and guided me toward a better result.”
“Confidence is about seeing yourself clearly, appreciating your abilities, and having a solid foundation on which to build when presented with challenges.”
“You start to explore your untapped potential as your confidence grows.”
“Focus on responding, not reacting.”
—————————————————————————————
My Personal Values:
Be true to myself, my character, and to others.
Be honest, even when it’s uncomfortable.
Give it your all, 100% of the time.
And, treat everyone with respect, no matter a person’s position on the organizational chart.
Leadership experts Angie Morgan, Courtney Lynch, and Sean Lynch show how you can become a Spark by cultivating key leadership behaviors, grounded in research and packed with real-world stories from inside companies like Facebook, Google, and Boston Scientific, and from the authors’ experiences serving in the U.S. Armed Forces. “Sparks” are the doers, thinkers, innovators, and key influencers who are catalysts for personal and organizational change. They are not defined by the place they hold on an organizational chart but rather by their actions, commitment, and will.
—————————————————————————————
Succinct Personal Review:
The book, although a bit repetitive at times, expressed notable qualities and real-life examples on how to develop personal leadership skills to influence those around them into better versions of themselves, rather than relying on their perceived power, prestige, rank, and authority.
—————————————————————————————
Defining Leadership:
A leader is someone who influences outcomes and inspires others.
Leadership isn’t about authority, it’s about building credible influence with others.
Being a person of sound character, someone whose values and actions are in alignment, is essential.
—————————————————————————————
Spark Qualities:
Credible
Accountable
Service-oriented
Solid character
Trustworthy
—————————————————————————————
Excerpts on Spark Qualities:
“Spark qualities include being credible to others so that they trust you, holding yourself accountable to your challenges, making good decisions when you’re feeling pressured to act, expressing your confidence in clutch moments, and bringing a group of individuals together to form a full and cohesive team.”
“Sparks are the thinkers and the doers who envision what a better future looks like and take actions that lead themselves – and others – towards it. The action piece is key. There are plenty of dreamers in this world who’ve never honored their ideas with effort. Sparks differentiate themselves by having the discipline and the fortitude to execute, even when they aren’t sure what to do next.”
“They were the ones initiating action and creating conditions for success, both their own and that of others.”
—————————————————————————————
Excerpts on Personal Leadership in the Workplace:
“Leadership isn’t what you expect from others, but what you demonstrate to those around you.”
“As a leader you can be tough, you can be aggressive, you can have demanding standards – but if you can’t be compassionate, empathetic, and caring, you’re never going to build a team of people who feel valued and connected.”
“We grant followership to those people in our organization we perceive as authentic – that is, the people who aren’t playing politics, who aren’t always trying to say the “right things” to whomever they’re talking to, who aren’t seeking popularity in exchange for their integrity.”
“Of the great ones, I felt like my colleagues cared about me, my boss respected my initiative, and my daily actions connected to the organization’s success.”
“At every level of communication, the big boss’s intentions – what he or she wanted to happen – were passed along. But we were never instructed in how to achieve the result. That was on us to figure out… that person relied on us to perform in a way consistent with expectations… They gave us a lot of room to take initiative without losing sight of the goal.”
“It’s not about egos, it’s about performance… When there are problems between two colleagues, rather than escalating the situation, they just discuss the missed expectations and work to resolve the problems together. No drama. No mess. A quick conversation, followed by tweaks, and everyone can get back to work with a focus on improving.”
“Leaders also need to be open to feedback that will allow them to shore up their weaknesses. A high level of candor between ourselves and others generates self-awareness.”
“At its core, service is selflessly acting on behalf of others to ensure their success. Service is the essence of an unselfish act. And when you act selflessly, you can be the Spark who transforms a group of individuals into a team.”
“When we expand our mindset and become service-based leaders, we don’t often worry about getting the biggest slice. We actually find ourselves in a position to collaborate more effectively than we initially imagined. We effectively help grow the pie, making sure the team wins.”
“Everyone is a keeper of the culture. Everyone is prepared to mentor and to coach leadership development. That’s an important lesson to be learned. Plus, blending operations with leadership helped us learn, grow, and develop at a much faster rate.”
—————————————————————————————
Excerpts on the Downfall of Poor Personal Leadership:
“When you’re unable to honor your intentions with action, your level of consistency begins to fall to the wayside. When this happens, you become frustrated with your inability to follow through, and you disappoint others by your lack of predictability.”
“Those who are inconsistent break trust with themselves, their good ideas die on the vine, and their self-reliance crumbles… Inconsistency can quickly lead to lost opportunity, to a lack of hope, and to despair… What’s worse, not being able to trust yourself raises an important question: why should others put their trust in you?”
—————————————————————————————
Excerpts to Foster Personal Leadership Development:
“You can’t be a Spark without a solid understanding of your values and how these manifest in your character, which determines whether or not people trust you.”
“I’ve benefited from having many ‘truth-brokers’ in my life who haven’t held their opinions back and have helped by challenging me, being constructive, or presenting an alternative point of view… I value honesty and candor in my relationships, and I’ve grown the most by listening to the people who have pushed my thinking and guided me toward a better result.”
“Confidence is about seeing yourself clearly, appreciating your abilities, and having a solid foundation on which to build when presented with challenges.”
“You start to explore your untapped potential as your confidence grows.”
“Focus on responding, not reacting.”
—————————————————————————————
My Personal Values:
Be true to myself, my character, and to others.
Be honest, even when it’s uncomfortable.
Give it your all, 100% of the time.
And, treat everyone with respect, no matter a person’s position on the organizational chart.
This entire review has been hidden because of spoilers.
November 3, 2016
to be reviewed in Global Business and Organizational Excellence.
May 5, 2021
Angie Morgan, Courtney Lynch, and Sean Lynch’s new book, Spark: How to Lead Yourself and Others to Greater Success, is arguably one of the more premier examples of post-modernist leadership. In the first chapter of the book, the three authors and leadership development experts dissect and ultimately dissuade the reader from believing in what they call the three ‘notions of leadership’: Leaders are born, Leaders trust their instincts, A title makes you a leader. In place of that come multiple, semi-subjective interpretations of post-modernist leadership principles, revolving around the central concept of employees and the corporation sharing a symbiotic relationship. More and more, industry is starting to evolve to the notion every hierarchal floor of the theoretical corporate model must be aligned with a singular vision, so all workers of all statuses have an emotional investment outside of pragmatism. It also requires a communicative makeover, so that each and every member employed feels they have a voice and have a certain degree of ownership over their role in the corporation. A particularly pertinent example in the book is the second chapter, titled Your Character: The Congruence Between Values and Actions:
“When (Angie, Courtney, and Sean) were designing a nine-month leadership program for a Silicon Valley tech company, our client…had just met some Special Forces service members and was most impressed by how everyone looked out for one another…‘How do they do that?’ she asked. ‘They trust each other,’ we replied.”
As Morgan and Lynch and Lynch point out - this new form of effective governance over one’s entrepreneurial or assigned, high-ranking position is dependent upon the individualized yet specifically, statistically-tailored approach to addressing issues often impeding fluidity within workplaces. In short, paraphrasing Robert Frost, good leaders are good neighbors. One no longer is to expect bullishness to equate to productivity, humanity and industry becoming if not synonymous then highly affiliated with one another. There’s something cautiously uplifting about seeing more books of this nature and caliber entering the professional reader’s world, in effect normalizing what used to be eschewed as ‘snowflake’ propaganda. What Morgan, Lynch, and Lynch point out is that good leadership has nothing to do with sacrificing the timelessly effective tenets that a leader must possess in the spectrums of black-and-white. Rather it’s simply that the societal framework surrounding said tenets has changed, necessitating - if for the unsentimental out of cold pragmatism - an appropriate shifting so all parts stay aligned. Writers like Morgan, Lynch, and Lynch are especially good at articulating this because of their actual, professional standings as well as due to their literary prowess.
They never come across as preaching to you or instructing you. They’re simply showing you, complete with unpretentious, bell-clear, and concise language. Needless to say, I am thoroughly convinced as a result of their philosophy…
“When (Angie, Courtney, and Sean) were designing a nine-month leadership program for a Silicon Valley tech company, our client…had just met some Special Forces service members and was most impressed by how everyone looked out for one another…‘How do they do that?’ she asked. ‘They trust each other,’ we replied.”
As Morgan and Lynch and Lynch point out - this new form of effective governance over one’s entrepreneurial or assigned, high-ranking position is dependent upon the individualized yet specifically, statistically-tailored approach to addressing issues often impeding fluidity within workplaces. In short, paraphrasing Robert Frost, good leaders are good neighbors. One no longer is to expect bullishness to equate to productivity, humanity and industry becoming if not synonymous then highly affiliated with one another. There’s something cautiously uplifting about seeing more books of this nature and caliber entering the professional reader’s world, in effect normalizing what used to be eschewed as ‘snowflake’ propaganda. What Morgan, Lynch, and Lynch point out is that good leadership has nothing to do with sacrificing the timelessly effective tenets that a leader must possess in the spectrums of black-and-white. Rather it’s simply that the societal framework surrounding said tenets has changed, necessitating - if for the unsentimental out of cold pragmatism - an appropriate shifting so all parts stay aligned. Writers like Morgan, Lynch, and Lynch are especially good at articulating this because of their actual, professional standings as well as due to their literary prowess.
They never come across as preaching to you or instructing you. They’re simply showing you, complete with unpretentious, bell-clear, and concise language. Needless to say, I am thoroughly convinced as a result of their philosophy…
February 22, 2023
Business/Self help is always hard for me to review. So when you see 3 stars that means there is a bigger I felt helped me, when you see 5 I feel it's completely new concepts and has many nuggets one is just repetitive with no messages that really stand out to me
Spark was good! It's very repetitive to other books but I agree more with this business/self help more than others.
All the authors Angie, Courtny, and Sean served in different Militaristic Organizations.The point that started to stand out is these forces train people to lead and to act because their life and their squads life is one the line. It is so disciplined that it gets embedded into you.
My big Nugget was in whatever I do, I must be prepared and do the reps find the flaws because my team "life" aka work load and mine is on the line. To be a leader is to be in habits responsible to protect your team and those you support from anything that can affect them.
I love that take on it. I partially loved the tricks of being relational, and not overbooking yourself.
For the most part all the things in this book have been said in a lot of other books of its kind it just has some militaristic Spark added to it.
I give Spark 3 medals out of 5
Spark was good! It's very repetitive to other books but I agree more with this business/self help more than others.
All the authors Angie, Courtny, and Sean served in different Militaristic Organizations.The point that started to stand out is these forces train people to lead and to act because their life and their squads life is one the line. It is so disciplined that it gets embedded into you.
My big Nugget was in whatever I do, I must be prepared and do the reps find the flaws because my team "life" aka work load and mine is on the line. To be a leader is to be in habits responsible to protect your team and those you support from anything that can affect them.
I love that take on it. I partially loved the tricks of being relational, and not overbooking yourself.
For the most part all the things in this book have been said in a lot of other books of its kind it just has some militaristic Spark added to it.
I give Spark 3 medals out of 5
December 27, 2018
Approachable and easy to read, it's a good intro into some foundational aspects of leadership. If you're totally brand new to leading, this book will be a good place to start. If you've already received any type of leadership training or have any leadership experience, this book is more of a nice, quick refresher that captures the basics of leadership in an easy to read way filled with anecdotes.
Bear in mind, the authors of the book are the cofounders of Lead Star, a company that offers corporate leadership courses, so each chapter ends with what's basically a plug for their company (not necessarily a bad thing, but worth mentioning because I finished the book feeling like I just completed the lite "free trial" version of what they offer).
Bear in mind, the authors of the book are the cofounders of Lead Star, a company that offers corporate leadership courses, so each chapter ends with what's basically a plug for their company (not necessarily a bad thing, but worth mentioning because I finished the book feeling like I just completed the lite "free trial" version of what they offer).
December 18, 2020
Great for learning about leadership skills
This is a good book for those who are interested in developing their leadership skills.
The authors discuss practices to incorporate into our lives at work as well as at home with general statements and stories about theirs and others' experiences which illustrate what they are trying to say.
There are activities at the end of each chapter to help you figure out how and where they will work in your life.
My only criticism is there are a few team activities. I was self reading for improvement and starting on a new team, so I wasn't really confident enough to ask for time to do them with my team. I may do this in the future as I am setting a reminder to go back and review the activities in 6 months.
This is a good book for those who are interested in developing their leadership skills.
The authors discuss practices to incorporate into our lives at work as well as at home with general statements and stories about theirs and others' experiences which illustrate what they are trying to say.
There are activities at the end of each chapter to help you figure out how and where they will work in your life.
My only criticism is there are a few team activities. I was self reading for improvement and starting on a new team, so I wasn't really confident enough to ask for time to do them with my team. I may do this in the future as I am setting a reminder to go back and review the activities in 6 months.
August 16, 2021
Decent, if basic advice on leadership (be accountable, be mindful of your limits, give clear and honest feedback, etc).
This becomes a hard sell to me when the authors talk about "you can do anything" but all meaningful relationships they set as an example, from their families, to their partners and clients are based on their military veteran status. They openly talk about how they landed a very big and important client because the person that answered the phone happened to have family in the same branch of the military as the author.
You tell me anybody can be a successful leader. You show me success that's based on your status as a member of a certain sect of society and the connections you've made there. Not the best message.
This becomes a hard sell to me when the authors talk about "you can do anything" but all meaningful relationships they set as an example, from their families, to their partners and clients are based on their military veteran status. They openly talk about how they landed a very big and important client because the person that answered the phone happened to have family in the same branch of the military as the author.
You tell me anybody can be a successful leader. You show me success that's based on your status as a member of a certain sect of society and the connections you've made there. Not the best message.
May 9, 2018
Although the distinction between a Leader and a Spark seemed forced at times, there's lots of good in this book.
- Learned that a Ready Room, which our company uses; is actually a military term used to describe the process of debriefing a mission. It entails honest feedback and a determination to perfect the process.
- One of the stories outlined a coaching session in which the military leader told the subordinate that 'You will give on you before we will give up on you.' It was a though-provoking nuggest to consider regarding the roll of the team on the success of the individual.
I suggest this book.
- Learned that a Ready Room, which our company uses; is actually a military term used to describe the process of debriefing a mission. It entails honest feedback and a determination to perfect the process.
- One of the stories outlined a coaching session in which the military leader told the subordinate that 'You will give on you before we will give up on you.' It was a though-provoking nuggest to consider regarding the roll of the team on the success of the individual.
I suggest this book.
December 18, 2018
A short, basic primer for those new to thinking about leadership attributes. I see this as a good book for those I mentor or who are earlier in career and just starting to refine their own leadership philosophy and practices. (I suspect it would speak well to a socialized form of mind.) But if you're looking to go deeper on new concepts around leadership or techniques around building self-awareness of how you show up as a leader and how to cultivate leadership in others, this isn't really the read for you. (I'd been hoping to get more into how to spark others, but there was only a bit about modeling and holding others accountable...it wasn't really the focus.)
December 4, 2023
I read this for a book club at work, and I thought it was a pretty easy read with some great examples.
It was insightful into the main characteristics and traits found in leaders, including: knowing your values, earning trust and credibility, holding yourself and those around you accountable, being intentional with your actions, developing a sense of team within your work place, tackling problems with confidence, and being consistent.
Each chapter also had a workbook that could be found on the authors' website to help you find out where you can improve and to enhance the ideas on the page.
It was insightful into the main characteristics and traits found in leaders, including: knowing your values, earning trust and credibility, holding yourself and those around you accountable, being intentional with your actions, developing a sense of team within your work place, tackling problems with confidence, and being consistent.
Each chapter also had a workbook that could be found on the authors' website to help you find out where you can improve and to enhance the ideas on the page.
December 12, 2023
Can you be that “spark” of leadership that changes the lives of your company and your colleagues?
Reading a leadership book is like reading a book to learn how to drive, it can give you many ideas, a lot of theory, but it is useless if you do not apply it. The interesting thing is that we can all apply leadership in our company, at whatever level we are at.
You are a true leader when you generate other leaders who continue the path in your company or outside of it. The book talks about topics such as: the character it takes to be a leader, credibility and taking responsibility for actions and their consequences.
It is not a 5 star book, at most 4. But it helps.
Reading a leadership book is like reading a book to learn how to drive, it can give you many ideas, a lot of theory, but it is useless if you do not apply it. The interesting thing is that we can all apply leadership in our company, at whatever level we are at.
You are a true leader when you generate other leaders who continue the path in your company or outside of it. The book talks about topics such as: the character it takes to be a leader, credibility and taking responsibility for actions and their consequences.
It is not a 5 star book, at most 4. But it helps.
November 17, 2018
Here's the synopsis:
"Want to be a Spark? Then be a spark!" Though well-written, this book is abysmally bereft of any discrete, discernible thoughts about how to change attitudes or behaviors to improve leadership. Rather, the authors roll out a series of personal stories followed by recommendations to visit their website for tests and activities presumably intended to cultivate "spark" behavior. But because the book provided no actual tips, advice, or actions (save for a few good ones in the waning pages of the volume!), I was disinclined to follow the authors to their website.
"Want to be a Spark? Then be a spark!" Though well-written, this book is abysmally bereft of any discrete, discernible thoughts about how to change attitudes or behaviors to improve leadership. Rather, the authors roll out a series of personal stories followed by recommendations to visit their website for tests and activities presumably intended to cultivate "spark" behavior. But because the book provided no actual tips, advice, or actions (save for a few good ones in the waning pages of the volume!), I was disinclined to follow the authors to their website.
April 20, 2020
If you do not already have some of these qualities, this book will not instill them in you. With these qualities, you always know that you can make a difference! The challenge is motivation and belief in yourself! Spark has a great message, but only you can change yourself. If this book inspires you to make a difference then you already could have been doing it. There are ideas that you could use to follow through in your own way, just know that a book is not the difference, YOU are the difference!
December 9, 2018
Contains several good examples of basic self leadership methods and practices. This includes what is not considered positive leadership practices. Liked the discussion of how values and vision are so very important. Loved the personalized examples, however, could not fully relate with the heavy reliance military service lessons. Would expect these examples are far more poignant for those that had served in similar organizations.
April 3, 2022
I enjoyed this book about how to create success for yourself and inspire it for others. The three authors draw primarily from their own experiences as accomplished veterans of the Marines and Air Force, followed by their leadership of their own consulting firm. I found several valuable new insights and some poignant reminders of ideas I don't use enough. A favorite is: "A plan is a reference point for change."
July 9, 2022
Excellent professional development book encouraging leaders at all levels of the organization. I really appreciated the personal stories and advice for finding, nurturing and strengthening the spark in your self and then identifying other sparks within your organization to develop a culture of inspired leaders at all levels. Great common sense advice with some scientific basis and a lot of experience implementing these strategies into companies of all sizes from different industries.
March 26, 2017
On the plus side: This is a quick read and encompasses important core competencies of leadership. On the other hand, it's relatively introductory. If you're new to leadership, or have committed to moving in that direction professionally, it's not a bad start. However, if you are looking to refine your leadership style, a deep dive into any of these concepts, or seeking to pull away new ideas through storytelling, it may be slim pickings.
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