Peter stood at his office window overlooking the bay. It was a typical late fall morning in Seattle, gray and reflective. To a native like Peter, it was certain that the steely mist would turn to rain by rush hour.

"Hmm, storm on the way out there, too" he reflected. "And in here? Products are late, competitors are pricing lower. And now there's this new employee survey data to deal with."

He turned toward his desk and, almost without thinking, dialed a number. And as he replaced the receiver, Art Merlin appeared at the door.

"What's up?" Merlin moved to the conference table where they usually met.

"I'm frustrated and I need help. I hope your advice is as magic as your name."

"You seem jumpy."

"Of course I am. We're losing market share, and now I get this survey data from our workforce, and the news is not good. Apparently, we're not seen as a make-it-happen company; quite the opposite, the employees think we'd rather blame than fix. We have what the management gurus call a 'heavily blaming corporate culture.' The employees also say that they can't count on their colleagues to come through when they say they will. What's wrong with these people anyway?"

"Nothing you couldn't change."

"Come on, Art, your gray hair doesn't give you the right to blame me. See? There it is—that blaming thing. So, what's your advice?"

"First," Merlin began, "you need to see the results of the employee survey as useful information. Not definition. Not a list of things that are 'wrong with these people' or wrong with you. Then you need to take a few simple steps to—how shall I say—shift the thinking in your company. For example, it is possible within a few months to see a turn-around on this blaming business and major changes on the survey scores in all areas."

"You said 'a few simple steps.' Simple to whom?"

"Well, simple for me, certainly, because it's you, Peter, who has to do the work." Taking Peter's offer of a cup to tea, Art Merlin settled back in his chair. "Peter, you may call what I'm about to tell you 'common sense.' The difference lies between knowing it and doing it. Few do it. However, I've seen it done . . several times. Now listen carefully. First you must accept that you are the leader. You've listened to your people. Now swing the bat."

Excerpted from The Authentic Leader by Robert P. Crosby. Copyright © 1998 by Robert P. Crosby. Published by Skaya Publishing. All rights reserved. No part of this excerpt can be used without permission of the publisher.