"I enjoyed the refreshingly simple approach to leadership development...Mark does a good job of breaking down what is natural as well as unnatural to every individual...with so many "how to lead" books out there, this simplifies it down to a square and a triangle."  Jesse B.

"A very refreshing treatment of leadership - both innovative and empathetic - clearly the result of both experience and in-depth analysis...Mark's approach rings strong bells, and I would guess that his mentoring  / advice would well serve any client."  Dave H.

"There are loads of books out there about this, and all of them that I read call for major training, in-depth personality profiling, and even charts to keep things in order.  [reading this book] it quickly became clear that we're keeping track of too much information and that it really needs to be boiled down like this."  Drew B.

"I've read dozens of books on how to improve management skills.  But they were confusing with lots of...charts, graphs, and psycho-babble..'The Square and the Triangle' was simple...His idea works!  I can remember it.  I can see it in my head.  Most importantly, it's significantly improved all aspects of my management style...If you need help, this easy-to-read book is a great answer."  Dave T.

"This book teaches you that being aware of your natural ability to either build relationships or achieve results creates your foundation for integrating the other (the square or the triangle) and will help you do both better.  [This book] encouraged me to think of strengths and weaknesses in a new "reimagined way".  LaVay L.

"I have been involved in management all my life.  Team building was something we always struggled with...The Square and the Triangle reduces it all to simple terms, and makes everything come together...This is a must read for managers, supervisors, and team members."  Augie

"I wasn't sure what to expect from this book.  I've read a lot of books about leadership and relationships and I was expecting something that said much the same things.  That's not what I got, this book is different, far from the complicated models of most books, this book's concept is simple and easy to understand and apply.  I wish I'd found this book and its concept years ago.

Its simplicity is what has made it so easy to apply it my life.  Most books I find a gem or two in, but with this book it was all useful and all usable, both for understanding my strengths and for understanding the behaviors of other people.

Having the author as the narrator worked really well, his passion for the subject comes through, it was engaging to listen to." Claire
 

I listened to this book during my commute. This book kept me thinking, assessing, and drove me to challenge how I approach leadership development. As a leader of leaders, the simplicity of relationships and results, the foundation of this book, will give my team simple actionable solutions for continued growth and progression. Just what I need as a results oriented leader who tries very hard to leverage relationships. OUTSTANDING JOB MARK!" Kindle Customer

"Great Leadership Book"

"I enjoyed listening to this book and love the insight the author shares.  I love the out-of-the-box thinking and am always looking to grow, both in my professional life, but also my personal life." Booklover

"In 'The Square and the Triangle' Mark Stevens distills down the complex approaches to leadership training (some of which, as he mentions, can have scores of competencies to test against) down to two competencies - relationships or results. In his teaching all competencies, inefficiencies or issues come down to one of these two things. Rather than casting a wide net of dozens of very specific items, he suggests to distill the issues down to these. Then you can look at in depth at improving the one that you don't automatically gravitate to.

Rather than the typical 'strengths' and 'weaknesses' language Stevens uses a natural proclivities approach, where you will gravitate to either relationships (the square) or results (the triangle). Both are important. To put one before the other can create instabilities and gaps. But recognising which one you naturally do, you can look at how you can improve, and balance, the other."  Kingsley