AUTHORS

KEN BLANCHARD
SHELDON BOWLES
GARRET DEMAREST
CHRIS EDMONDS
ROBERT GLASER

EDITOR
ROBERT BRILLANTES

PROJECT MANAGERS
ROBERT BRILLANTES
KIM KING

PRODUCTION COORDINATOR
NINA THOMPSON

LAYOUT AND DESIGN

TARA WALLACE
CHRIS EDMONDS

PRINTING
IKON OFFICE SOLUTIONS

The materials in this program have been designed to develop certain and specific knowledge and skills. Our
staff has spent a significant amount of time and effort writing and testing these materials to ensure their
effectiveness. The Ken Blanchard Companies maintains full and exclusive rights to these materials through all
applicable copyright laws. No redesign, editing, or reproduction of these materials is permitted without written
permission of Blanchard.

If you desire to customize or adapt these materials for your organization or to discuss a licensing agreement,
please contact your Blanchard representative at 800 728-6000. Blanchard maintains a staff with extensive
capabilities to assist you in meeting your needs.

All changes, adaptations, or licensing rights to these materials must be requested and approved through
The Ken Blanchard Companies in writing.

Thank you!

125 State Place, Escondido, CA 92029 USA

San Diego 760 489-5005 • 800 728-6000 • Fax 760 489-8407
London 44 208 540 5404 Toronto 905 568-2678 • 800 665-5023
www.kenblanchard.com

Item # 10832 V053102

GUNG HO!® PARTICIPANT WORKBOOK

Table of Contents
Introduction
Gung Ho!®, Friend ................................................................... 1–1
Gung Ho!® Road Map ............................................................. 1–2
Creating a Learning Community .............................................. 1–4
Community Norms .................................................................. 1–5
Gung Ho!® Award for Business Excellence .............................. 1–6
Visionary Companies............................................................... 1–7
Corporate Culture .................................................................... 1–8
A Case for Gung Ho!® ............................................................. 1–9
Introduction Key Learnings ...................................................... 1–10

Purpose and Values

Purpose and Values ................................................................. 2–1
Clarifying Your Personal Purpose and Values ............................ 2–2
Personal Purpose and Values Poster ......................................... 2–5
Personal and Organizational Alignment .................................. 2–6
Alignment Check ..................................................................... 2–8
Case Study: Walton Works #2 Finishing Department ............... 2–9
Tools and Resources ................................................................ 2–12
Action Planning ....................................................................... 2–14
Purpose and Values Key Learnings ........................................... 2–15

Spirit of the Squirrel

Spirit of the Squirrel ................................................................. 3–1
Principle 1—Spirit of the Squirrel ............................................ 3–2
Case Study: Fast-Food Restaurant ............................................. 3–3
Knowing We Make the World a Better Place ........................... 3–4
Critical Job Functions .............................................................. 3–5
SMART Goals .......................................................................... 3–6
Your SMART Goal ................................................................... 3–7
Accountability for Values ......................................................... 3–8
Performance-Values Matrix...................................................... 3–10
Tools and Resources ................................................................ 3–12
Action Planning ....................................................................... 3–13
Spirit of the Squirrel Key Learnings .......................................... 3–14

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PARTICIPANT WORKBOOK GUNG HO!®
Table of Contents

Way of the Beaver

Way of the Beaver ................................................................... 4–1
Principle 2—Way of the Beaver ............................................... 4–2
Transitions ............................................................................... 4–3
Case Study: Transition Plan ...................................................... 4–4
Leadership Behaviors Needed for Peak Performance ............... 4–5
Win as Much as You Can ......................................................... 4–6
Trust in Your Team ................................................................... 4–7
Systems Analysis...................................................................... 4–8
Systems Analysis of Your Work Team ........................................ 4–9
Tools and Resources ................................................................ 4–11
Action Planning ....................................................................... 4–13
Way of the Beaver Key Learnings ............................................. 4–14

Gift of the Goose

Gift of the Goose ..................................................................... 5–1
Principle 3—Gift of the Goose ................................................ 5–2
Congratulations Must Be TRUE ................................................ 5–3
No Score, No Game, Cheer the Progress ................................. 5–4
E = mc2 ................................................................................... 5–5
Storytelling .............................................................................. 5–6
Tools and Resources ................................................................ 5–7
Action Planning ....................................................................... 5–8
Gift of the Goose Key Learnings .............................................. 5–9

Creating a Plan for Change

Creating a Plan for Change ...................................................... 6–1
Bringing It All Together ............................................................ 6–2
Action Plan Worksheet ............................................................ 6–3
Celebration of Key Learnings ................................................... 6–5

Appendix
Building Trust in Organizations................................................ A–1
Myths of Visionary Companies ................................................ A–3
Sustaining Culture ................................................................... A–7
About the Authors ................................................................... A–8
About The Ken Blanchard Companies ...................................... A–10
Ideas, Insights, and Intentions .................................................. A–11

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GUNG HO!® INTRODUCTION 1

Gung Ho!®, Friend

Workshop Overview
The Gung Ho!® workshop is based on the best-selling book by
Ken Blanchard and Sheldon Bowles. The workshop’s purpose is to
create a learning experience that provides leaders with the
knowledge, skills, and motivation to build a Gung Ho! organization.
This highly interactive workshop will help you put Gung Ho!
principles to work—for you, your work teams, your organization, your
family, and your community.

Workshop Objectives
• To learn the elements of the three Gung Ho! principles
• To discover your team’s Gung Ho! Quotient (an assessment tool to
identify and analyze gaps between your team’s and organization’s
current reality and best practices)
• To clarify your personal purpose and values and to explore how
these align with your organization’s purpose and values
• To understand how to develop team members and transfer control
for achieving goals into their hands
• To provide praise and encouragement linked to declared goals
and tailored to the uniqueness of each team member
• To begin learning how to build a corporate culture that improves
the quality of life for employees and customers
• To develop an action plan, based on the progressive completion
of the three principles, for making Gung Ho! a reality—within
your sphere of influence in your organization and beyond

© 2000 The Ken Blanchard Companies. All rights reserved. Do not duplicate • V053102 PARTICIPANT 1–1
1 INTRODUCTION GUNG HO!®

Workshop Overview
Gung Ho!® Road Map and Objectives

Creating a
Learning Community
ª
,
Award for Friend
Business Excellence

A Case for
Corporate Culture Gung Ho!

Objectives

Clarifying
Purpose and Values
PURPOSE
& VALUES

Personal and
Organizational Alignment
Action Planning

Objectives

Knowing We Make the

World a Better Place

SMART Goals

Action Planning

Accountability
for Values The Performance-Values
Matrix

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GUNG HO!® INTRODUCTION 1
Gung Ho! Road Map

Bringing It
All Together

N
HA G
E
C

Action Plan
Worksheet

Celebration of
Key Learnings
Objectives

Congratulations
Must Be TRUE

No Score, No Game,
Cheer the Progress

E = mc2

Action Planning

Storytelling

Objectives

Transitions

Leadership Behaviors

Action Planning

Building Trust
Systems Analysis

© 2000 The Ken Blanchard Companies. All rights reserved. Do not duplicate • V053102 PARTICIPANT 1–3
1 INTRODUCTION GUNG HO!®

Creating a Learning Community

Norms are agreements that guide participants’ behaviors during the
workshop. By agreeing to these norms, you commit to abide by them
and hold each other accountable for living by them during the
workshop.

Sample Norms
• Assume best intentions
• Seek to understand before being understood
• Be a participant
• Focus on the topic at hand
• Keep commitments
• Be on time
• One person speaks at a time
• Be candid
• Seek cooperative effort
• Be problem solvers, not problem spotters
• Honor confidentiality

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GUNG HO!® INTRODUCTION 1

D I R E C T I O N S
Write the norms we
Community Norms
agree to follow during
this workshop.
1.

2.

3.

4.

5.

6.

© 2000 The Ken Blanchard Companies. All rights reserved. Do not duplicate • V053102 PARTICIPANT 1–5
1 INTRODUCTION GUNG HO!®

iness Gung Ho!® Award for Business Excellence

us
B

The Gung Ho! committee is pleased to announce the Business

ce

Ex
c e ll e n Excellence Award winner for the year _________. The award goes to
_________________________ [company/department].

This organization exceeded the criteria for this award twofold! Their
remarkable success can be attributed to the following:

We offer our congratulations to this model organization!

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GUNG HO!® INTRODUCTION 1

D I R E C T I O N S
Read each statement and
Visionary Companies
circle “T” if you believe
the statement to be true
or “F” if you believe the True False
statement to be false.
1. Visionary companies require great and
charismatic visionary leaders. T F
2. The most successful companies exist first
and foremost to maximize profits. T F
3. Visionary companies share a common
subset of “correct” core values. T F
4. The only constant is change. T F
5. Visionary companies are great places
for everyone to work. T F
6. Highly successful companies make their
best moves by brilliant and complex
strategic planning. T F
7. The most successful companies focus
primarily on beating the competition. T F
8. Companies become visionary primarily
through their vision statements. T F

Adapted from James C. Collins and Jerry I. Porras, Built to Last: Successful Habits of Visionary
Companies (New York: HarperBusiness, 1994).

© 2000 The Ken Blanchard Companies. All rights reserved. Do not duplicate • V053102 PARTICIPANT 1–7
1 INTRODUCTION GUNG HO!®

Corporate Culture
Culture can be defined as

The totality of socially transmitted behavior patterns, arts,

beliefs, institutions, and all other products of human
work and thought that is characteristic of a community or
population

What does the term corporate culture mean to you?

Corporate culture has been described as

the way things get done around here

Companies with Enduring and Unique Corporate Cultures

• Disney
• IBM®
• Saturn®
• Southwest Airlines
• 3M®
• ______________________________________
• ______________________________________
• ______________________________________

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GUNG HO!® INTRODUCTION 1

A Case for Gung Ho!®

Visionary Companies
“Visionary companies attain extraordinary long-term
performance ... over 6 times the comparison [stock] fund and
over 15 times the general market.”*

Performance-enhancing Cultures vs. Nonperformance-enhancing

Cultures**
• Revenue increase—682% versus 166%
• Workforce expansion—282% versus 36%
• Stock price increase—901% versus 74%
• Net income increase—756% versus 1%

Performance and Employee Fulfillment

“Sixty-nine percent of the variability in employee fulfillment is
attributable to the qualities of leadership of the manager or
supervisor.”***

Why Employees Are Loyal†

• Inspiring leadership—role model of values-based leadership
• Outstanding facilities—caring for employees’ needs
• A sense of purpose—making a difference in society

* James C. Collins and Jerry I. Porras, Built to Last: Successful Habits of Visionary Companies
(New York: HarperBusiness, 1994.)
** John P. Kotter and James L. Heskett, Corporate Culture and Performance (New York: Free Press,
1992).
*** Leimbach, Michael P., Business Performance, Employee Satisfaction, and Leadership Practices.
Wilson Learning Corporation, 1994.
† Fortune Magazine, “100 Best Companies to Work For” January, 1998.

© 2000 The Ken Blanchard Companies. All rights reserved. Do not duplicate • V053102 PARTICIPANT 1–9
1 INTRODUCTION GUNG HO!®

Introduction
Key Learnings
• Norms are agreements that guide team member behaviors. By
agreeing to norms, you commit to abide by them and hold each
other accountable for living them.
• Becoming a Gung Ho! organization begins by creating a vision of
what Gung Ho! looks like in your organization.
• The realities of becoming a visionary company challenge the
traditional myths of what it takes to be a successful organization.
• Corporate culture can be defined as “the way things get done
around here.” Culture is implicit rather than explicit.
Organizations with distinctive, enduring cultures work at creating
an environment with uncompromising values and a sense of
purpose.

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GUNG HO!® PURPOSE AND VALUES 2

Purpose and Values

Overview
Your personal purpose and values are the foundation of your work.
They drive the “way” in which you work. In this module you will
explore and discuss your personal purpose and values and why they
are important to the performance of your job. You will also examine
the alignment between your own purpose and values and your
organization’s purpose and values. You will see how to write a
purpose statement and define values for your sphere of influence.

Objectives
• To understand your purpose and values

• To examine the alignment of your purpose and values with your

organization’s purpose and values

• To write a purpose statement and define values for a leader’s

sphere of influence

• To introduce the GHQ Profile

© 2000 The Ken Blanchard Companies. All rights reserved. Do not duplicate • V053102 PARTICIPANT 2–1
2 PURPOSE AND VALUES GUNG HO!®

D I R E C T I O N S
Write or rewrite a draft
Clarifying Your Personal Purpose and Values
of your personal purpose
and values statement.
Purpose
Review your personal
purpose and values from
the Prework Booklet.

1. Value ___________________________________________________

Definition _______________________________________________

________________________________________________________

________________________________________________________

Behaviors _______________________________________________

________________________________________________________

________________________________________________________

________________________________________________________

2–2 PARTICIPANT © 2000 The Ken Blanchard Companies. All rights reserved. Do not duplicate • V053102