Literature review | Human Resource Management homework help (2024)

Contributors(inalphabeticalorder)

CherylBachelder—formerCEOofPopeyes®LouisianaKitchen,speaker,andauthorofthebestsellingbookDaretoServe

TonyBaron—professoratAzusaPacificUniversity,speaker,andauthorofTheArtofServantLeadershipandTheCrossandtheTowel

ColleenBarrett—presidentemeritusofSouthwestAirlinesandcoauthorofLeadwithLUV

ArtBarter—CEO/presidentofDatronWorldCommunications,founder/CEOoftheServantLeadershipInstitute,andauthorofFarmerAbleandTheServantLeadershipJournal

RichardBlackaby—presidentofBlackabyMinistriesInternational,minister,speaker,andauthororcoauthorofnumerousbooks,includingExperiencingGodandTheSeasonsofGod

JamesH.Blanchard—formerCEOofSynovusFinancial,thefirstcompanytobeinductedintoFortune’sBestCompaniestoWorkForHallofFame

KenBlanchard—chiefspiritualofficerofTheKenBlanchardCompanies®,cofounderoftheLeadLikeJesusministry,andcoauthorofTheNewOneMinuteManager®andmorethansixtyotherbooksMargieBlanchard—speaker,leadershipconsultant,coauthorofTheOneMinuteManagerBalancesWorkandLife,andcofounder/formerpresidentofTheKenBlanchardCompaniesRobinBlanchard—Colonel(retired),WashingtonArmyNationalGuard,speaker,facilitator/trainer,strategyconsultant,andCEOofBlanchardConsulting

ReneeBroadwell—senioreditoronnumerousbookprojectsforKenBlanchardandeditorofcommunicationsandsocialmediaforTheKenBlanchardCompanies

BrenéBrown—researcher/storyteller,authorofthebestsellersBravingtheWilderness,RisingStrong,andDaringGreatly,andwidelyrecognizedforherTEDTalkon“ThePowerofVulnerability”

JohnHopeBryant—authorofTheMemo,HowthePoorCanSaveCapitalism,

andLoveLeadership,andfounder/chairman/CEOofOperationHOPE,Inc.,andBryantGroupVenturesShirleyBullard—chiefadministrativeofficerofTheKenBlanchardCompaniesandhumanresourcesexpert

MichaelC.Bush—CEOofGreatPlacetoWork®,speaker,professorofentrepreneurship,andauthorofa*greatPlacetoWorkforAll

TamikaCatchings—four-timeAll-AmericanforUniversityofTennesseewomen’sbasketball,ten-timeWNBAAll-Starand2011MVP,four-timeOlympicgoldmedalist,ownerofTea’sMeCafé,andauthorofCatchaStar

HenryCloud—psychologist,leadershipcoach/consultant,andbestsellingauthorofmorethantwentybooks,includingBoundariesandThePoweroftheOther

StephenM.R.Covey—authorofTheSpeedofTrustandSmartTrustandcofounderofCoveyLinkandtheFranklinCoveyGlobalSpeedofTrustPracticeHollyCulhane—CEO/founderofPresencePoint,Inc.,anonprofitorganizationfocusedonhelpingpeopleliveintotheircallingasshepherdleaders,andleadershipcoach/consultantJimDittmar—president/CEOof3RiversLeadershipInstitute,leadershipconsultant,trainer,andcoauthorofALeadershipCarol

JamesFerrell—managingpartnerofArbingerInstituteandauthororcoauthorofitsbestsellingbooksLeadershipandSelfDeception,TheAnatomyofPeace,andTheOutwardMindset

MarkA.Floyd—speaker,entrepreneur,venturepartneratTDFVentures,andchairmanatCiber,Inc.

JeffreyW.Foley—BrigadierGeneral,U.S.Army(retired),presidentofLoralMountainSolutions,LLC,speaker,leadershipcoach,consultant,andcoauthorofRulesandToolsforLeaders

MarshallGoldsmith—theworld’sleadingexecutivecoachandbestsellingauthorofTriggers,WhatGotYouHereWon’tGetYouThere,andMojo

JonGordon—husband,father,speaker,leadershipconsultant,andbestsellingauthorofmorethanfifteenbooks,includingTheEnergyBus,TheCarpenter,andThePowerofPositiveLeadership

CraigGroeschel—founder/seniorpastorofLife.Churchandbestsellingauthorofnumerousbooks,including#StrugglesandDivineDirection

PhyllisHennecyHendry—CEOoftheLeadLikeJesusministry,speaker,andcoauthorofLeadLikeJesusRevisited

ChrisHodges—founder/seniorpastorofChurchoftheHighlands,founder/chancellorofHighlandsCollege,andbestsellingauthorofFreshAir,FourCups,andTheDanielDilemma

PhilHodges—formerXeroxexecutive,cofounderoftheLeadLikeJesusministry,andcoauthorofLeadLikeJesusRevisited,LeadLikeJesusforChurches,andTheServantLeader

LaurieBethJones—businessandlifecoach,speaker,andauthorofmultiplebestsellingbooks,includingJesusCEOandThePath

JamesM.Kouzes—coauthorofthebestsellingbookTheLeadershipChallengeandmorethanadozenotherbooksonleadership,anddean’sexecutivefellowofleadership,LeaveySchoolofBusiness,SantaClaraUniversityPatrickLencioni—bestsellingauthorofnumerousbooks,includingTheFiveDysfunctionsofaTeam,TheAdvantage,andTheIdealTeamPlayer,andfounder/CEOofTheTableGroupRicoMaranto—guardianofthecultureandservantleadershipevangelistatWasteConnections,Inc.

JohnC.Maxwell(foreword)—authorofmanybestsellingbooksincludingThe21IrrefutableLawsofLeadershipandfounderofEQUIPLeadership,Inc.

ErwinRaphaelMcManus—founderandleadpastoratMosaic,speaker,andbestsellingauthorofseveralbooks,includingTheBarbarianWay,TheArtisanSoul,andTheLastArrow

MilesMcPherson—founderandseniorpastorofRockChurch,speaker,andauthorofDoSomething!andGodintheMirror

MarkMiller—vicepresidentofhighperformanceleadershipatChick-fil-A,Inc.,bestsellingcoauthorofTheSecret:WhatGreatLeadersKnowandDo,andauthorofLeadersMadeHereandmanyotherbooksTomMullins—foundingpastorofChristFellowshipChurch,speaker,andauthorofPassingtheLeadershipBatonandTheLeadershipGame

NealNybo—ordainedpastor,faith-basedleadershipconsultant,coach,andauthorofMoveForward,ShutTight,andDiscoveringYourOrganization’sNextStep

BarryZ.Posner—endowedprofessorofleadershipandformerdeanatSantaClaraUniversity,scholar,renownedworkshopfacilitator,andcoauthoroftheaward-winningbookTheLeadershipChallengeandmanyothersDaveRamsey—popularradiopersonality,moneymanagementexpert,andbestsellingauthorofbooksthatincludeTheTotalMoneyMakeoverandEntreLeadership

GarryRidge—CEO/presidentofWD-40Company,speaker,andcoauthorofbestsellingbookHelpingPeopleWinatWork

MarkSanborn—leadershipconsultant,speaker,andauthorofTheFredFactor,YouDon’tNeedaTitletoBeaLeader,andThePotentialPrinciple

SimonSinek—optimistandNewYorkTimesbestsellingauthorofStartwith

Why,LeadersEatLast,TogetherIsBetter,andFindYourWhyRajSisodia—globalthoughtleaderoftheConsciousCapitalismmovement,

speaker,andcoauthorofConsciousCapitalism:LiberatingtheHeroicSpiritofBusiness

LarryC.Spears—presidentofLarryC.SpearsCenterforServantLeadership,author,editor,andpremierestudentandinterpreterofthewritingsofRobertK.Greenleaf

SERVANTLEADERSHIPinACTION

SERVANTLEADERSHIPinACTION

HowYouCanAchieveGreatRelationshipsandResults

EditedbyKenBlanchard&ReneeBroadwell

ServantLeadershipinActionCopyright©2018byPolveraPublishingAllrightsreserved.Nopartofthispublicationmaybereproduced,distributed,ortransmittedinanyformorbyanymeans,includingphotocopying,recording,orotherelectronicormechanicalmethods,withoutthepriorwrittenpermissionofthepublisher,exceptinthecaseofbriefquotationsembodiedincriticalreviewsandcertainothernoncommercialusespermittedbycopyrightlaw.Forpermissionrequests,writetothepublisher,addressed“Attention:PermissionsCoordinator,”attheaddressbelow.

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2018-1Unlessotherwisenoted,ScripturequotationsaretakenfromtheHolyBible,NewInternationalVersion®,NIV®.Copyright©1973,1978,1984,2011byBiblica,Inc.®.The“NIV”and“NewInternationalVersion”aretrademarksregisteredintheUnitedStatesPatentandTrademarkOfficebyBiblica,Inc.®.ScripturequotationsmarkedMSGarefromTheMessage.Copyright©byEugeneH.Peterson1993,1994,1995,1996,2000,2001,2002.ScripturequotationsmarkedNKJVarefromtheNewKingJamesVersion®.Copyright©1982byThomasNelson.

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CoverdesignbyIreneMorris

InteriordesignbyR.ScottRattray

Thisbookisdedicatedtoallthosewhochoosetoserveratherthantobeserved.

Keepupthegoodwork!

AllauthorroyaltiesforServantLeadershipinActionwillbedonatedtotheFoundationforServantLeadership,anonprofitorganizationdedicatedtospreadingthemessageofservantleadershipthroughouttheworld.TheboardofdirectorsfortheFoundationforServantLeadershipincludesJamesH.Blanchard,KenBlanchard,HenryCloud,MarkA.Floyd,andErwinRaphaelMcManus—allcontributorstothisbookandimportantencouragersthroughoutit*development.

Contents

ForewordbyJohnC.MaxwellIntroduction:ServeFirstandLeadSecondKenBlanchardandReneeBroadwell

PartOneFundamentalsofServantLeadership

1.WhatIsServantLeadership?KenBlanchard

2.CharacteristicsofServantLeadersLarryC.Spears

3.ServantLeadershipIsConsciousLeadershipRajSisodia

4.ServantLeadershipattheSpeedofTrustStephenM.R.Covey

5.GreatLeadersSERVEMarkMiller

6.ServantLeadership:WhatDoesItReallyMean?MarkA.Floyd

7.ServantLeadersCreateaGreatPlacetoWorkforAllMichaelC.Bush

8.TheLeaderasShepherdHollyCulhane

9.TheEvolutionofServantLeadershipSimonSinek

SimonSinek

PartTwoElementsofServantLeadership

10.OneQuestionEveryServantLeaderShouldAskMarshallGoldsmith

11.IntheServiceofOthers:WhenLeadersDaretoRehumanizeWorkBrenéBrown

12.ServantLeadersCelebrateOthersTomMullins

13.TheServantLeader’sFocusJamesFerrell

14.WhatYouSeeDeterminesHowYouServeChrisHodges

15.Compassion:TheHeartofServantLeadershipCraigGroeschel

16.HowtoSpotIdealTeamPlayersPatrickLencioni

17.TheServantLeaderIdentityLaurieBethJones

18.TheFourCornersoftheLeader’sUniverseHenryCloud

PartThreeLessonsinServantLeadership

19.FindingYourVoiceJamesM.KouzesandBarryZ.Posner

20.ALessonfromMyFather:WashingFeetPhyllisHennecyHendry

21.ThePuddleIsNottheProblemNealNybo

22.FiveArmy-TestedLessonsofServantLeadershipJeffreyW.Foley

JeffreyW.Foley

23.ABaptismofLeadershipErwinRaphaelMcManus

24.LittleThingsandBigThingsJonGordon

25.InPraiseofFollowershipMargieBlanchard

PartFourExemplarsofServantLeadership

26.Jesus:TheGreatestExampleofaServantLeaderKenBlanchardandPhilHodges

27.AndrewYoung:PartnerinServantLeadershiptoMartinLutherKingJr.JohnHopeBryant

28.PatSummitt:SteelyEyes,ServantHeartTamikaCatchings

29.DallasWillard:TheSmartestManIEverMetTonyBaron

30.HenryBlackaby:ALifelongServantLeaderRichardBlackaby

31.FrancesHesselbein:ToServeIstoLiveJimDittmar

32.Charlie“Tremendous”Jones:ASermonSeenMarkSanborn

PartFivePuttingServantLeadershiptoWork

33.TreatYourPeopleasFamilyColleenBarrett

34.DevelopingandUsingServantLeadershipintheMilitaryRobinBlanchard

35.LeadingIsServingDaveRamsey

36.ServingfromanHRPerspectiveShirleyBullard

37.It’sHowYouTreatPeopleJamesH.Blanchard

38.HowServantLeadershipHasShapedOurChurchCultureMilesMcPherson

PartSixServantLeadershipTurnarounds

39.OutoftheFlames,intotheLightArtBarter

40.ServethePeopleCherylBachelder

41.WasteConnections:AServantLeadershipSuccessStoryRicoMaranto

42.Don’tMarkMyPaper,HelpMeGetanAGarryRidge

FinalComments:ThePowerofLove,NottheLoveofPower

KenBlanchardandReneeBroadwell

Acknowledgments

Index

AbouttheEditors

ServicesAvailable

JoinUsOnline

ForewordbyJohnC.Maxwell

WHENKENBLANCHARDaskedmetowritetheforewordforthiswonderfulcollectionofessaysaboutservantleadership,Iwasthrilledforseveralreasons.Firstofall,KenandIaresoulmates.Webothhavebeenstudying,teaching,andwritingaboutleadershipforyears.Intheprocess,wehavecometotheconclusionthattheonlywaytocreategreatrelationshipsandresultsisthroughservantleadership.It’sallaboutputtingotherpeoplefirst.

IgetakickwhenIhearpeoplesay“It’slonelyatthetop.”Tome,ifit’slonelyatthetop,itmeansnobodyisfollowingyou.Ifthat’strue,you’dbettergetoffthetopandgowherethepeopleare—andthen,inmyterms,bringthemtothetopwithyou.

KenandIhavelaughedabouthowimmaturepeoplearewhothinkaboutthemselvesfirst.It’saselfishwaytolead.That’sokaywhenyouareasmallchild;however,it’snotokaywhenyou’re35,45,or55,andyouhaven’tyetfiguredoutthatit’snotaboutyou.Wekeeponreiteratingthatwhenyoubecomealeader,yougiveupyourrighttothinkofyourselffirst.Servantleadershipisaboutalwaysputtingothersfirst.

Thisisalong-windedwayofsayingIlovethisbook.BesidesmyadmirationforKen,anotherreasonI’mexcitedhastodowiththe

qualityofcontributorshehasgatheredhere.Ican’tthinkofmanypeopleIadmireinourfieldwhomKenhasn’ttalkedintoparticipating.Whiletheyallhavedifferentperspectives,theresultissomecommonthemesthattrulyhighlightthetenetsofservantleadershipinaction—notjusttheprinciplesofwhatservantleadershipis.Imustadmitthatanumberoftheessaysgrabbedatmyheartanddidn’tletgo.Iknowyou’llalsofindseveralthatparticularlyresonatewithyou.

Ithinkyou’llappreciatethewaythebookisorganizedintosixparts,startingwiththefundamentalsandelementsofservantleadershipandendingwithfirst-

personaccountsofputtingservantleadershiptoworkandhowithasdramaticallychangedorganizationsforthebetter.You’llalsoloveKen’spersonalintroductionsforeachoftheauthors.

I’msogladyouhavepickedupthisbook.Readit,studyit,readitagain,andapplythewonderfullessonsaboutthepowerofliftingothersup—and,intheprocess,helpingeveryonewin.

JohnC.MaxwellBestsellingauthorandleadershipexpertwww.johnmaxwell.com

SERVANTLEADERSHIPinACTION

IntroductionServeFirstandLeadSecond

KENBLANCHARDANDRENEEBROADWELL

THEWORLDisindesperateneedofadifferentleadershiprolemodel.Weallhaveseenthenegativeimpactofself-servingleadersineverysectorofoursociety.Whyisthat?Becausetheseleadershavebeenconditionedtothinkofleadershiponlyintermsofpowerandcontrol.Wethinkthereisabetterchoice:toleadatahigherlevel.Whenpeopleleadatahigherlevel,theymaketheworldabetterplacebecauseinadditiontoresultsandrelationships,theirgoalsarefocusedonthegreatergood.Thisrequiresaspecialkindofleader:aservantleader.

Ourdesiretodevelopservantleaderswhoareworldchangershasdrivenustoproducethisbook—acarefullycuratedcollectionofessays.HeretosharetheirpassionaboutservantleadershiparesomeofKen’sveryfavoritepeoplewhoarenotonlyoutstandingpractitionersofservantleadershipbutalsowritersinthefield.Inadditiontothisintroduction,throughoutthebookKenwillgiveshortpersonalintroductionstoeachofhiscolleagues’essays.

RobertK.Greenleafcoinedthetermservantleadershipinhisessaytitled“TheServantasLeader.”1Hepublishedwidelyontheconceptforthenexttwentyyears.2Andyetitisanoldconcept.Twothousandyearsago,servantleadershipwascentraltothephilosophyofJesus,whoexemplifiedthefullycommittedandeffectiveservantleader.MahatmaGandhi,Dr.MartinLutherKingJr.,andNelsonMandelaarewell-knownmodernexamplesofleaderswhohaveexemplifiedthisphilosophy.

Thebookisorganizedintosixparts.PartOne,“FundamentalsofServantLeadership,”includesessaysthatdescribebasicaspectsofservantleadership.PartTwo,“ElementsofServantLeadership,”highlightssomeofthedifferentpointsofviewofservantleaders.PartThree,“LessonsinServantLeadership,”focusesonwhatpeoplehavelearnedonapersonallevelfromobservingservant

leadershipinaction.PartFour,“ExemplarsofServantLeadership,”featurespeoplewhohavebeenidentifiedasclassicservantleaders.PartFive,“PuttingServantLeadershiptoWork,”offersfirsthandaccountsofpeoplewhohavemadeservantleadershipcomealiveintheirorganizations.PartSix,“ServantLeadershipTurnarounds,”illustrateshowservantleadershipcandramaticallyimpactbothresultsandhumansatisfactioninorganizations.

Animportantnote:IntheopeningessayofPartFour,“ExemplarsofServantLeadership,”KenandPhilHodgesidentifyJesusasthegreatestservantleadershiprolemodelofalltime,anidentificationtheyfirstwroteaboutintheirbookLeadLikeJesus.3AnumberofKen’scolleaguesintheiressaysalsorefertoJesus’sservantleadershipexampleandtotheBibleasanimportantleadershipreferencebook.Why?Becauseit’shardtodenyJesus’sinfluence,asaservantleader,ontheworld.Restassuredthatourintentionisnottotrytoconvertanyone.Infact,amajorgoalofthisbookistoprovethatservantleadershiphasapplicationinbothsecularandspiritualleadershipineverykindoforganization,includingbusinesses,governmentagencies,educationalinstitutions,andplacesofworship.

Althoughweorganizethisbookaroundsixpartsdescribingvariousaspectsofservantleadership,wedon’twantyoutogetdiscouragedoroverwhelmed.Rather,weencourageyou,asyoureadthisbook,tofindfourorfiveessaysthatreallyspeaktoyourheartandmotivateyoutosay“AsaleaderIwanttoserveratherthanbeserved.”

Theaudienceforthisbookiswide.It’sforanyoneinaleadershipposition—fromafrontlinesupervisortotheCEOofacompany.Infact,everypersonwhoservesasaleaderinasecularornonsecularcapacitycouldbenefitfromreadingandpracticingtheleadershipconceptsfromtheessaysinthisbook.

Ourdreamisthatsomeday,everywhere,everyonewillbeimpactedbysomeonewhoisaservantleader.Self-servingleaderswillbeathingofthepast.Leadersthroughouttheworldwillbepeoplewho,inRobertK.Greenleaf’sterms,“servefirstandleadsecond.”Wehavecreatedthisbooktohelpmakethatdreamareality.It’sourhopeanddesirethatreadingServantLeadershipinActionwilleitherconfirmwhatyoualreadyaredoingorbethebeginningofanewandexcitingchapterinyourpersonalleadershipjourney.Wewantthistobethebookyourefertowhenyouareinterestedinhowtoactuallypracticeservantleadershipinyourlifeandwork—howtogetbeyondthetheoryandphilosophytodailyaction.Webelieveyou,too,canbeaservantleaderwhomakesapositivedifferenceintheworld.

Joinusinourquest.Wearecountingonyou.

KenBlanchard,coauthorofTheNewOneMinuteManager,LeadingataHigherLevel,andLeadLikeJesusRevisitedandcofounderofTheKenBlanchardCompaniesandLeadLikeJesus

ReneeBroadwell,senioreditor,TheKenBlanchardCompanies

Notes1.RobertK.Greenleaf,“TheServantasLeader”(Atlanta:TheGreenleaf

CenterforServantLeadership,1970).2.AcollectionofGreenleaf’smostmaturewritingsonthesubjectcanbe

foundinThePowerofServantLeadership(SanFrancisco:Berrett-Koehler,1998).TheGreenleafCenterforServantLeadership(www.greenleaf.org)isaresourceforallofGreenleaf’swork.

3.KenBlanchardandPhilHodges,LeadLikeJesus:LessonsfromtheGreatestLeadershipRoleModelofAllTime(Nashville:ThomasNelson,2005).

PartOneFundamentalsofServantLeadership

DescriptionsofBasicAspectsofServantLeadership

•KenBlanchardcovershisleadershipphilosophyin“WhatIsServantLeadership?”byemphasizingthetwopartsofservantleadership:theleadership/strategicaspectandtheservant/operationalaspect.

•LarryC.Spears,inspiredbyhismentorandpioneerinthefieldofservantleadershipRobertK.Greenleaf,discusses“CharacteristicsofServantLeaders.”

•RajSisodia,cofounderoftheConsciousCapitalismmovement,showsin“ServantLeadershipIsConsciousLeadership”howthequalitiesofservantleadersoverlapconsiderablywiththoseofconsciousleaders.

•StephenM.R.Covey,in“ServantLeadershipattheSpeedofTrust,”reflectsonhowtrustisinextricablylinkedtothepracticeofservantleadership.

•MarkMiller,in“GreatLeadersSERVE,”relateshowtheSERVEacronymdevelopedatChick-fil-Acanhelpyoubecomeaservantleader.

•MarkA.Floydoffersadvicetonewservantleadersinhisessay“ServantLeadership:WhatDoesItReallyMean?”

•MichaelC.Bush,CEOofGreatPlacestoWorkForAll,showsthatthemostextraordinaryorganizationsareledbyservantleadersin“ServantLeadersCreateaGreatPlacetoWorkforAll.”

•HollyCulhane,in“TheLeaderasShepherd,”presentsacompellingargumentthattheshepherdisoneofthebestexamplesofaservantleader.

•SimonSinek,in“TheEvolutionofServantLeadership,”shareshisthoughtsabouttherootsofservantleadership—andwhyitmatters.

Chapter1WhatIsServantLeadership?

KENBLANCHARD

Okay,let’sgetstarted.AsJulieAndrewssanginTheSoundofMusic,“Let’sstartattheverybeginning....”Whatisservantleadershipallabout?Inthisessay,I’llgiveyoumythoughts.—KB

WHENPEOPLEHEARthephraseservantleadership,theyareoftenconfused.Theirassumptionisthatitmeansmanagersshouldbeworkingfortheirpeople,whowoulddecidewhattodo,whentodoit,wheretodoit,andhowtodoit.Ifthat’swhatservantleadershipisallabout,itdoesn’tsoundlikeleadershiptothematall.Itsoundsmoreliketheinmatesrunningtheprison,ortryingtopleaseeveryone.

Theproblemisthatthesefolksdon’tunderstandleadership—muchlessservantleadership.1Theythinkyoucan’tleadandserveatthesametime.Yetyoucan,ifyouunderstandthattherearetwopartstoservantleadership:

•avisionary/direction,orstrategic,role—theleadershipaspectofservantleadership;and

•animplementation,oroperational,role—theservantaspectofservantleadership.

Somepeoplesaythatleadershipisreallythevisionary/directionrole—doingtherightthing—andmanagementistheimplementationrole—doingthingsright.Ratherthangettingcaughtintheleadershipvs.managementdebate,let’sthinkofthesebothasleadershiproles.

Inthisbook,wefocusonleadershipasaninfluenceprocessinwhichyoutrytohelppeopleaccomplishgoals.Allgoodleadershipstartswithavisionaryrole,

asJesseStonerandIexplaininourbookFullSteamAhead!2Thisinvolvesnotonlygoalsetting,butalsoestablishingacompellingvisionthattellsyouwhoyouare(yourpurpose),whereyou’regoing(yourpictureofthefuture),andwhatwillguideyourjourney(yourvalues).Inotherwords,leadershipstartswithasenseofdirection.

Ilovethesaying“ariverwithoutbanksisalargepuddle.”3Thebankspermittherivertoflow;theygivedirectiontotheriver.Leadershipisaboutgoingsomewhere;it’snotaboutwanderingaroundaimlessly.Ifpeopledon’thaveacompellingvisiontoserve,theonlythingtheyhavetoserveistheirownself-interest.

WaltDisneystartedhisthemeparkswithaclearpurpose.Hesaid,“We’reinthehappinessbusiness.”Thatisverydifferentfrombeinginthethemeparkbusiness.Beinginthehappinessbusinesshelpscastmembers(employees)understandtheirprimaryroleinthecompany.

Whenitcomestoapurposestatement,toomanyorganizations,iftheyhaveone,makeittoocomplicated.I’llneverforgettalkingtoallofthekeymanagersofamajorbank.Priortomyspeech,Iaskedthemtosendmetheirpurposestatementiftheyhadone,whichtheydid.WhenIgotupinfrontofthegroup,ItoldthemhowmuchIappreciatedtheirsendingmetheirpurposestatement.“EversinceIgotit,I’vesleptsomuchbetter.Why?BecauseIputitnexttomybedandifIcouldn’tsleepatnightIwouldreadit.”Thepurposestatementdronedonandon.Isaid,“IfIwereworkingwithyou,Iwouldhopeyouwouldsay‘Weareinthefinancialpeaceofmindbusiness—ifpeoplegiveusmoney,wewillprotectitandevengrowit.’”Everyonelaughedbecausetheyknewthatwouldbesomethingthatalltheirpeoplecouldeasilyshareandfollow.

Onceyouhaveaclearpurposethattellsyouwhoyouare,youneedtodevelopapictureofthefuturesothateveryoneknowswhereyouaregoing.WaltDisney’spictureofthefuturewasexpressedinthechargehegaveeverycastmember:“Keepthesamesmileonpeople’sfaceswhentheyleavetheparkaswhentheyentered.”Disneydidn’tcarewhetheraguestwasintheparktwohoursortenhours.Hejustwantedtokeepthemsmiling.Afterall,theywereinthehappinessbusiness.Yourpictureofthefutureshouldfocusontheendresults.

Thefinalaspectofacompellingvisioninvolvesyourvalues,whicharetheretoguideyourjourney.Valuesprovideguidelinesforhowyoushouldproceedasyoupursueyourpurposeandpictureofthefuture.Theyanswerthequestions“WhatdoIwanttoliveby?”and“How?”Theyneedtobeclearlydescribedsothatyouknowexactlywhatbehaviorsdemonstratethosevaluesasbeinglived.

TheDisneythemeparkshavefourrank-orderedvalues:safety,courtesy,theshow,andefficiency.Whyissafetythehighestrankedvalue?WaltDisneyknewthatifa*guestweretobecarriedoutofoneofhisparksonastretcher,thatpersonwouldnothavethesamesmileontheirfaceleavingtheparkthattheyhadwhentheyentered.

Thesecond-rankedvalue,courtesy,isallaboutthefriendlyattitudeyouexpectataDisneythemepark.Whyisitimportanttoknowthatit’sthenumber-twovalue?SupposeoneoftheDisneycastmembersisansweringaguestquestioninafriendly,courteousmanner,andhehearsascreamthat’snotcomingfromarollercoaster.Ifthatcastmemberwantstoactaccordingtothepark’srank-orderedvalues,hewillexcusehimselfasquicklyandpolitelyaspossibleandracetowardthescream.Why?Becausethenumber-onevaluejustcalled.Ifthevalueswerenotrank-orderedandthecastmemberwasenjoyingtheinteractionwiththeguest,hemightsay,“They’realwaysyellingatthepark,”andnotmoveinthedirectionofthescream.Later,somebodycouldcometothatcastmemberandsay,“Youweretheclosesttothescream.Whydidn’tyoumove?”Theresponsecouldbe,“Iwasdealingwithourcourtesyvalue.”

Lifeisaseriesofvalueconflicts.Therewillbetimeswhenyoucan’tactontwovaluesatthesametime.Ihaveahunchthat’swhyWaltDisneyputefficiency—runningaprofitablebusiness—asthefourth-rankedvalue.Hewantedtomakecleartheywoulddonothingtosavemoneythatwouldputpeopleindanger,nordoamajordownsizingintheparkthatimpactedinanegativewaytheircourtesyvalue.

Onceanorganizationhasacompellingvision,theycansetgoalsanddefinestrategicinitiativesthatsuggestwhatpeopleshouldbefocusingonrightnow.Withacompellingvision,thesegoalsandstrategicinitiativestakeonmoremeaningandthereforearenotseenasathreat,butaspartofthebiggerpicture.

Thetraditionalhierarchicalpyramid(seeFigure1.1)iseffectivefortheleadershipaspectofservantleadership.Kidslooktotheirparents,playerslooktotheircoaches,andpeoplelooktotheirorganizationalleadersforvisionanddirection.Whiletheseleadersshouldinvolveexperiencedpeopleinshapingdirection,theultimateresponsibilityremainswiththeleadersthemselvesandcannotbedelegatedtoothers.

Oncepeopleareclearonwheretheyaregoing,theleader’sroleshiftstoaservicemindsetforthetaskofimplementation—thesecondaspectofservantleadership.Thequestionnowis:Howdoweliveaccordingtothevisionandaccomplishtheestablishedgoals?Implementationiswheretheservantaspectofservantleadershipcomesintoplay.

Figure1.1Visionary/leadershiprole

Mostorganizationsandleadersgetintotroubleintheimplementationphaseoftheleadershipprocess.Withself-servingleadersatthehelm,thetraditionalhierarchicalpyramidiskeptaliveandwell.Whenthathappens,whodopeoplethinktheyworkfor?Thepeopleabovethem.Theminuteyouthinkyouworkforthepersonaboveyouforimplementation,youareassumingthatperson—yourboss—isresponsibleandyourjobisbeingresponsivetothatbossandtohisorherwhimsorwishes.Now“bosswatching”becomesapopularsportandpeoplegetpromotedontheirupward-influencingskills.Asaresult,alltheenergyoftheorganizationismovingupthehierarchy,awayfromcustomersandthefrontlinefolkswhoareclosesttotheaction.Whatyougetisaduckpond.Whenthereisaconflictbetweenwhatthecustomerswantandwhatthebosswants,thebosswins.Youhavepeoplequackinglikeducks:“It’sourpolicy.”“Ijustworkhere.”“Wouldyoulikemetogetmysupervisor?”Servantleadersknowhowtocorrectthissituationbyphilosophicallyturningthetraditionalhierarchicalpyramidupsidedownwhenitcomestoimplementation(seeFigure1.2).

Whenthathappens,whoisatthetopoftheorganization?Thecustomercontactpeople.Whoisreallyatthetopoftheorganization?Thecustomers.Whoisatthebottomnow?The“top”management.Asaresult,whoworksforwhomwhenitcomestoimplementation?You,theleader,workforyourpeople.Thisonechange,althoughitseemsminor,makesamajordifference.Thedifferenceisbetweenwhoisresponsibleandwhoisresponsive.

Whenyouturntheorganizationalpyramidupsidedown,ratherthanyourpeoplebeingresponsivetoyou,theybecomeresponsible—abletorespond—andyourjobastheleader/manageristoberesponsivetoyourpeople.Thiscreatesa

verydifferentenvironmentforimplementation.Ifyouworkforyourpeopleasservantleadersdo,whatisthepurposeofbeingamanager?Tohelpyourpeoplebecomeeaglesratherthanducksandsoarabovethecrowd—accomplishinggoals,solvingproblems,andlivingaccordingtothevision.4

Figure1.2Implementation/servantrole

Asacustomer,youcanalwaystellanorganizationthatisrunbyaself-servingleader.Why?Becauseifyouhaveaproblemandgotoafrontlinecustomercontactpersontosolveit,youaretalkingtoaduck.Theysay,“It’sourpolicy,”quackquack;“Ididn’tmaketherules,”quackquack;“Doyouwanttotalktomysupervisor?”quackquack.

Severalyearsago,afriendofminehadanexperienceinadepartmentstorethatillustratesthispointwell.Whileshopping,herealizedheneededtotalktohiswifebuthehadlefthiscellphoneathome.Heaskedasalespersoninthemen’sdepartmentifhecouldusethetelephone.

“No,”thesalespersonsaid.Myfriendreplied,“Youhavetobekiddingme.Icanalwaysusethephoneat

Nordstrom.”Thesalespersonsaid,“Look,buddy,theydon’tletmeusethephonehere.

WhyshouldIletyou?”Thatcertainlyisn’twhatservantleadershipisallabout.Whodoyouthink

thatsalespersonworkedfor—aduckoraneagle?Obviously,asupervisoryduck.Whodoesthatduckworkfor?Anotherduck,whoworksforanotherduck.Andwhositsatthetopoftheorganization?Theheadmallard—agreatbigduck.Ifthesalespersonhadworkedforaneagle,bothheandthecustomerwouldhavebeenabletousethephone!

beenabletousethephone!Nowcontrastthatwiththeeagleexperienceoneofmycolleagueshadwhen

hewenttoNordstromonedaytogetsomeperfumeforhiswife.Thewomanbehindthecountersaid,“I’msorry;wedon’tsellthatperfumeinourstore.ButIknowwhereIcangetitinthemall.Howlongwillyoubeinourstore?”

“About30minutes,”mycolleaguesaid.“Fine.I’llgogetit,bringitback,giftwrapit,andhaveitreadyforyouwhen

youleave.”ThiswomanleftNordstrom,wenttoanotherstore,gottheperfumemy

colleaguewanted,camebacktoNordstrom,andgiftwrappedit.Youknowwhatshechargedhim?Thesamepriceshehadpaidattheotherstore.SoNordstromdidn’tmakeanymoneyonthedeal,butwhatdidtheymake?Aravingfancustomer.

Tome,servantleadershipistheonlywaytoguaranteegreatrelationshipsandresults.ThatbecameevenclearertomewhenIrealizedthatthetwoleadershipapproachesIambestknownforaroundtheworld—TheOneMinuteManager®andSituationalLeadership®II(SLII®)—arebothexamplesofservantleadershipinaction.

Afterall,what’stheFirstSecretofTheOneMinuteManager?OneMinuteGoals.Allgoodperformancestartswithcleargoals—whichisclearlypartoftheleadershipaspectofservantleadership.Oncepeopleareclearongoals,aneffectiveOneMinuteManagerwandersaroundandtriestocatchpeopledoingsomethingrightsothattheycandeliveraOneMinutePraising—theSecondSecret.Ifthepersonisdoingsomethingwrongornotperformingaswellasagreedupon,aOneMinuteReDirectisappropriate—theThirdSecret.WheneffectiveOneMinuteManagersdeliverpraisingsandredirects,theyareengagingintheservantaspectofservantleadership—theyareworkingfortheirpeopletohelpthemwin—accomplishtheirgoals.5

SituationalLeadership®II6alsohasthreeaspectsthatgeneratebothgreatrelationshipsandresults:goalsetting,diagnosis,andmatching.Oncecleargoalsareset,aneffectiveSLIIleaderworkswiththeirdirectreporttodiagnosethedirectreport’sdevelopmentlevel—competenceandcommitment—oneachspecificgoal.Togethertheythendeterminetheappropriateleadershipstyle—theamountofdirectiveandsupportivebehavior—thatwillmatchtheperson’sdevelopmentleveloneachgoalsothatthemanagercanhelpthemaccomplishtheirgoals.Thekeyhere,intheservantaspectofservantleadership,isformanagerstoremembertheymustusedifferentstrokesfordifferentfolksandalsodifferentstrokesforthesamefolks,dependingonthegoalandtheperson’s

developmentlevel.WhyaretheconceptsofTheOneMinuteManagerandSLIIsowidelyused

aroundtheworld?Ithinkit’sbecausetheyareclearexamplesofservantleadershipinaction.Bothconceptsrecognizethatvisionanddirection—theleadershipaspectofservantleadership—istheresponsibilityofthetraditionalhierarchy.Theservantaspectofservantleadershipisallaboutturningthehierarchyupsidedownandhelpingeveryonethroughouttheorganizationdevelopgreatrelationships,getgreatresults,and,eventually,delighttheircustomers.That’swhatservantleadershipisallabout.

Notes1.KenBlanchardetal.,LeadingataHigherLevel(UpperSaddleRiver,NJ:

FTPress,2006,2010).Seechapter14foramoreextensivediscussionofwhatservantleadershipisallabout.

2.SeeKenBlanchardandJesseStoner,FullSteamAhead:UnleashthePowerofVisioninYourCompanyandYourLife(SanFrancisco:Berrett-Koehler,2003,2011)formoreaboutthevisionaryroleofleadership.

3.ThisexpressionwascoinedbyAlanRandolph.SeeKenBlanchard,JohnCarlos,andAlanRandolph,EmpowermentTakesMoreThanaMinute(SanFrancisco:Berrett-Koehler,1996).

4.KenfirstheardthisdistinctionbetweenducksandeaglesfromauthorandlegendarypersonalgrowthguruWayneDyer.

5.KenBlanchardandSpencerJohnson,TheOneMinuteManager(NewYork:WilliamMorrow,1982,2003).SeealsotheirTheNewOneMinuteManager(NewYork:WilliamMorrow,2015).

6.KenBlanchardfirstdevelopedSituationalLeadership®withPaulHerseyinthelate1960s.Itwasintheearly1980sthatKenandfoundingassociatesofTheKenBlanchardCompanies—MargieBlanchard,DonCarew,EuniceParisi-Carew,FredFinch,LaurieHawkins,DreaZigarmi,andPatriciaZigarmi—createdSituationalLeadership®II.ThebestdescriptionofthisthinkingcanbefoundinKenBlanchard,PatriciaZigarmi,andDreaZigarmi,LeadershipandtheOneMinuteManager(NewYork:WilliamMorrow,1985,2013).

Chapter2CharacteristicsofServantLeaders

LARRYC.SPEARS

Inthelate1960s,IhadtheprivilegeofspendingtheweekendwithRobertK.GreenleafshortlyafterheretiredfromAT&Tandbeganwritingaboutservantleadership.IwasonthefacultyofOhioUniversityinAthens,Ohio,atthetime.SeveralyearslaterIgottoknowLarrySpears,who,duringhistimeasdirectoroftheRobertK.GreenleafCenterforServantLeadership,becamethepremierstudentofGreenleaf’swritings.WhenyoureadLarry’sessayaboutthetencharacteristicsofaservantleader,youwillseewhyhisparticipationinthisbookwasamust.—KB

THEWORDSSERVANTandleaderareusuallythoughtofasbeingopposites.Indeliberatelybringingthosewordstogetherinameaningfulwayin1970,RobertK.Greenleaf,aretiredAT&Texecutive,gavebirthtotheparadoxicaltermservantleadership.Indoingso,helaunchedaquietrevolutioninthewayinwhichweviewandpracticeleadership.Inthedecadessincethen,manyoftoday’smosteffectivemanagersandtopthoughtleadersarewritingandspeakingaboutservantleadership,asexemplifiedinthisbook.

Whatisservantleadership?Let’stakealookatGreenleaf’sbigpicturedefinition:

Theservantleaderisservantfirst.Itbeginswiththenaturalfeelingthatonewantstoserve.Thenconsciouschoicebringsonetoaspiretolead.Thebesttestis:dothoseservedgrowaspersons:dothey,whilebeingserved,becomehealthier,wiser,freer,moreautonomous,morelikelythemselvestobecomeservants?And,whatistheeffectontheleastprivilegedinsociety;willthey

benefit,or,atleast,notbefurtherdeprived?1

TenCharacteristicsofaServantLeaderBackin1992,IextractedfromRobertK.Greenleaf’swritingsasetoftencharacteristicsoftheservantleader,whichIviewasbeingofcriticalimportanceandcentraltothedevelopmentofservantleaders.Inthedecadessincethattime,partofmyownworkinservantleadershiphasfocusedonencouragingadeepeningunderstandingofthefollowingcharacteristicsandhowtheycontributetothemeaningfulpracticesofservantleaders.Thesetencharacteristicsare:

1.Listening.Leaderstraditionallyhavebeenvaluedfortheircommunicationanddecision-makingskills.Althoughthesearealsoimportantskillsfortheservantleader,theyneedtobereinforcedbyadeepcommitmenttolisteningintentlytoothers.Theservantleaderseekstoidentifythewillofa*groupandhelpstoclarifythatwill.Heorshelistensreceptivelytowhatisbeingsaidandnotsaid.Listeningalsoencompasseshearingone’sowninnervoice.Listening,coupledwithperiodsofreflection,isessentialtothegrowthandwell-beingoftheservantleader.

2.Empathy.Theservantleaderstrivestounderstandandempathizewithothers.Peopledeservetobeacceptedandrecognizedfortheirspecialanduniquespirits.Oneassumesthegoodintentionsofcoworkersandcolleaguesanddoesnotrejectthemaspeople,evenwhenonemaybeforcedtorefusetoacceptcertainbehaviorsorperformance.Themostsuccessfulservantleadersarethosewhohavebecomeskilledempatheticlisteners.

3.Healing.Thehealingofrelationshipsisapowerfulforcefortransformationandintegration.Oneofthegreatstrengthsofservantleadershipisthepotentialforhealingone’sselfandone’srelationshiptoothers.Manypeoplehavebrokenspiritsandhavesufferedfromavarietyofemotionalhurts.Althoughthisisapartofbeinghuman,servantleadersrecognizethattheyhaveanopportunitytohelpmakewholethosewithwhomtheycomeincontact.Inhisessay“TheServantasLeader,”Greenleafwrites,“Thereissomethingsubtlecommunicatedtoonewhoisbeingservedandledif,implicitinthecompactbetweenservantleaderandled,istheunderstandingthatthesearchforwholenessissomethingtheyshare.”2

4.Awareness.Generalawareness,andespeciallyself-awareness,strengthens

theservantleader.Awarenesshelpsoneinunderstandingissuesinvolvingethics,power,andvalues.Itlendsitselftobeingabletoviewmostsituationsfromamoreintegrated,holisticposition.AsGreenleafobserves,“Awarenessisnotagiverofsolace—itisjusttheopposite.Itisad*sturberandanawakener.Ableleadersareusuallysharplyawakeandreasonablydisturbed.Theyarenotseekersaftersolace.Theyhavetheirowninnerserenity.”3

5.Persuasion.Anothercharacteristicofservantleadersisrelianceonpersuasion,ratherthanonone’spositionalauthority,inmakingdecisionswithinanorganization.Theservantleaderseekstoconvinceothers,ratherthancoercecompliance.Thisparticularelementoffersoneoftheclearestdistinctionsbetweenthetraditionalauthoritarianmodelandthatofservantleadership.Theservantleaderiseffectiveatbuildingconsensuswithingroups.ThisemphasisonpersuasionovercoercionfindsitsrootsinthebeliefsoftheReligiousSocietyofFriends(Quakers)—thedenominationalbodytowhichRobertK.Greenleafbelonged.

6.Conceptualization.Servantleadersseektonurturetheirabilitiestodreamgreatdreams.Theabilitytolookataproblemoranorganizationfromaconceptualizingperspectivemeansthatonemustthinkbeyondday-to-dayrealities.Formanyleaders,thisisacharacteristicthatrequiresdisciplineandpractice.Thetraditionalleaderisconsumedbytheneedtoachieveshort-termoperationalgoals.Theleaderwhowishesalsotobeaservantleadermuststretchhisorherthinkingtoencompassbroader-basedconceptualthinking.Withinorganizations,conceptualizationis,byitsverynature,akeyroleofboardsoftrusteesordirectors.Unfortunately,boardscansometimesbecomeinvolvedintheday-to-dayoperations—somethingthatshouldalwaysbediscouraged—andthusfailtoprovidethevisionaryconceptforaninstitution.Trusteesneedtobemostlyconceptualintheirorientation;staffsneedtobemostlyoperationalintheirperspective;andthemosteffectiveexecutiveleadersprobablyneedtodevelopbothperspectiveswithinthemselves.Servantleadersarecalledtoseekadelicatebalancebetweenconceptualthinkingandaday-to-dayoperationalapproach.

7.Foresight.Closelyrelatedtoconceptualization,theabilitytoforeseethelikelyoutcomeofasituationishardtodefinebuteasiertoidentify.Oneknowsforesightwhenoneexperiencesit.Foresightisacharacteristicthatenablestheservantleadertounderstandthelessonsfromthepast,therealitiesofthepresent,andthelikelyconsequenceofadecisionforthe

future.Itisalsodeeplyrootedwithintheintuitivemind.Foresightremainsalargelyunexploredareainleadershipstudies,butitisonemostdeservingofcarefulattention.

8.Stewardship.PeterBlock,authorofStewardshipandTheEmpoweredManager,4definesstewardshipas“holdingsomethingintrustforanother.”RobertK.Greenleaf’sviewofallinstitutionswasoneinwhichCEOs,staffs,andtrusteesallplayedsignificantrolesinholdingtheirinstitutionsintrustforthegreatergoodofsociety.Servantleadership,likestewardship,assumesacommitmenttoservingtheneedsofothers.Italsoemphasizestheuseofopennessandpersuasionratherthancontrol.

9.Commitmenttothegrowthofpeople.Servantleadersbelievethatpeoplehaveanintrinsicvaluebeyondtheirtangiblecontributionsasworkers.Assuch,theservantleaderisdeeplycommittedtothegrowthofeachindividualwithinhisorherorganization.Theservantleaderrecognizesthetremendousresponsibilitytodoeverythinginhisorherpowertonurturethepersonalandprofessionalgrowthofemployeesandcolleagues.Inpractice,thiscanincludeconcreteactionssuchasmakingfundsavailableforpersonalandprofessionaldevelopment,takingapersonalinterestintheideasandsuggestionsfromeveryone,encouragingworkerinvolvementindecisionmaking,andactivelyassistinglaid-offemployeestofindotherpositions.

10.Buildingcommunity.Theservantleadersensesthatmuchhasbeenlostinrecenthumanhistoryasaresultoftheshiftfromlocalcommunitiestolargeinstitutionsastheprimaryshaperofhumanlives.Thisawarenesscausestheservantleadertoseektoidentifysomemeansforbuildingcommunityamongthosewhoworkwithinagiveninstitution.Servantleadershipsuggeststhattruecommunitycanbecreatedamongthosewhoworkinbusinessesandotherinstitutions.Greenleafsaid,“Allthatisneededtorebuildcommunityasaviablelifeformforlargenumbersofpeopleisforenoughservantleaderstoshowtheway,notbymassmovements,butbyeachservantleaderdemonstratinghisorherunlimitedliabilityforaquitespecificcommunity-relatedgroup.”5

Thesetencharacteristicsofservantleadershiparebynomeansexhaustive.However,theydoservetocommunicatethepowerandpromisethatthisconceptofferstothosewhoareopentoitsinvitationandchallenge.

Weareexperiencingarapidshiftinmanybusinessesandnot-for-profitorganizations—awayfromthemoretraditionalautocraticandhierarchical

modelsofleadershipandtowardservantleadershipasawayofbeinginrelationshipwithothers.Interestinthemeaningandpracticeofservantleadershipcontinuestogrow.Manybooks,articles,andpapersonthesubjecthavenowbeenpublished.Workshops,courses,anddegreesinservantleadershiparenowavailable.ManyofthecompaniesnamedtoFortunemagazine’sannuallistingof“The100BestCompaniestoWorkFor”espouseservantleadershipandhaveintegrateditintotheircorporatecultures.Myownworkinservantleadershipoverthepastquartercenturyhasbroughtmeintodirectorindirectcontactwithmillionsofpeoplewhoembraceservantleadership,andwhoarenowworkingtocreateservant-ledorganizationsofallkinds.

Servantleadershipcharacteristicsoftenoccurnaturallywithinmanyindividualsand,likemanynaturaltendencies,theycanbeenhancedthroughlearningandpractice.Servantleadershipoffersgreathopeforthefutureincreatingbetter,morecaring,institutions.

LarryC.Spears,anotedauthorandspeakeronservantleadership,ispresidentandCEOoftheSpearsCenterforServantLeadership(www.spearscenter.org)andalsoservesasservantleadershipscholaratGonzagaUniversity.From1990to2007,LarrywaspresidentandCEOoftheRobertK.GreenleafCenterforServantLeadership.HeistheeditorandcontributingauthorofmorethanadozenbooksonservantleadershipincludingInsightsonLeadership,aswellaseditoroffivebooksofGreenleaf’swritings.

Notes1.RobertK.Greenleaf,ServantLeadership:AJourneyintotheNatureof

LegitimatePowerandGreatness(Mahwah,NJ:PaulistPress,1977).2.RobertK.Greenleaf,“TheServantasLeader”(Atlanta:TheGreenleaf

CenterforServantLeadership,1970).3.Ibid.4.PeterBlock,TheEmpoweredManager:PositivePoliticalSkillsatWork

(SanFrancisco:Jossey-Bass,1987),andStewardship:ChoosingServiceoverSelfInterest(SanFrancisco:Jossey-Bass,1993).

5.Greenleaf,“TheServantasLeader.”

Chapter3ServantLeadershipIsConsciousLeadership

RAJSISODIA

WhenIsharedtheplatformafewyearsagowithRajSisodia,IwasamazedhowcomplementaryhisthinkingaboutConsciousCapitalismwaswithmybeliefsaboutservantleadership—inessence,thatprofitistheapplauseyougetforcreatingamotivatingenvironmentforyourpeoplesothattheywilltakecareofyourcustomers.ReadthisessayandseehowwellConsciousCapitalismfitsinwiththebeliefsonservantleadershipthatLarrySpearsandIhaveshared.—KB

THEINSTITUTIONOFbusiness,aspracticedinasystemoffreemarketcapitalism,hasbeentheprimedriverinelevatinghumanprosperityandflourishingtounprecedentedheightsformorethantwohundredyears.Thesehugegainsinmaterialprosperityhavecomeatacost,however.Peopleareexperiencingextremelyhighlevelsofstress,depression,andchronicdiseases.

Howisthisstateofaffairsacceptable?Wearemoreintelligent,moreeducated,betterinformed,moreconnected,morecaring,lessviolent,andmoreconsciousthaneverbefore.Yetourworkcontinuestobeasourceofdeepsufferingformostofus.Inlargemeasure,wecanplacetheblameonpoorleadership.

Leadersareproductsofthesystemsthatgiverisetothem.Theexistingsystemhaselevatedpeopleintopositionsofleadershipwholackthequalitiesneededtoleadintoday’sworld.Thesepeopledowhateverittakestodeliverthenumberswithoutregardtohumancostorlong-termconsequencesfororganizationalhealth.

Theconsciousnesswithwhichabusinessoperatesisadirectfunctionofthe

consciousnessofitsleader.Aleaderwhoseconsciousnessisrootedinfear,scarcity,andsurvivalwillcreateanorganizationthatisallaboutthosequalities.

Butthereisanewwayofdoingbusinessthatisradicallydifferent.Actually,itisnotnewatall—companieshavebeenoperatingthiswayforoveracentury.Theseconsciouscapitalistorganizationshavefourdefiningcharacteristics:

1.Theyoperatewithapurposeotherthanprofitmaximizationastheirreasonforbeing.

2.Theyseektocreatevalueforalltheirstakeholders,notjustshareholders.3.Theirleadersaremotivatedbyservicetothecompany’spurposeandits

people,notbypowerorpersonalenrichment.4.Theystrivetobuildculturesinfusedwithtrust,openness,andcaring

insteadoffearandstress.

Inthelongrun,ourresearchshowsthatsuchcompaniesgeneratefarmorefinancialwealththandotraditionalprofit-centeredfirms—outperformingtheS&P500indexby14to1andthecompaniesfeaturedinJimCollins’sGoodtoGreatby6to1overa15-yearperiod.1Consciousbusinessesknowthatitispossibletodobusinesswithaspectrumofpositiveeffects.Andifitispossible,whywouldwechoosenotto?

Youcannothaveaconsciousbusinesswithoutaconsciousleader,andyoucannotbeaconsciousleaderwithoutbeingaconscioushumanbeing.Thequalitiesofservantleadersoverlapconsiderablywiththoseofconsciousleaders.Forthepurposesofthisessay,pleaseconsiderthetwotermsinterchangeableasweexplorethecharacteristicsofservantleaders/consciousleadersandhowtheycanbecultivated.

ConsciousLeadersareSELFLESSOnlythreethingshappennaturallyinorganizations:friction,confusion,andunderperformance.Everythingelsetakesleadership.—PeterDrucker

Theessentialelementsofwhatitmeanstobeaconsciousleadercanbecapturedinthissingleword,whichalsoservesasanacronym:SELFLESS—definedasplacingtheinterestsofothersbeforeyourown.Trueleaderstranscendtheself.Aleaderwhooperateswithaprimaryemphasisonself-interestnaturallyviewsotherpeopleasameanstothatend.Youcannotbeatrueleaderifyouoperateatthatlevelofconsciousness.

Selflessdoesnotmeaneradicatingtheego;thatisnearlyimpossible.Itis

aboutharnessingtheegoinhealthyways.AstheDalaiLamahassaid,“Wecannotandneednoteradicateourego;rather,wemustmakesureitisaservingegoandnotadeservingego.”

Asanacronym,SELFLESSreferstothequalitiesofconsciousleaders:Strength,Enthusiasm,Love,Flexibility,Long-TermOrientation,EmotionalIntelligence,SystemsIntelligence,andSpiritualIntelligence.Theservantleaderisawholeperson,notafragmentedbeing.SELFLESSreflectsaharmoniousblendofmaturemasculineandmaturefemininequalities.Toomanyleaderstodaymanifestonlyimmaturehypermasculinequalitiessuchasdomination,aggression,hypercompetitiveness,winningatallcosts,etc.Theyvieweveryleadershipchallengethroughthelensofwar—amindsetthatisatbestwin-lose,andusuallylose-lose.Let’stakeacloserlookatwhateachletteroftheSELFLESSacronymstandsfor.

StrengthWestartwithstrengthbecauseconsciousleadersarestrong,resolute,andresilient.Theyhavetohavemoralfiber,self-confidence,andthecourageoftheirconvictions.Theyareunshakableinstandinguptodoubtersorobstructionistswithself-servingagendas.Theyareconfidentwithoutbeingarrogant.Thekeyisthattheirstrengthisdeployedintheserviceofnobleends:theflourishingofallthelivestheyleadandtouch.Thisstrengthissourcedfromwithinaswellasfromoutside.

Consciousleadersdrawonthestrengthoftheirteamswithoutdepletingthepowerofthoseteams.Theytapintothemoralpoweroftheuniverse—whichisavailabletoanyoneengagedingenuinely“right”action.Dr.MartinLutherKingJr.famouslysaid,“Thearcofthemoraluniverseislong,butitbendstowardjustice.”Leaderswhotrytobendthatarcinotherdirectionswillfindtheireffortsultimatelystymied,whilethosewhoengageinrightactionsandpursuenoblegoalscanaccessunlimitedrighteouspower.Itispowerwith,notpowerover,thosetheyseektolead.Forleaderstobepowerful,followersdon’thavetoberenderedpowerless.Collectively,theyhaveaccesstoallthepowertheyneedbybeingconnectedtothesourceofinfinitepower.

EnthusiasmConsciousleadersareconnectedtoaninfinitesourceofpowerbecauseoftheircommitmenttoahigherpurposeandarighteouspath.Thispowergivesthemgreatenergyandenthusiasm.Thisdoesn’tmeanthattheyhavetobegregariousextroverts.Introvertsmakeexceptionalleaders,asmanystudieshavefound.But

extroverts.Introvertsmakeexceptionalleaders,asmanystudieshavefound.Butwhenyou’realignedwithyourpurpose,youcan’thelpbutbeenthusiastic.Thatishardtofakeifyoudon’thaveit.

LoveAfundamentalleadershipqualityistheabilitytooperatefromloveandcare.Throughouthumanhistory,thegreatleaderswhotransformedsocietyforthebetter—EmperorAshoka,Lincoln,Gandhi,Mandela,andKing—allpossessedtremendousstrengthalongwithapowerfulcapacityforcaring.Theywereabletoexpandtheircircleofcaringtoencompassmoreandmoreofhumanity—oftenincludingtheirownso-calledenemies.Theytruly,deeplycaredabouthumanbeingsandhadaclearsenseofrightandwrong.Trulygreatleadersarethosewhotaketheworldtoabetterplace.Theymanifestlovethatisrootedinafoundationofcaring.Whenaleadercomesfromaplaceofgenuinecaringandpossessesgreatstrength,theybecomeapeacefulwarrior,abletobattlesteepoddsforajustandrighteouscause.

Theoppositeofloveisfear.Anorganizationsuffusedwithfearisinherentlyincapableofgenuinecreativityandinnovation.Itspeoplearecondemnedtodailylivesofintensestress,unhappiness,illhealth,anddysfunctionalfamilies.Consciousleadersseektodrivefearoutoftheirorganizations.AsSimonSinek,authorofStartwithWhyandLeadersEatLast,2says,theycreatea“circleofsafety”withinwhicheveryoneintheorganizationalfamilycangrowandthrive.

FlexibilityFlexibilityisthecapacitytoswitchmodesseamlesslyandtobendwithoutbreakingasthesituationorthecontextrequires.Consciousleadersarelikegolferswithafullsetofclubs;theyknowhowtoselectandimplementtherightapproachforeachsituation.Theseleadersareabletobendbutnotbreak,adaptingtocirc*mstancesinaprincipledwaywithoutsacrificingtheircorevalues.

Aphrasethatcapturestheideaofflexibilitystatesthatconsciousleadersare“wisefoolsoftoughlove.”Theysimultaneouslyembodywisdomandplayfulness,strengthandtenderness.Theycultivateasensitivesonarthatenablesthemtogaugetheapproachneededineachleadershipmoment.

Long-TermOrientationConsciousleadersoperateonatimehorizonthatgoesbeyondnotonlytheirtenureasleadersbutalsotheirownlifetimes.TheFoundingFathersofthe

tenureasleadersbutalsotheirownlifetimes.TheFoundingFathersoftheUnitedStatesledwithaneyetowardeternity,seekingtoputinplaceideasandprinciplesthatwouldendureforcenturiesifnotmillennia.Organizationshavethepotentialtobeimmortal.Whethertheyenduredependsontheactionsoftheirleaders.

Thesuccessofaleaderisbestgaugedbywhathappensaftertheyaregone.Doestheorganizationcontinuetooperatewithhighprinciplesandmoralclarity?JimCollinsandJerryPorras,intheirbookBuilttoLast,3wroteaboutleaderswhoare“clockbuilders”vs.thosewhoare“timetellers.”Clockbuilderscreateorganizationsthatwillendurewhentheyaregone,becausenooneisreliantonthemtotellthetime.ConsciousleadersensurethattheessentialelementsofwhatmakesthebusinessspecialbecomepartoftheDNAoftheorganization.TheyoftenaccomplishthisbycreatingdocumentsakintotheU.S.DeclarationofIndependence—whoweareandwhatwestandfor;andtheConstitution—howwedothings.

EmotionalIntelligenceForleaders,ahighlevelofanalyticalintelligence(IQ)isagiven.Inthepast,mostcompaniesonlyvaluedthat.Today,otherformsofintelligenceareevenmoreimportant—inparticular,emotionalintelligence,spiritualintelligence,andsystemsintelligence.Thegreatnewsisthatwhileouranalyticalintelligenceisfixedatbirthandcanonlydecline,otherkindsofintelligencecanbecultivatedandenhanced.

Emotionalintelligence(EQ)combinesself-awareness(understandingoneself)andempathy(theabilitytofeelandunderstandwhatothersarefeeling).HighEQisincreasinglybeingrecognizedasimportantinorganizationsbecauseofthegrowingcomplexityofsocietyandthevarietyofstakeholdersthatmustbecommunicatedwitheffectively.Unfortunately,researchshowsthatthehigherthepositionintheorganization,thelowerthelevelofEQ,withtheCEOtypicallyhavingthelowestlevel.4

Growingourself-awarenessisacontinuousprocessthatlastsalifetime—anentireuniverseiswithinus,waitingtobediscovered.Welearnaboutourselvesbybecomingawareofouremotionsandunderstandingwhywe’reexperiencingthem.Eachemotionisawindowintowhoweareandwhatwecareabout,oftenatasubconsciouslevel.AsCarlJungsaid,“Untilyoumaketheunconsciousconscious,itwilldirectyourlifeandyouwillcallitfate.”

SystemsIntelligence

Systemsintelligence(SYQ)isanintelligencemanysocietiesdon’tyetrecognize,understand,orcultivate.Yetinthetwenty-firstcentury,asorganizationsbecomemorecomplexandtheworldbecomesincreasinglyinterdependent,it’shardtooverstatehowvaluablethistypeofintelligenceis.

Systemsthinkingfocusesonthewaythatasystem’sconstituentpartsinterrelateandhowsystemsworkovertimeandwithinthecontextoflargersystems.Systemsthinkingcontrastssharplywithsymptomaticthinking,whichcausesustoconstantlyreacttosurface-levelsymptomsratherthanunderstandtheunderlyingprocessesthataregivingrisetothosesymptoms.

Consciousleadersworktobecomenaturalsystemsthinkers.Theyunderstandtherootsofproblemsandhowtheproblemsrelatetoorganizationaldesignandculture,andtheydevisefundamentalsolutionsinsteadofapplyingsymptomaticquickfixes.AsWinstonChurchillsaid,“Weshapeourbuildings,andthenourbuildingsshapeus.”Thesamecanbesaidofsystems.

SpiritualIntelligenceAccordingtoDanahZoharandIanMarshall,“Spiritualintelligence(SQ)istheintelligencewithwhichweaccessourdeepestmeanings,values,purposes,andhighermotivations.Itis...ourmoralintelligence,givingusaninnateabilitytodistinguishrightfromwrong.Itistheintelligencewithwhichweexercisegoodness,truth,beauty,andcompassioninourlives.”5SQhelpsustodiscoverourhigherpurposeinourworkandourlives.LeaderswithhighSQhavearemarkableabilitytoaligntheirorganizationswithahigherpurpose.Theyalsohaveuncannydiscernmenttosensewhenthingsarebeginningtogoofftrack.

Servantleadershipmattersnowmorethanever.Thehumanseedhasneverbeenmorepotent,powerful,orfilledwithpromise.Buteventhebestseed,inordertoflourish,needstherightsoil:conditionsthatenableustorealizeourextraordinary,almostdivine,potential.Intheorganizationalcontext,thatmeanshavingtherightkindofleadershipthatgivesrisetoacultureinwhichpeoplecanflourish.Butifmetwithtoxicleadershipthatseeksonlytouseandexploitprecioushumanlives,thatsameseedcanwitheraway,orworse,mutateintoamalignantforceandspreadfurtherpainandsufferingintheworld.Ourgreatcollectivecallingintheworldtodayistoenhancejoy.Thattakesleaderswithgreatheartsandgreatcouragewhoseekonlytoserve,toimagineabetterfuture,andtodevisewaysinwhichwecanrealizeittogether.

AglobalthoughtleaderoftheConsciousCapitalismmovement,RajSisodia

(www.rajsisodia.com)istheFranklinOlinDistinguishedProfessorofGlobalBusinessandWholeFoodsMarketResearchScholarinConsciousCapitalismatBabsonCollege.HeisalsocofounderandcochairmanofConsciousCapitalism,Inc.RajhasanMBAfromtheBajajInstituteofManagementStudiesinBombayandaPhDinmarketingfromColumbiaUniversity.HeiscoauthorofthebestsellingbookConsciousCapitalism:LiberatingtheHeroicSpiritofBusiness.

Notes1.JimCollins,GoodtoGreat:WhySomeCompaniesMaketheLeapand

OthersDon’t(NewYork:HarperBusiness,2001).2.SimonSinek,StartwithWhy:HowGreatLeadersInspireEveryoneto

TakeAction(NewYork:Penguin,2009).SeealsohisLeadersEatLast:WhySomeTeamsPullTogetherandOthersDon’t(NewYork:Penguin,2014).

3.JimCollinsandJerryI.Porras,BuilttoLast:SuccessfulHabitsofVisionaryCompanies(NewYork:HarperBusiness,1994).

4.TravisBradberryandJeanneGreaves,“HeartlessBosses?,”HarvardBusinessReview(December2005).

5.DanahZoharandIanMarshall,SpiritualCapital:WealthWeCanLiveBy(SanFrancisco:Berrett-Koehler,2004).

Chapter4ServantLeadershipattheSpeedofTrust

STEPHENM.R.COVEY

ImetStephenR.Coveyin1976.Overtime,wespokeatmanyofthesamesessionsandbecamegreatsupportersofeachother’swork.WhenStevepassedawayafewyearsago,Iwassadourfieldhadlostsuchanimportantvoice.LittledidIknowthenthathisson,StephenM.R.Covey,withwhomIhavesharedtheplatformmanytimessince,wouldtakeupthebannerandevengobeyondwherehisfatherhadjourneyed.You’llunderstandwhatI’msayingafteryoureadthiswonderfulessayabouttheroleoftrustinbeinganeffectiveservantleader.—KB

THEREISANintuitionthatI’vehadforalongtimenow.AsastudentofRobertK.Greenleaf’sprinciplesofservantleadership,IfeltthatintuitiongrowasIdevelopedmyoriginalmanuscriptforTheSpeedofTrust,1andgroweverstrongerasGregLinkandIfolloweditwithSmartTrust.2Ibecameincreasinglyconvincedthatthepracticesofservantleadershipandtrustareinextricablylinked.TodayIfinditdifficulttotalkaboutservingwithoutalsotalkingabouttrust—andviceversa.

Considerthiscontrast:bothservantleadershipandtrust-basedleadershipstandinoppositiontotraditionalpositionalleadership,whichissteepedinthelanguageofcontrol:“YouhavetodowhatIsaybecauseI’mtheboss.”

Ontheotherhand,servantleadersandtrust-basedleadersalikedrawfromadeeperwellofmeaning.Theyservefirstandtheyextendtrustfirst.Leadershipistheby-productandpositionalauthorityis,atbest,anafterthought.

Giventhelinkbetweenservantleadershipandtrust,whichcomesfirst?Isone

drivenbytheother?Fortheleaderwhoseekstoleadtheirorganizationintothestratosphereofsuccess,howshouldthesetwodisciplinesbebalanced?Herearefivekeyinsightsthathavebecomecleartome.

1.Thedefiningoutcomefortheservantleaderistrust.Howdoyouknowifyouareaservantleader?Theansweristrust.

Trustisthelitmustest.Trustistoservantleadershipwhatprofitistoabusiness.It’stheoutcome.It’sthecoremeasure.Thescoreboard.

It’sasimpleassessmentyoucanconductrightnow.Pauseforamomenttothinkaboutthepeopleyoulead.Whatisthelevel—andquality—oftrust?Ifyouareanauthenticservantleader,youhaveenormoustrust.Butifyouaresurroundedbylowordamagedtrust,thenyoumaysafelyconcludethatyourservantorientationisinsomewaycompromisedordiluted.

Ifyouleadasaservant,you’llknowit—becauseyouwillbesurroundedbyhigh-trustrelationshipsandahigh-trustteam.Andyourcompanywillreapthedividendsofahigh-trustorganization.It’sthatsimple.

2.Theclearintentoftheservantleaderistoserveothers.Trustandservantleadershipshareanothersimilarityinthatbothare

builtonintent.Intent—yourmotive,youragenda—maybeintangibleandinvisible.Butdon’tthinkforamomentthatitishidden.Peoplesenseyourintentineverythingyousayanddo.

Thinkaboutpositionalleaders.Whatistheintentofleaderswhodrivechangepurelythroughtheforceoftheirpositionintheorganizationalhierarchy?Togeneratebusinessoutcomesfirst.Iftheycandosowhilealsocreatingawinforotherpeople,that’scertainlyanicebonus.Butwhentemptedwithaforcedchoice,theywillgostraightfortheresultsevenifitmeansthatpeoplegetbruisedintheprocess.I’veworkedwithplentyofthoseleaders.Attheendoftheday,positionalleadersareself-serving.

Servantleadersaredifferent.Theirintentispurelyandsimplytoserveothers—coworkers,customers,partners,communities.Servantleadersaremotivatedbycaringandtheagendatheyseekismutualbenefit:“Iwanttowin—butitisevenmoreimportanttomethatyouwin.”Ihaveworkedwithplentyofthoseleadersaswell.Whentheirintentwaspure,Iknewit.Ineverneededtosecond-guesstheiragendaormotive.And,significantly,

Iwantedtogivethemmybestintermsofqualityworkandpersonalloyalty.Theytrulyinspiredmetoperformbetterandtheyabsolutelybroughtoutthebestinme.

Butwhywaitforpeopletoinferyourintent?Youcanacceleratetrustbydeclaringyourintent.JohnMackey,thebelovedCEOofWholeFoodsMarket,didthisindramaticfashioneightyearsagowhenhewrotealettertoallemployeesoftheorganization.Hereisanexcerptfromthatremarkable—andnowlegendary—companycommunication:

ThetremendoussuccessofWholeFoodsMarkethasprovidedmewithfarmoremoneythanIeverdreamedI’dhaveandfarmorethanisnecessaryforeithermyfinancialsecurityorpersonalhappiness....Iamnow53yearsoldandIhavereachedaplaceinmylifewhereInolongerwanttoworkformoney,butsimplyforthejoyoftheworkitselfandtobetteranswerthecalltoservicethatIfeelsoclearlyinmyownheart.BeginningonJanuary1,2007,mysalarywillbereducedto$1,andIwillnolongertakeanyothercashcompensation....TheintentionoftheboardofdirectorsisforWholeFoodsMarkettodonateallofthefuturestockoptionsIwouldbeeligibletoreceivetoourtwocompanyfoundations.

Whatdoyouimaginewastheculturalimpactofthatstatement?IfyouwereanemployeeatWholeFoodsMarket,doyouthinkthismighthavereawakenedyourownaspirationsandcommitmenttothemission?AndmightithaveincreasedMackey’scredibilityasheledthisfast-growingorganization?Itdidbothofthosethings,inabundance.

Therearemoretangibleoutcomesaswell.Overtime,aservantleader’sauthenticintentwilleventuallymaterializeinbehavioralnorms,andthenultimatelyinsystemsandstructures.Today,Mackey’sintentismanifestinWholeFoods’servantleadershipculture.Intentshapestheorganization.Anditbecomesreal.

3.Thedeliberatebehavioroftheservantleaderisauthentic,trust-buildingbehavior.

Behaviorisgroundzerofortheservantleader.Itistheplacewhereconvictionbecomesreal;whereintentbecomesapotentforceforvalue-creatingchange;andwheretheleadercanmakeintentionalmovesforthepurposeofestablishingaservantleadershipculture.

Fortheservantleader,behaviorisn’tjustwhatgetsdonebuthowitgetsdone.Thisprincipleshowsupinthenormsofmanyservantleadercultures.TheformerchairmanandCEOofProcter&Gamble,BobMcDonald,putitthisway:“Howweachievegrowthisasimportantastheresultsthemselves.”Similarly,atMarriotttheysay,“Howwedobusinessisasimportantasthebusinesswedo.”Expressedanotherway:fortheservantleader,themeanspreexistintheends.

Thisstandsincontrasttothepositionalleader,forwhomtheresultstakeprecedenceoverprocess;thewhatsupersedesthehow;andtheendjustifiesthemeans.Indramaticcasesthismayshowupasvisiblyunethicalorillegalbehavior.ButmostpositionalleadersIknowarenotovertlynefarious.Indeed,theirbehaviorsmayappearonthesurfacetobuildtrust.Butwhentheylacktheservantleaderintent,closerexaminationrevealsasubtlycounterfeitqualitytothebehaviors.

InTheSpeedofTrust,Iidentifybehaviorsthatpowerfullybuildtrust.Eachofthosebehaviorshasanaccompanyingoppositeand,perhapsmoresignificantly,anaccompanyingcounterfeit,whichreflecthowapositionalleadermoretypicallybehaves.Forexample,oneofthebehaviorsistodemonstraterespect.Apositionalleadermaypracticethecounterfeitofdemonstratingrespectonlytosome—suchasthosewhocandosomethingforhim;andnottoothers—thosewhocan’t.

Similarly,anothertrust-buildingbehavioristotalkstraight.Thecounterfeitwouldbetoappeartodeliverstraighttalkwhileinrealitywithholdingorspinningsomepartsofthemessage.

Youcanseethesubtletemptationsthatmakethesecounterfeitbehaviorsappealing.Ifindthatwithoutself-reflection,manyleadersactuallybelievetheircounterfeitbehaviorscomefromaplaceofintegrity.Buttheydon’tstanduptoscrutiny.Thesebehaviorsmaygenerateresultsforawhile,butthey’renotsustainable—andworse,theydiminishtrust.Soonerorlater,peoplealwaysinferyourrealintent.

4.Thestrongbiasoftheservantleaderistoextendtrusttoothers.Extendingtrusttoothersdoesn’thavetobeanexerciseinblind

gullibility.ItisanintentionalactionIcallSmartTrust.Itbeginswithawillingnesstotrustothers—whatIrefertoasaperson’spropensitytotrust.Itisbalancedwithananalysisofthestakesandrisksofextendingthattrust,whichincludesanassessmentofthecredibilityofthosebeingtrusted.Buttheclearanddecidedbiasistostartwithtrust.Thatstarting

pointiswhatopensupboundlesspossibilities.Thepositionalleaderseekstocontrol.Theservantleaderseeksto

unleashtalentandcreativitybyextendingtrusttoothers.Why?Becausetheservantleaderfundamentallybelievesdeeplyinothers—andintheirpotential.

Itrulydoempathizewiththepositionalleader!Itisarisktoextendtrusttoothers.ManyleadersIknowhaveadvancedintheircareersbyminimizingrisk.Theysay,“Iwantitdoneright,soIdoitmyself.”Someareevencelebratedforthisapproach.Butthisorientationisexhausting,unsustainable,andincapableofdeliveringtheendlessinnovation,energy,andengagementofanorganizationthathasbeenelectrifiedbytrust.

MuhammedYunusextendedSmartTrusttothemasses,anditwonhimtheNobelPeacePrize.YunuswasauniversityprofessorinBangladeshwhowasgrievedbytheviciouscycleofpovertyhesawaroundhim.Hebelievedhiscommunitywouldhavethecapacitytoliftit*elfoutofpovertythroughentrepreneurshipifitonlyhadaccesstocapital.Apersonwouldn’tneedalotofmoney—just$25,forexample,topurchaseinventoryforavendingcart.Outofthisneed,andultimatelyoutofmillionsofextensionsoftrust,Yunusfoundedtheglobalmicrocreditmovement.

Earlyintheprocessofmakingthesesmallloansavailabletoindividualpeople,Yunusencounteredachallenge.“Thepeoplesaidtheycouldn’tprovidecollateral,”Yunusreflected.“IsaidIwillprovidethecollateralforthem.”AndGrameenBankwasborn.

ListentoYunus’sdeclarationofintentindescribingthemicrocreditmovement:“Wearegoingtomakeadifferenceanddrawpeopleoutofpoverty.Wearegoingtoextendtrustandpeoplewillthriveinit.”Yunusunderstoodabasicyetpowerfulprincipleoftrust,whichisthatpeoplewanttobetrusted.It’sthemostcompellingformofhumanmotivation.GrameenBankhastheresultstoprovethisprinciple:themicrocreditmovementhashelpedtoliftliterallytensofmillionsofpeopleoutofpoverty.Andthemorethan98percentrateofpaybackonloansdemonstratestheworld-changingresultsthatcanbeachievedwhenaservantleaderextendstrust.Comparethattothe88percentpaybackrateoftraditionalsmallbusinessloans!

5.Thepurposeoftheservantleaderiscontribution—tomakeadifference;togiveback.

Thepositionalleaderservesthebottomline,ortheself.Theservant

Thepositionalleaderservesthebottomline,ortheself.Theservantleaderservessomethinggreater,inspiringtrustnotonlyintheleader,butpotentiallyinallofsocietyaswell.

PedroMedinawasabusinesspersonintheRepublicofColombiawhohelpedtoestablishMcDonald’srestaurantstherein1999.Hewaspainfullyawareofthevolatilityoftheneighborhoodswherehelivedanddidbusiness.Hiscountrywasplaguedwithsocialinstability.Kidnappingsandterroristactsdominatedthedailyheadlines.

Whileteachingatalocaluniversity,heaskedhisstudentshowmanyofthetalentedyoungpeoplehewasinvestinginintendedtoleaveColombiaaftergraduation.Mostofthemraisedtheirhands.

Thispainedhim.“Whydoyouwanttoleave?”heasked.Theytoldhim,“Wehavelosthope.Canyoutelluswhyweshouldstay?”

Thequestionhauntedhim.SohefoundedanorganizationcalledYoCreoenColombia(IBelieveinColombia).Agrassrootsinitiative,theorganization’sprimarypurposewas—andstillis—toincreasetrustandconfidenceinColombia,firstathomeandthenabroad.ItreachesouttoColombianstoadvocatefortheachievements,potential,andresourcesofthecountry,andtoleveragethem“inordertobuildafair,competitive,andinclusivenation.”Sinceitsinception,thefoundationhastouchedhundredsofthousandsofColombiansin157citiesand26countries.

Medinacreatedapowerfulsocialmovementanddiditwithoutpositionalauthority.Hiseffortshavenotonlytakenrootatthegrassrootslevel,butalsospawnedinstitutionalandstructuralchangesatthenationallevel.ThreeyearsafterMedinabeganthisinitiative,amannamedAlvaroUribe,motivatedbytheimpactofYoCreoenColombiaandthenumerouslike-mindedinitiativesitinspired,waselectedpresidentontheveryplatformofrestaurandolaconfianza(“restoringtrust”)thatMedinahadidentified.NotonlywasUribeabletosucceed,hewasthefirstColombiantobereelectedpresidentinoveracentury.Todaythereisstillgreatworktodo,butthecountryhasmademassivestridesinrestoringtrustinsecurity,investment,andsocialcohesion.

Medinawasjustanordinarybusinesspersonwiththeheartofaservantleader,avisionandpurposebiggerthanhimself,andthecouragetotakeaction.Thatwasenoughtochangehisentirecountry.

Thoughcloselyrelated,trustandservantleadershiparenotsynonymous.Buttheydosharesomeimportantcommonalities.Bothfindtheirgenesisinchoice.Andbotharebornintheintentoftheleader.Theyaresimpledisciplines,buttheyarenoteasy.Infact,theyarehard.Bothtrustandservantleadershiprequire

theyarenoteasy.Infact,theyarehard.Bothtrustandservantleadershiprequirethefullengagementoftheleaderaswellasthecouragetosetasideself-servingpursuitsintheserviceofotherpeopleandhigheroutcomes.

Infact,youcanchoosetoaccelerateyourpracticeoftrustingservantleadershiprightnow,atthisverymoment.Itbeginswithaself-auditandacommitment.Askyourself:

•WhatistheleveloftrustIsharewithmyrelationships,myteam,mystakeholders?

•Whatismyrealintent?Isittrulytoserveothers,orisittoservemyself?•Whataresomeopportunitiesfordeclaringmyrealintenttoothers?•WhataresomewaysinwhichIcandeliberatelydemonstratemyintenttoservethroughmybehaviors?

Yes,therearerisksinvolvedwhenyousetasideyourownself-interestsandextendtrusttothosearoundyou.ButIbelievethegreaterriskistowithholdtrust.

Bybothinspiringandextendingtrust,youenableyourselftocreateamightycultureofservantleadershipthatspeakstothehighestaspirationsofthepeopleyoulead.Iamconfidentthatwithinjustafewhoursofreadingthischapter,youwillencounteranopportunitytodemonstrateyourservantleadershipintentthroughtrust-buildingbehaviors.

Areyoureadytoseizethatmoment?

StephenM.R.Covey(www.speedoftrust.com)iscofounderofCoveyLinkandtheFranklinCoveyGlobalSpeedofTrustPractice.HeisbestsellingauthorofTheSpeedofTrust,coauthorofSmartTrust,andasought-afterkeynotespeakerandadviserontrust,leadership,ethics,sales,andhighperformance.YoucanfollowCoveyonTwitter@StephenMRCovey.

Notes1.StephenM.R.Covey,TheSpeedofTrust:TheOneThingThatChanges

Everything(NewYork:FreePress,2006).2.StephenM.R.CoveyandGregLink,SmartTrust:CreatingProsperity,

Energy,andJoyinaLow-TrustWorld(NewYork:SimonandSchuster,2011).

Chapter5GreatLeadersSERVE

MARKMILLER

ImetMarkMillerseveralyearsagowhenIwenttoAtlantatospeaktoalltheChick-fil-Amanagers.Iwasinstantlyblownawaybyhiscreativethinkingaboutservantleadership.Asaresult,hebecameoneofmyfavoritecoauthors,onbothTheSecretandGreatLeadersGrow.Whenyoureadthisessay,you’llseewhatImean.—KB

ALMOSTTWENTYYEARSago,ourteamatChick-fil-A,Inc.,beganworkonaprojecttoaccelerateleadershipdevelopmentacrosstheorganization.Ourfirstconclusion:weneededacommondefinitionofleadership.Anyattemptstoscaletheprocessofhelpingleadersgrowwouldbefrustrating,ifnotfutile,withoutaclearpictureofsuccess.

Afteralotofresearch,discussion,anddebate,wethoughtwemighthaveanideaworthpursuing.However,wehadwhatIwouldcallacrisisofconfidenceaswelookedatasimpleoutlinerepresentingourpointofview.Iclearlyrememberoneofthegroupmemberssaying,“Whatifthisisn’tright?”

Althoughcollectivelywehadreadacoupleofhundredbooksonleadership,weknewalotmoreaboutchickenthanwedidcreatingaleadershipculture.Weknewthestakeswerehigh:wewereabouttodeclareourverydefinitionofleadership.Suchasimpleanddefinitivestatementwoulddrivecountlesshoursofdevelopment,tensofmillionsofdollarsofinvestment,and,perhapsmostimportant,thisdefinitionwouldshapethecaliberofourleadersfordecadestocome.

Thensomeonesaid,“Ihaveanidea...Whatifweseeksomeoutsideperspective?”Well,youcanchalkituptocoincidenceordivineintervention,butIwasscheduledtobewithKenBlanchardthenextday!Iofferedtoshareouroutlinewithhim,andtheteamwasinfullagreement.

outlinewithhim,andtheteamwasinfullagreement.I’llneverforgetthatencounterwithKen.Ihandedhimasinglesheetofpaper

andquicklyexplainedhowweweretryingtoaccelerateleadershipdevelopment.AndthenIsaid,“Doyouthinkourmodelistrue?Havewemissedanything?Willitstandthetestoftime?”

Ken’sresponsewasstrongandimmediate:“Thishasgottobeabook!”Asyoumayormaynotknow,thatconversationledtomyfirstbookwith

Ken,TheSecret:WhatGreatLeadersKnowandDo.1HeandItookasimpleoutlineandtransformeditintoaparablethattodayisbeingsharedaroundtheworldinmorethantwenty-fivelanguages.

Whyhasthebookbeensosuccessful?BesidesKen’spowerfulglobalbrand,Ithinkthebookhasstruckachordintheheartsandmindsofleadersaroundtheplanetbecauseofthetruthcontainedwithinitspages.Thesecretisout!

Here’saquickoverviewoffivestrategicwaysgreatleadersSERVE:

Seeandshapethefuture.Leadershipalwaysbeginswithapictureofthefuture.Leaderswhocannotpaintacompellingpictureofapreferredfutureareinjeopardyofforfeitingtheirleadership.Peoplewanttoknow:Wherearewegoing?Whatarewetryingtoaccomplish?Whatarewetryingtobecome?Andwhydoesitmatter?Weencourageleadersnottogiveawaytheirinfluencebyfailingtoanswerthesecriticalquestions.Ifyoudon’tknowtheanswers,startfiguringthemout.Claritywilloftencomeinthemidstofactivity.Ifyouarestuck,getmoving.Whowantstofollowaleaderwhodoesn’tknowwheretheyaretryingtogo?Whenthevisionisclearandcompelling,itwillcreatelife,energy,andmomentum.

Engageanddevelopothers.KenandIwerewritingaboutengagementbeforeitwascool—butmakenomistake,ithasalwaysbeencritical.Engagementisaboutcreatingthecontextforpeopletothrive.TheannualengagementsurveyofAmericanworkers,yearafteryear,paintsagrimpictureofstaggeringlylowengagement.Thisisnotanindictmentoftheworkers;itistheleaderswhoneedtomakeachange.Thereasondevelopmentiscalledoutisbecauseofitscriticalimportance.Yes,itcouldbeconsideredastrategyforraisingengagementlevels.However,itcouldalsobemissed.Webelieveleaderswhoarenotproactivelydevelopingothersaremissingavitalaspectoftheirrole.

Reinventcontinuously.Thisfundamentalofgreatleadersisabigidea.Mostleadershaveheardtheexpression“Ifyoudowhatyou’vealwaysdone,you’ll

getwhatyoualwaysgot.”Tomakeprogress,tomoveforward,toaccomplishbiggerandbetter,somethinghastochange!Tohelpleadersbreakitdownintomanageablepieceswetalkaboutthreearenas,eachhavingitsowndiagnosticquestions.Self:Howareyoureinventingyourself?Systems:Whichworkprocessesneedtochangetogeneratebetterresults?Structure:Whatstructuralchangescouldyoumaketobetterenabletheaccomplishmentofyourgoals?Therearemanymorequestions,butthesewillusuallystartaproductiveconversation.

Valueresultsandrelationships.Thisisthetenetthatgeneratesthemostangstformanyleaders.Havingtaughtthiscontentaroundtheglobeforalmosttwentyyears,thereisnodoubtinmymindthisisthemostchallengingelementofourmodel.Wouldyouagree?Ibetyouwould.Thereason:virtuallyeveryleaderhasanaturalbias.Ourwiringpullsustowardoneortheother.Thisisnotnecessarilybad—butifwearen’tcareful,itcanseverelylimitoureffectiveness.Havingadefaultsettingwon’tdestroyyourleadershipifyoucansuccessfullycompensateforyourbias.Thebestleadersvalueboth!Thereisaprincipleatplayhere:thetremendouspowerinthetension.Ourchallengeasleadersistomanagethetension.Onlythencanweproductivelychannelitspower.

Embodythevalues.Peoplealwayswatchtheleader—whetherwewantthemtoornot!Theyaregenerallylookingforcluesregardingwhat’simportanttotheleader.Theyarealsotryingtodetermineiftheleaderistrustworthy.Sowhat’sthelinkbetweenembodyingthevaluesandtrustworthiness?Ifaleadersayssomethingisimportant,peopleexpectthatpersontolivelikeit’simportant.Thegapbetweenwhatwesayanddoasleaderscanbelethal.Peoplegenerallydon’tfollowaleadertheydon’ttrust.Worseyet,ifsomeonedoesn’ttrusttheleaderbutstaysonthepayroll,youdon’thaveanadvocateforyourorganizationandyourculture,youhaveanadversary.Leadersmustdoeverythinghumanlypossibletowalkthetalk!

Areyoureadytobecomeaservingleader?Ihopeso!Ihaveoneclosingthoughtforyou.Ifyouarelookingforthelatesttechniques

incoercingpeopletodoyourbidding,youcancontinueyoursearch.Servantleadershipisnotforyou.It’snotastrategyorshortcuttosuccess.However,ifyouarewillingtobeginthelongjourneyofaddingvaluetoothers,puttingtheirinterestsaheadofyourown,helpingthemwin,andmasteringthefivefundamentalswejustreviewed,youwillenjoynewlevelsofsuccess,

satisfaction,andimpact.GreatleadersSERVE!

InmorethanthirtyyearswithChick-fil-A,MarkMillerhasservedinnumerousleadershipcapacitiesincludingrestaurantoperations,qualityandcustomersatisfaction,andcorporatecommunications.Hetravelsextensively,teachingonavarietyoftopicsincludingteams,servantleadership,andtraining.HeistheauthorofChessNotCheckers,TheSecretofTeams,TheHeartofLeadership,andhislatest,LeadersMadeHere:BuildingaLeadershipCulture.HeisalsocoauthorwithKenBlanchardofGreatLeadersGrowandtheinternationalbestsellerTheSecret:WhatGreatLeadersKnowandDo.FollowMarkMilleronTwitter:@LeadersServe.

Note1.KenBlanchardandMarkMiller,TheSecret:WhatGreatLeadersKnow

andDo(SanFrancisco:Berrett-Koehler,2009,2014).

Chapter6ServantLeadership

WhatDoesItReallyMean?

MARKA.FLOYD

I’vecometoadmireMarkFloydfromourworktogetheratconferencesdesignedtospreadthewordaboutservantleadership.He’snotonlyasuccessfulentrepreneur,butalsoanextraordinarythinkeraboutwhatittakestobeaservantleader.MarkandIbothbelievethateveryoneisapotentialservantleader.Regardlessofwhetherwehaveanorganizationalposition,weareallpotentialservantleadersasweinteractwithothersonaday-todaybasis,asMarkemphasizesinthisessay.—KB

SERVANTLEADERSHIPISabouthelpingpeoplesucceedbothprofessionallyandindividually.It’sallaboutservingthoseyouareresponsibleforandthoseyouareresponsibleto.

Whowasthegreatestservantleaderofalltime?ThereisnodoubtinmyminditwasJesus.HedemonstrateditinHistimeandcontinuestodemonstrateittoday.It’sinHisnature.Wemortalsthinkwehavetoworkatbeingservantleaders,butit’snotimpossible.Infact,it’samazing—forme,theharderItriedtobeaservantleader,thetougheritwas.ButthemoreIprayedaboutitandletitjustenterme,theeasierandbetteritwas.

Whoarepotentialservantleaders?Weallare.Whetheryou’reaCEO,aself-employedprofessional,astockroomclerk,areceptionist,astay-at-homeparent,oragoodfriendtosomeone—whateveryoudo,attimesyouarealeader.What

youdoeveryday—whatpeopleseeyoudo—isareflectiononyourself,yourfaith,yourlife,andeverythingelse.SowhatI’mtalkingaboutinthisessayisyouasaleader.Ihopemythoughtswillhelp.

Don’tLetOtherPeopleSetYourLeadershipStyleforYouIremembermyfirstjoboutofcollegewhenIwenttoworkforaFortune500company.IhadgreatrespectfortheCEOandforthecompany.Ithadagreatculturethathadbeendevelopedbythefounder.Myfirstcoupleofweeksthere,Ilistenedtotapesthathelpedmedefinethecompanyanditsstyleandvalues.Shortlyafterward,though,anewCEOcameonboardwithadifferentleadershipstyle—oneIdidn’tparticularlycarefor.Iwasayoung,naïveguy,butInoticedthatthewholeorganizationwaschanging.Peoplewerechangingtheirleadershipstylestoadapttothisperson—thenewCEO.Hewasveryterse,demeaning,anddemanding.Frommyvantagepointhewasn’taverygoodleader—hewastheantithesisofwhatservantleadershipisallabout.Astimewenton,Ifoundthatmostoftheorganizationwasmovinginhisdirection.ItoldmyselfIcouldn’tgothere—itwasn’tmyleadershipstyle.TheCEOeventuallyleftthecompanyandanewleadercameinandturnedthingsbackaround.Todayitisaverysuccessfulcompany.Soholdtruetoyourleadershipstyle.Don’tletinfluenceschangeyou.Youchangetheinfluences.

ServantLeadershipWorksinAnyTypeofOrganizationAbusinessshouldbefunctional.Ifyoueverseeanorganizationalchartforyourcompany,pickoutyourname.Ifyouhaveatleastonenamebelowyouthathasalinetoyou,you’reconsideredamanager.

Nownoticeallthepeopleatthebottomofthechart:thesalespeople,clerks,accountingpeople,receptionists,andotherswhodon’thaveanyonereportingtothem.Thosearethepeoplewhotalktothecustomers.Ibelievethattoreflectrealityyouneedtotakethechartandturnitupsidedown.Thatway,theCEOandthemanagementteamsservetheemployeeswhoservethecustomers.KenBlanchardsaiditright:“HowcanyouserveyourcustomerswithexcellencewhenyourpeopleareservingtheCEO?”

InMark9:35,afterthediscipleshavetalkedamongthemselvesaboutwhichofthemwasthegreatest,Jesussays,“Anyonewhowantstobefirstmustbetheverylast,andtheservantofall.”That’swhatservantleadershipisabout.

TheImportanceofYourOrganizationalCulture

Somecompaniesareknownforgreatproducts,greatdesigns,andthewaytheytakecareoftheirpeople.SouthwestAirlines,forexample,isanamazingorganization.Southwest’sfounderandformerpresident,HerbKelleher,oncehadadisputewithagentlemaninNorthCarolinaabouttheuseofaname.Lawsuitswerebeingthreatenedandtheyneededtofigureoutawaytosettlethedispute.Finally,Herbsaid,“Look,I’mjustgoingtoflyouttowhereyouareandI’llarmwrestleyouforit.”Heactuallydidthis—andhelost.Soherelinquishedthename.Ithinkthatwasprettyclassy.

MywifelikesNordstrom.Itismyunderstandingthattheyhaveashoedepartmentthatisfivetimesbiggerthanmostdepartmentstores.Anyway,theydogreatthings.Shetellsmeifyoubuysomethinganddon’tlikeit,youcantakeitback—theyjustrefundyourmoney.IfyougodownalistoftheseorothergreatcompaniessuchasApple,Google,andWholeFoodsMarket,you’llfindtheorganizationalculture—whattheyvalueandliveby—isdefinedandunderstoodbyeveryonefromthemanagementteamallthewaythroughtheemployeebase.Yourculturecan’thelpbutmanifestit*elfinthepositionyouhaveintheindustry.I’llguaranteeyou:it’snottheproductthatmakesthedifference.It’sthepeopleinvolvedwhosellit,serviceit,manageit,talktocustomers,helpthemfindwhattheyneed,anddoallthelittleextrathings.That’swhycustomerscomeback.

Letmetellyouabouttheoppositeofa*greatcompany.OnenightIcamehomefromwork,flippedonmytelevision,andgotablankscreen.Nothingwashappening.SoIcalledthecablecompanyandtalkedtoaboutfivedifferentmachinesbeforeIgotaperson.Wetalkedforseveralminutesandfinallyshedecidedsheneededtosendaservicerepout.Fourdayslater,aguycametomydoorandfixedthecable.WhenIaskedwhathadhappened,hesaid,“Wewereinstallingaservicenextdoortoyouandourownguycutyourcablebymistake.”

WhenIreceivedmybill,Inaïvelythoughtthosefourdayswithoutservicewouldbedeductedfromthebill.Buttheyweren’t.IthoughtItwasn’tthatmuchmoney,don’tworryaboutit.ButthenIdecidedthatthesepeopleneedtolearnthattheycan’tletsomethinglikethishappen.SoIcalledthemandafterafewrecordings,Ireachedalivepersonwhocouldn’thelpme.IthoughtaboutcontactingtheirCEO—butIlookedatthestockmarketlistingsandfoundthatthiscompany’sstockwasatthebottomofitsindustry.SoIfiguredthatthisCEOprobablyhadmoreimportantthingsonhisplateanddidn’tneedtohearaboutthefourextradaysonmybill.SoIleftitalone.

LeadershipTeamsAreImportantWhenyouputtogetherateam,twodifferentdynamicsareworking:theverticalandthehorizontal.Theverticalisyourposition.IhadaVPofsales,aVPofmarketing,aVPofhumanresources,aVPofengineering,andaCEO.That’sthemanagementteam.Thehorizontalisthecompanygoals,mission,andvisionstatement.Thisiswhatwe’redoing—whatwe’reallabout.

Whathappensinalotofcompaniesisthattheverticalstartstakingoverthehorizontal.Toomanypeoplestartforgettingaboutthebigpicture—thereasonforexistence—andstartworryingabouttheirverticalposition.TheVPofengineeringistooworriedabouthisdepartmenttohelpout.TheVPoffinanceisworriedaboutherbudgetsgettinginontime.Eachdepartmenthasitsproblemsandresponsibilitiesandnooneotherthanthesalespersonisfocusedonthecustomer.Butthewholeideaoftheenterpriseistogrowtheemployeesandtakecareofyourcustomers—sowhatistheanswer?

Iwenttoastaffmeetinginmyorganizationandissuedeverybodyonmyteamnewbusinesscards.Exceptfortheperson’sname,theywereallthesame—includingthetitle.Thetitleundereachperson’snamewas“VicePresident.”Itdidn’tsayofengineering,sales,manufacturing,oranyotherdepartment.Itjustsaid“VicePresident.”Thepointisthatwhenyouareaservantleader,whateveryoudohastosupportthemissionyouaretryingtoaccomplish.Themoreyoucommunicatewithandserveyouremployees,themorenaturallythishappens.Butifyouhaveyourorganizationsetupwhereyouaredictatingdown,Iguaranteethatyourpeoplewillgetintotheirverticalmodeandforgetaboutthehorizontal.That’swhyalotofcompaniesdon’tdowell.

Oneday,ayoungleader—whomIthoughtofhighlyandhadmentored—cametomeandsaid,“Mark,IhaveaveryimportantissueIreallywanttotalktoyouabout.”Hewasonhisown,runninghisownlittledepartment.Hesaid,“Ireallyneedavicepresidenttitle.”

Isaid,“Really?Vicepresidentofwhat?”“Youknow,vicepresidentofmydepartment.Ican’tgetthingsdonebecause

peopledisregardmesometimes.IfIhadthattitle,Iwouldhavethepowertobetheleadereveryonewants.Iwouldberespected.Icouldgetthingsdone.”

Itoldhim,“You’reonlyaleaderifyouturnaroundandpeoplearefollowingyou.Titlesdon’tmeananything.”

ServantLeadersAreSelf-AwareIthinkoneofthehardestthingsforpeopletodoistobeself-aware.I’mnotgoodatit.Everyonehasstrengthsandweaknesses.Irecentlyhadameeting

goodatit.Everyonehasstrengthsandweaknesses.Irecentlyhadameetingwheresomeoneaskedmewhatmystrengthsandweaknessesare.Istartedthinking—mystrengths?Icouldn’tthinkofanything.Weaknesses?Alsonothing.Ilatertooktimetoreflectonmyleadershipandcametotheconclusionthatthere’sonlyonepersonwhohaseverwalkedthisearthwhowasperfect,andI’mcertainlynotinthatcategory.ButitmademerealizeIhavetobemoreself-awareasaleaderbecauseitisavaluablepartofservantleadership.Weallhaveblindspots.Whenyoufigureoutyourblindspots,youcanservepeoplemuchbetter.

DotheRightThingIwasonceaskedtotalktoaboardofdirectorsandchairmanofacompanywhowantedtoreplacetheirCEO.Thechairmansaidtome,“Mark,Iwantatake-chargeexecutivewithatake-no-prisonersattitude.”Ithoughtthatsoundedprettyinteresting.Iknewwhathethoughthewanted,andIclearlyunderstoodwhathesaid,butIdidn’tthinkhehadacluewhathewasaskingfor—andneitherdidtheboard.Whenanorganizationgoessideways,sometimesboardsandmanagementwanttoswingthependulumallthewaytotheotherside.Ifacompanyhasaleaderwhoisineffectiveforbuildingteamsorclosingbigdeals,theboardwantstogogetahigh-poweredsalesmanagertocomeinandstaywiththecompanytoclosebigdeals.Butthepersontheywouldchoosemaynothavetheinterpersonalskillstoruninsidetheorganization—becausetheywantagunslinger.

IdecidedtotranslatewhatIthoughthewaslookingfor.Isaid,“Here’swhatIthinkyouwant.Youwantastrongleaderwhoiscapableofleadingyourorganizationtowardpositivechange.Whatyoureallyneedisaservantleader.”

Helookedatmekindoffunnyandsaid,“No,no,no.Ineedsomeonewhoisgoingtotakechargeandrightthisship.”

Peoplehearthephraseservantleaderandthinkitmeanssomeonewhoisalwayscongenialandnice,andhandleseverythingwithkidgloves.ButlookatJesus.Hethrewoutthemoneylendersinthetemplewithtoughlove.Servantleadershipmeansyoudotherightthing.EveryCEOknowswhatdecisionsneedtobemadeandwhattherightansweris.TheymightnotknowallthedetailsbutIthinktheyknowtherightdirectiontogo.

SoItoldtheboard,“Youneedaservantleadertocomeinhereandtakecareofthetwolargestconstituenciesyouhaveinthisenterprise:yourcustomersandyouremployees.Howwelltheydothatwilldirectlyaffecthowwellorhowpoorlythecompanywillperform.”

Theirresponsewas,“We’vegottothinkaboutprofitability.”

Theirresponsewas,“We’vegottothinkaboutprofitability.”Butcompaniesthatfocusonrunningtheircompanyonlyforthenumbersget

introuble.Icanlistmany,manycompaniesthatgotintotroublebecausetheyquitfocusingontheircustomersandemployeesandjustfocusedonthenumbers.Theimportantthingishowwellyourunyourbusiness—notthenumbersthemselves.

I’mtellingyou,businessisreallynotthatdifficult.Justdotherightthing.Whetheryourunadrycleaningbusinessoramultimillion-dollarcompany—youknowtherightthingtodo.Justdoit.

Servantleadersarenotalwaysperfect,buttheystaytruetotheirleadershipstyle.Theystayhumblebyturningtheorganizationalchartupsidedownandservingothers.Theycommunicatetotheirteamsthegoalsandvaluesthatformtheirculturesothateveryonestaysinfocus.Theyareawareoftheirownstrengthsandweaknesses—throughfeedbackandbyfollowingthegreatestservantleaderofalltime.Andtheycontinuallystrivetodotherightthing.

GodBless!

MarkA.FloydisaventurepartneratTDFVenturesandchairmanoftheboardatCiber,Inc.Hewastherecipientofthe2001Ernst&YoungEntrepreneuroftheYearawardfortheSouthwestregion.HeholdsaBBAinfinancefromtheUniversityofTexasatAustinandanhonorarydoctorateofscienceinbusinessfromSoutheasternUniversity.

Chapter7ServantLeadersCreateaGreatPlacetoWork

forAll

MICHAELC.BUSH

I’magreatbelieverincatchingpeopledoingthingsright.ThefirsttimeIheardMichaelBushspeakataconference,Iknewhewasagreatbelieverincatchingorganizationsdoingthingsright.Asaresult,hetookthehelmatGreatPlacetoWorkandhasbeentravelingaroundthecountrylookingfororganizationsthathaveaservantleadershipculture.Ithinkyou’llbefascinatedbythecommoncharacteristicsthesegreatcompanieshavewhenyoureadMichael’sessay.—KB

MYORGANIZATION,CONSULTINGandresearchfirmGreatPlacetoWork,hasspentmorethantwodecadesstudyingandcelebratingthebestworkplacesaroundtheworld.Since1998wehaveproducedtheannualFortune100BestCompaniestoWorkForlistaswellasotherbestworkplaceslists.Weoperateinmorethan50countriesandeachyearourTrustIndex©surveycapturestheviewsofroughly10millionemployeesglobally.We,alongwithotherscholars,havedocumentedthewaythe100Besthaveoutperformedpeersintermsofprofitability,revenuegrowth,stockperformance,andotherkeybusinessmeasures.

Butwealsoseeashifttoanewera—anewfrontierinbusiness.Thislargelyunchartedterritoryisaboutdevelopingeveryounceofhumanpotentialsothatbusinessescanreachtheirfullpotential.Todothosethings,thebestworkplacesknowtheyhavetocreateanoutstandingcultureforeveryone,nomatterwhotheyareorwhattheydofortheorganization.ThebestworkplaceshavetobuildwhatwecallaGreatPlacetoWorkForAll.Thesecompanieshaveemployees

acrosstheboardwhoconsistentlytrusttheirleaders,takeprideintheirwork,andenjoytheircolleagues—thethreecoreelementsofa*greatworkplace.

Theseemergingorganizationsdevelopandsupportleaderstowardaservantmindsetandapproach—thatis,theycultivateservantleaderswhocreatecultureswhereallpeoplefeeltrusted,empowered,supported,andtreatedfairly.

Inthesecompanies,leadersrelinquishtheautocratic,command-and-controlwaysthatdominatedbusinessculturesinthetwentiethcentury.Thankstoashifttoservantleadership,lower-rankedemployeesexperiencemorepassionaboutwork,collaboratemore,andengageininnovationbehaviorsthatpropelthebusiness.Theseleadersalsorejectwhat’sbeencommonmanagementpracticefordecades:claimingpeopleareyourgreatestassetbutreallyvaluingonlyabout10percentorsoofthesoulsintheupperechelonsofthecompany.Thatelitistapproachtobusinessleaveshumanpotentialonthetable,ultimatelylettingdownindividualswhoworkthereaswellasthebusinessitself.

Bycontrast,theleadersofcompaniesidentifiedasGreatPlacestoWorkForAllappreciateanddevelopthetalentsofeveryoneateveryleveloftheorganization—fromthebasem*ntboilerroomtothepenthouseC-suite.

WhatdoesservantleadershiplooklikeatacompanyidentifiedasaGreatPlacetoWorkForAll?Fivefeaturesstandout:

•Trustatthetop.LeadersatGreatPlacestoWorkForAllestablishtrustingrelationshipsontheirexecutiveteam.Theyknowservantleadershipisonlyeffectiveandsustainablewhentheexecutivecanfullytrustthepeopletheyworkwith.Ifahighleveloftrustisnotpresent,theleadercannothumblyserveandselflesslysupportpeople.Thetrustingmindsetservantleadersneedtomaintainispossibleonlywhentheleaderissurroundedbypeopletheyseeashighlycredible,consistentlyrespectful,andfairtoeveryonetheymeet.Theleader,ofcourse,mustbeseeninanidenticalway.Trustatthetopisthefirststepinbecomingaservantleader.Wefindthehardworkrelatedtothisstepoftenisavoidedduetothe“butthatpersonisanoutstandingindividualperformer”excuse.Butwhenthisfirststepisavoided,itleadstoaservantleaderbeingaservantleadertosomebutnotall.

•Ageneroustrustmindset.LeadersatGreatPlacestoWorkForAlltrustpeopleingeneral.Theyseeothersintheorganizationasglasseshalffullratherthanhalfempty.Theyextendtrustwidelytoalargenumberofpeople,includingthoseonthefrontlinesandthosewhomaylookdifferentfromthem.Andtheyextendtrustdeeply,givingeachpersonthebenefitofthedoubt.That’snottosaytheseleadersarenaïve—theywillnottoleratethe

samemistakesendlessly.Buttheirdefaultpositionwhenateammatefailsiscuriosityratherthancondemnation.Theyhaveanabidingfaiththatpeoplecangrowandthattheygenerallywanttodotherightthing.It’samindsetsummedupbyJimGoodnight,CEOofsoftwarefirmSASInstitute,alongtimeFortune100Bestcompany:“Ifyoutreatyouremployeesliketheymakeadifference,theywill.”

•Decentralizedpower.LeadersatGreatPlacestoWorkForAllfreepeopletoworkautonomouslyandincludeothersindecisionmaking.Theyknowpeopleneedsignificantcontrolovertheirjobstoreachtheirfullpotential.There’snoroomformicromanagement.Beyondprovidingemployeeswithautonomyintheirday-to-daytasks,leadersatthesecompaniesactivelyseektheirpeople’sinputandfeedbackonmattersrangingfromteamprojectstoorganizationalstrategy.Leadersinthesesettingsdonotabdicatetheirpower.Infact,therespecttheyshowtoemployees—theirvulnerabilityinsharingauthority—increasestheirowninfluenceevenasothershaveavoice.ConstructionfirmTDIndustries,aFortune100Bestmainstay,capturesthewisdomofemployeeempowermentwithitsprinciplesaroundcommunication:“Norankintheroom,”“Everyoneparticipates—noonedominates,”and“Listenasanally.”

•Caringsupport.LeadersatcompaniesidentifiedasaGreatPlacetoWorkForAllcarefortheirpeople.Theysupportthemasholistichumanbeings,encouragingtheirwell-beingbothinandoutofwork.Thisstartswithgettingtoknowemployeesaspeople,extendstotraininganddevelopmentopportunities,andincludesbenefitssuchashealthinsurance.Whileservantleadersinthepastmayhavebeenmotivatedbyasenseofduty,todayaraftofsciencejustifiesabigheart.Google,forexample,hasfoundthatpsychologicalsafetyisthekeyfactorinitsmosteffectiveteams.Ourownresearch,meanwhile,hasfoundthatacaringcommunityisoneofthestrongestdriversofrevenuegrowthatsmallandmediumworkplaceswithhigh-trustcultures.Wehavealsodiscoveredthatakeydisparityatworkbetweenwhitesandethnicminoritiesiswhetheremployeesperceiveacaringclimate.

•Intentionalfairness.LeadersatGreatPlacestoWorkForAllworkdeliberatelytotreatallpeoplefairly.Theyknowthatfairnessisattheheartoftheemployeeexperience.Itiscentraltotrustingrelationships,servesasafoundationforempoweringemployeestomakedecisions,andiscrucialtopeoplefeelinggenuinelycaredfor.Fairnessisasimpleconcept.Butitisnoteasyforleaderstoachieve—especiallyinlarge,complexorganizations.Fairtreatmentinpayandothermattersisn’tnecessarilyequaltreatment,given

differentjoblevelsandresponsibilities.Persistence,courage,andcreativityarerequiredtochangeasocioeconomicsystemthathistoricallyhasbeenunfair.ButtheBestWorkplaceshavemadesignificantprogressoverthepasttwentyyears,accordingtoresultsfromourTrustIndexEmployeeSurvey.Employeeratingsoffairnesshaveimproved22percentatthe100Bestfrom1998to2017,outpacingtheotherfourworkplacedimensionswemeasure(respect,credibility,pride,andcamaraderie).

ServingPeople,ServingBusinessLeadersatGreatPlacestoWorkForAllwhoestablishhigh-trustexecutiveteams,whotrustpeople,sharepower,careforemployees,andstriveforfairnessservetheirpeoplewell.Theyalsoservetheirbusiness.Ourresearchintothe100BestshowsthatcompaniesidentifiedasGreatPlacestoWorkForAllgrowfasterthantheirlessinclusivecompetitors.Instudyingthe100Bestalongsidethenonwinningcontendercompaniesfor2017,wediscoveredthatthemoreconsistentanorganizationisregardingkeyfactorsrelatedtoinnovation,leadershipeffectiveness,andtrustintheworkplace,themorelikelyitwilloutperformpeerswhenitcomestorevenuegrowth.

TheGreatPlacetoWorkForAllScore(seeFigure7.1)isacompositemeasureofhowconsistentlyemployeesratetheirworkplaceonmetricsrelatedtoinnovation,leadershipeffectiveness,andtrust,regardlessofwhotheyareandwhattheydowithintheirorganization.Companiesinthetopquartileonthesemetricsenjoythreetimestherevenuegrowthofcompaniesinthebottomquartile.

Toseehowservantleadershipfocusedonfairnesspaysoffforallparties,considerthe$3millioninvestmentthatSalesforce.comCEOMarcBenioffandhisteammadetoaddressgenderpayinequitiesin2015.Alongwithahostofotherequalityeffortsatthesoftwarefirmtomakeallemployeesfeelfullyvaluedandincluded,thismovehasreapedresults:

•Betterforbusiness.Salesforceisbecomingabeaconfortalentedwomenintechnologyandisenjoyingthefruitsofamorefullyengagedworkforce.ThepercentageofwomenemployeeswhosaytheywanttoworkatSalesforceforalongtimerosefrom85percentin2014to93percentin2016.Also,92percentoffemaleemployeesin2016saidpeoplelookforwardtoworkatSalesforce,upfrom85percentin2014.Notsurprisingly,thecompanyhasbeengrowingfasterthanitsrivals.

Figure7.1GreatPlacestoWorkForAllraceahead

•Betterforpeople.Inthewakeofthepayequitypush,womenatSalesforcehaveabetterworkexperienceandallstaffersfeelmoreprideabouttheiremployer.In2014,84percentofwomenatSalesforcefeltpaywasfairatthecompany,comparedto91percentofmen.By2016,theshareofwomenperceivingtheirpayasfairhadclimbedto90percent.Thefocusonlevelingupwomendidn’tmakemenfeeloverlooked—91percentofmencontinuedtobelievepeoplegetpaidfairly.Andforbothsexes,levelsofprideclimbedsuchthatin2016,awhopping97percentofbothmenandwomenreportedfeelingproudwhentellingotherstheyworkatSalesforce.

•Betterfortheworld.HappySalesforceemployeesgohometobebetterparents,friends,andneighbors,evenasthecompany—likemanyotherbestworkplaces—givesgenerouslytothecommunity.Againstthebackdropofthepayequityinitiativeandamajorfocusonmindfulnessasawaytopreventstress,theshareofemployeeswhorateSalesforcea“psychologicallyandemotionallyhealthyplacetowork”rosefrom83percentin2014to89percentin2016.Also,Salesforceoperatesa1-1-1integratedphilanthropymodel,throughwhichitcontributes1percentofitsequity,product,andemployeetimebackintothecommunity.Aspartofthatgivingbackeffort,thecompanyhasdonatedmorethan$137millioningrantssinceitwasfoundedin1999.

WorkasChurchSalesforce,aswellasmostoftheorganizationsweworkwith,issecularbynature.ButtheleadersofcompaniesbuildingGreatPlacestoWorkForAllactinkeepingwiththegreatfaithtraditions,regardlessofpersonalreligionor

inkeepingwiththegreatfaithtraditions,regardlessofpersonalreligionorspiritualbeliefs.Theydemonstratehumility,elevatetheleastpowerful,andtreatallpeoplewithdignity.Infact,theseleadersturnworkintoakindofchurch.GreatPlacestoWorkForAllbringoutthebestinpeopleasindividualsandasmembersofthehumancommunity.Wehavedocumented,forexample,howemployeesatthe100Besthavefeltincreasinglevelsofsolidarityandconnectionwithcolleaguesoverthepasttwodecades.

Theworlddesperatelyneedsmoreofthesecompanies—companiesthatcanhelphealtheeconomic,social,andpoliticaldividesthathaveemergedinrecentdecades.GreatPlacestoWorkForAllcanactasservantinstitutions,asconceivedbyauthorRobertK.Greenleaf:“Ifabettersocietyistobebuilt,onethatismorejustandmoreloving,onethatprovidesgreatercreativeopportunityforitspeople,thenthemostopencourseistoraiseboththecapacitytoserveandtheveryperformanceasservantofexistingmajorinstitutionsbynewregenerativeforcesoperatingwithinthem.”1

AtGreatPlacetoWork,wehaveavisionsimilartoGreenleaf’s.Ourmissionis“tobuildabetterworldbyhelpingorganizationsbecomeGreatPlacestoWorkForAll.”Servantleadersareneededintheseorganizations.GiventhatGreatPlacestoWorkForAllarethewayforwardforbusiness,wearehopefulthatmoreandmoreleaderswillseethemselvesasservantsfirst;thattheseleaderswillestablishthetrustontheirteamsthatisthecrucialfirststep;andthattheseleaderswillputthemselvesinserviceofabetterfuture.

MichaelC.BushisCEOoftheSaaS-enabledresearchandconsultingfirmGreatPlacetoWork(www.greatplacetowork.com).MichaelisafoundingboardmemberofFundGoodJobs,aprivateequityseedfund,andwasamemberofPresidentBarackObama’sWhiteHouseBusinessCouncil.Heistheauthorofa*greatPlacetoWorkForAll:BetterforBusiness,BetterforPeople,BetterfortheWorld.

Note1.RobertK.Greenleaf,“TheInstitutionasServant”(Westfield,IN:The

GreenleafCenterforServantLeadership,1972).

Chapter8TheLeaderasShepherd

HOLLYCULHANE

ImetHollyCulhaneseventeenyearsagowhenshebecameanindependentconsultantforTheKenBlanchardCompaniestohelpusspreadthewordaboutourtrainingprograms.WebecamebetteracquaintedafewyearslaterthroughourLeadLikeJesusministry,wheresheisoneofourcertifiedtrainers.WhatIlovemostaboutHollyisthatshecontinuallychallengesherownthinkingandexploresnewideas.Ithinkyou’lladmirethataspectofher,too,whenyoureadheressay.—KB

AWHILEBACK,inreferencetoaself-servingleadershipscandalIhadexperienced,awiseanddearfriendremarked,“Ashepherdissupposedtolaydownhislifeforhissheep.”Theanalogyhitmehard.Theself-servingleadersinvolvedhadn’tconsideredtheneedsoftheirfollowersapriority—butwerefirstonlyconcernedabouttheirownwell-being.

Ihadheardthetermshepherdinginaleadershipcontextfromtimetotimeinspeeches,books,andthemedia.Earnestleadersspendmuchtimediscussingthevaluesofservantleadership.Butwasthereaskillortoolorphilosophyofshepherdsthatwouldbringevenmoredepthandmeaningtothoselessonsofleadership?

Whatdidtheword“shepherd”meanbeyondWebster’sdefinitions:“apersonwhoherds,tendsorguardssheep”and“apersonwhoprotects,guides,orwatchesoverapersonorgroupofpeople”?

Fascinatedbythisconcept,Ididinternetsearches,readbooksaboutshepherding,andconductedinterviewswithmodern-dayshepherds.Ilearnedaboutmethodologiesandmedicaltechniques,philosophiesandopinions,

processesandprocedures.Itbecameclearthatthetermshepherdneededconsiderationfromaservantleadershipperspective.1

Afterresearchingmultipleinterviews,articles,andevenreadingsofancientprophets,apremiseemerged:shepherdingisauniversal—andIwouldsaygodly—leadershipprinciple.Itappliestosupervisingandmanagingatworkinfor-profitandnonprofitorganizationsandthegovernmentsector,parentingandpartneringathome,andfriendshipsandworkrelationshipsacrosscultures,socioeconomiclevels,ethnicities,andgenerations.Everyonewhoisinterestedinbecomingaservantleadercanconnectwiththemessageofshepherding.Afterall,ashepherdistheultimateexampleofaservantleader,oftenlayingdowntheirlifeforthesheep.

Itbecameclearthatitwastimeformetodevelopthisremarkablysimpleyetuniquelyprofoundconcept.

TrueShepherdingTheresponsibilitiesofashepherdaretoensurethatthesheepareingoodhealthonaconsistentbasis,wellfed,andshieldedfrompredators.Theneedsofsheepareremarkablysimilartotheneedsofpeople.Sheepneed:

•acalmingpresencetorest;•disciplinetostayontaskwiththeflock;•aleaderwhoknowstheirconditionandrespondsaccordingly;and•specialattentionwhentheyareyoung,newtoaflock,orstruggling.

Sheephavenodesireforchange.Infact,ittakessometimeforthemtoproducewoolagainaftertheirlifestylehasbeenalteredinanyway.Theycanbethemostbeneficialofalllivestockwhenwellmanaged—andtheycanbedestructive,causingruinalmostbeyondremedy,whenmismanaged.

Soundfamiliar?Ifyou’reaparent,apastor,acoach,orasupervisor,you’llimmediatelyseetheanalogyforwhatpeopleandsheepneedtoperformwell.

TheLeader’sShield:Provision,Protection,andPresenceTheskillsthatmakeupthejobdescriptionofaresponsibleshepherdarethesameasthoseofaneffectiveservantleader.Everyresponsibilityofashepherdand,ultimately,ofaservantleader,canbecapturedinthreewords:provision,protection,andpresence.Effectiveshepherdingisgroundedinthesethreepivotalelementsofleadership.It’sonlywhenprovision,protection,and

presenceareintertwinedthatshepherdscantrulyfulfilltheircallingasleaders.Goodshepherdscareforsheep,providingnourishmentandensuringthe

availabilityofcleanwater.Similarly,effectiveservantleaderscareforteammembersorfamily,providingasuitablespaceforthemtoworkorliveandresourcestosustainthem.Pastorsandpriestsprovidenourishmentthroughtheirteachingforthoseundertheircare.

Goodshepherdsdelightintheflock,shelterthemfromstorms,protectthemfromenemies,andkeepthemhealthy.Effectiveservantleaderstakepleasureinthesuccessesoftheirteamorfamily,protectthemfromdanger,andasmuchaspossibleensuretheirphysicalandemotionalhealth.

Goodshepherdsensuretheirsheeparefreefromstressandconflictwithothersheep.Theybringacalmingpresenceandmakesurethosethatstrayarequicklybroughtbacktotheflock.Effectiveservantleadersaddressproblemsbetweenemployeesorfamilymemberswhentheyariseandstrivetoassistthosewhoarestruggling,whileofferingareassuringandcomfortingpresence.

Goodshepherdsguide,train,anddisciplinethesheepwhennecessary.Effectiveservantleaderspraiseemployees,congregants,orfamilymemberswhenthingsaregoingwell,redirectwhenbehaviordictates,andprovidetraining,development,coaching,andopportunitiesforgrowth.

Effectiveshepherdsandservantleadersprovide,protect,andarepresentatavarietyoflevels.Weusethesedefinitionsforthethreeterms:

Provision:Totakecareofortofurnishorsupplytheneedofanother.

Protection:Theactofsafeguarding,shieldingfromharm,orguardingagainstdanger.

Presence:Athand—physicallyand/oremotionallyavailableandengaged.

ThesethreepivotalelementsformtheLeader’sShield—nottoprotecttheleaderfromthosetheyleadbut,infact,toactasashieldforthosetheylead.

Whatwouldemployeeengagementstatisticslooklikeifleadersatworkcaredfortheirpeopleatalevelthatencompassedprovision,protection,andpresence?Whatwouldthefutureoftheworld’schildrenbeifparentsandcare-giversshepherdedthemwithanemphasisonallthreeelements?Wouldprisonovercrowdingbecomeaconcernofthepast?Wouldtheturnoverrateofvolunteersdropifnonprofits,churches,synagogues,andmosquestrulyshepherdedthosewhogaveoftheirtime,talents,andtreasuretofurtherthemissionoftheirorganizations?

Provision,Protection,andPresenceinActionThere’snoformulaicequationtodeterminehowthethreeresponsibilitiesintheLeader’sShieldaredemonstrated.Everywork,home,andvolunteerenvironment,aswellasdifferentculturesofcountriesororganizations,willdictatehowleadersliveoutprovision,protection,andpresence.

Theshepherd’srodhasalwaysprovideddisciplinetohelpsheepmaketherightchoices.Theshepherd’sstaffrepresentsprotectionandisonhandtopullthesheeptosafetyortohelpthemavoidslippingintoaravineorcrevice.Theshepherd’spresenceallowsbothofthesetoolstobeavailablewhenneededandprovidesatrustandpeacethesheepneedtolivewellandproduceeffectively.

Foranentrepreneur,supervisor,ormanagerinafirstworldcountry,provisionmaybeanecessarypieceofequipmentorafairwage.Protectionmaybeergonomicallydesignedchairsanddesksorafacilitatedconflictresolutionmeetingwhenateamisstruggling.Presencemayberespondingtoemailsinatimelymannerorelectronicface-to-facechatswhentheleaderisn’tpersonallyavailable.Inathirdworldenvironment,provisionmaybepayingtransportationfeesforemployees.Protectionmayincludeensuringthatemployeesleavetheirworkenvironmentintimetoarriveathomebeforedark,orassistingthemintechniquesofhowtoaddresspotentialbriberybyvendors.Presencemaylooksimilarinmanysettings.Itmayincludetheleaderbeingavailableforconversations,seekingpeople’sinputwithproblemsolving,andhelpingaddressconcernswithcoworkers.

Inthecaseofaparent,provisionmayincludeprovidingbasicfoodandshelterforachildorassistingwithfundingacollegeeducation.Protectionmaybeanemotionallysafeenvironmentwherefamilymemberscanlearnandthriveastheysharelifetogether.Presencemaytaketheformofelectronics-freefamilytime,datenightsbetweenpartners,attendingchildren’simportantevents,orlisteningattentivelytoateenager’sangstoverfriendshipsorhighschool.

Leadersofvolunteersmaydemonstrateprovisionbyassuringthatpeopleknowhowtheirtasksaretobeperformed.Theymaydemonstrateprotectionbyassuringthatconflictamongvolunteersisaddressed,andpresencebycandid,face-to-facecommunication,holdingmeetingsonaconsistentbasis,orseekingvolunteers’feedbackintheirareasofexpertise.

It’simportanttoaddtwoadditionalpointsofinterestwithregardtotheseresponsibilities.First,whetherabehaviorisdefinedasprovision,protection,orpresenceisnotimperative.Whatisimperativeisfortheleadertobeconscientiousincarryingouttheseresponsibilities.Second,presenceisnotaboutsimplyattendinganeventoranonlineconferencecall—itisaboutfocused

attention.Peoplewanttheirleaderstobeengagedinwhattheydo.Engagedpresenceisasignificantbehaviorthatseparatesashepherdfromeveryotherkindofleader.

TheRealityWehumansarecomplicatedbeings—difficulttounderstand,attimesastruggletolead,andimperfectinouractionsandresponses.It’softeneasiertolovethechildwhochallengesandstretchesourleadershipthanthecoworker,teammember,orvolunteerwhopushesourlimits.Butremember:wedon’thavetheoptionofdiscriminatingbetweenthoseweshepherdwellandthoseweleaveinneed.

AsIstudiedbiblicalwritingsdescribingtheshepherd,itwascleartheresponsibilitieswithinthisleadershipconceptaretobeappliedforthebenefitofeveryoneservantleadersworktoinfluence—eveninlateralrelationshipssuchaspeersandfriends.Servantleadersarecalledtoshepherdwellwhentheytakeonanyinfluenceorleadershiprole.AndtheLeader’sShieldisatooltobeimplementedatalltimes—notjustincomfortablecirc*mstances.Therealityisthatourresponsibilityasservantleadersistoshepherdwellallofthoseinourcare.

IntentionandInformedPurposeAnumberoforganizationsareseeingremarkableresultsinhowtheirteamsworktogetherandperformwhenservantleadersrampuptheirattentiontoprovision,protection,andpresence.Thesameistrueoffamilieswhofocusonallthreeareasofresponsibility.

Itiscrucialthateverypersonwhowantstobeaservantleaderisintentionalintheprovision,protection,andpresenceprovidedtopeopleintheirlife.Asshepherdswemustbepurposefullyinformedandabletoanswerthequestionofwhywedowhatwedo.Intentionandinformedpurposemustsupporteachaction,decision,andstepwetakeasashepherdontheservantleadershipjourney.Thepeopleinourlivesaretooimportantforustoofferthemless.

HollyCulhaneisCEOandfounderofPresencePoint,Inc.(www.presencepoint.com),anonprofitorganizationfocusedonhelpingpeopleliveintotheircallingasshepherdleaders.SheisalsoconsultantemerituswithP•A•SAssociates,anHRconsultingfirmshefoundedin1987.SheisaleadershipcoachandconsultantwhofacilitatesleadershipdevelopmentworkshopswithTheKenBlanchardCompaniesandLeadLikeJesus.Shealso

servesavarietyofnonprofitorganizationsthroughboardinvolvement.

Note1.Dr.OwenPhelps,inTheCatholicVisionforLeadinglikeJesus

(Huntington,IN:OurSundayVisitorPublishing,2009),capturesthisconceptwhenheboldlystatesthataneffectiveleaderisacombinationofservant,steward,andshepherd.

Chapter9TheEvolutionofServantLeadership

SIMONSINEK

SimonSinekandImetataconferencewhereIfirstheardhimtalkabouthis“StartwithWhy”philosophy.Theclarityofhisthinkingreallyimpressedme.ThenwhenIreadhisbookLeadersEatLast,Iknewweweresoulmates.Iamelatedthatheagreedtoparticipateinthisbook.Iknewwhateverhechosetowritewouldbecreativeandwouldstimulatenewthinking.Thisessaydidthatforme,andI’msureitwilldothesameforyou.—KB

LEADERSHIPISHARD.Sowhyshouldanaspiringleaderaddtheextraburdenofservicetotheirrole?Astrongargumentcanbemadethattheadditionalworkisworthitbasedontheresultsservantleadershipcanachieve.Theproblemis,anyauthoritywhoeschewstheservantpartoftheleadershiprolecanlineupcasestudiestoprovetheirpointofviewthattheycanachievestrongresultswithoutit.Therealanswertowhyweshouldmakeanefforttopracticeservantleadershiprequiresanunderstandingofwhereservantleadershipcomesfromandwhyitmatters.Thereasonservantleadershipmattersis,infact,firmlygroundedinouranthropology.

hom*osapienshaveroamedthisplanetforaboutfiftythousandyears.DuringthePaleolithicera,theworldwasfullofuncertaintyandgreatdanger.Whetheritwaslackoffoodorresources,extremeweather,orwildanimals,aroundeverycornerwereunpredictableandoftenviolentforcesthatcould—andoftendid—killus.Aswewereneitherthestrongestnorthefastestanimalsontheplanet,therewasonlyonewayweweregoingtosurviveandthrive:together.

Itwasn’tjustourbigbrainsthatgaveusanedgeinthosedangeroustimes;itwasalsoourabilitytocooperate.Andtrustwasthenameofthegame.Themore

wetrustedthosewithwhomwelivedandworked,themorelikelyweweretocoordinateourefforts,alignaroundcommoninterests,andworktogethertotakecareofthetribe.Ifsomeonefellasleepatnight,forexample,theycouldtrustthatothermembersofthetribewouldwakethemandalertthemtodanger.That’sagoodsystemforsurvivalofindividualsandthegroupasawhole.Iftheyhadn’tbeenabletotrusteachother,noonewouldeverhavegonetosleepatnight.That’sabadsystemforsurvival.

Nothinghaschangedinourmodernworld.Thoughthedangersaredifferent,ourbrainchemistryandhowweworktogetherremainthesame.Alackoffoodandwildanimals,forexample,mayhavebeenreplacedbytheuncertaintyofthestockmarketortheunpredictabilityofeconomiesandworldevents,butourabilitytosurviveandthriveinourmodernworldisstillbasedonhowwellwecooperate.Andthatdependsonhowmuchwetrustthoseinourtribe.

Butthereisaproblem.Trustisn’taninstruction.Wecan’tjusttellpeopletotrustus.Leaderscan’tsimplyordertheiremployeestotrustthem.Itdoesn’tworkthatway.Trustisafeeling.Andthatfeelingisabiologicalreactiontotheenvironmentsinwhichweliveandwork.That’swhywehaveleadersinthefirstplace:leadersshapetheenvironment.

Associalanimals,werespondtotheenvironmentswearein.Ifwetakeagoodpersonandputtheminabadenvironment,theoddsincreasethatthatpersonwilldobadthings.Ifwetakeapersonwhoisconsidereduntrustworthy,whomayevenhaveperformedbadacts,andputtheminagoodenvironment,theyarecapableofturningtheirlivesaroundandbecomingavaluableandtrustedmemberofthegroup.Whenaleadergetstheenvironmentright,thenormalhumanresponseistrustandcooperation.Whentheygetitwrong,cynicism,paranoia,mistrust,andself-interestprevail.

Inatoxicworkenvironment,trustisreplacedbyfearoranxiety.Whenwefearmakingmistakesorfearlosingourjobsifwemissournumbers,forexample,thenaturalhumanreactionistoputourselvesbeforeanyoneoranythingelse—includingethicsandsometimesthelaw.ThisiswhathappenedatUnitedAirlinesonApril9,2017.Theairlinehadoversoldtheflight,acommonpractice.Aftertheyboardedalltheirticketedpassengers,thecrewaskedforvolunteerstogiveuptheirseatsforfourUnitedemployeeswhoneededtotraveltoworkotherflights.Nopassengersvolunteered,sothecrewdidwhattherulebooksaidtodo:theyrandomlyselectedpassengersanddemandedthattheyleavetheaircraft.OneofthosepassengerswasDr.DavidDao,whowasflyinghometoLouisville,Kentucky.Apayingcustomer,Dr.Daorefusedtoleavehisseat.Andagainthecrewdidwhattherulebookstated:theycalledsecurity

guardstoforciblyremovehim.Intheensuingmelee,Dr.Daolosttwoteeth,sufferedasignificantconcussion,andgotabrokennoseatthehandsoffoursecuritypersonnel.Otherpassengerscapturedtheincidentonvideo,whichwentviralonline,forcingUnitedAirlinestoadmittheirfailureandchangetheirpolicies.

Policies,however,wereonlypartoftheproblem.Otherairlineshavesimilarpoliciesbutdon’tendupassaultingpayingcustomersinthecourseoffollowingthosepolicies.ThebiggerproblematUnitedAirlineswastheculture.Itwasafear-basedenvironmentinwhichemployeesweremoreafraidtobreakarulethantodotherightthing.Icanalmostguaranteethatnocrewmembersonthatflightthoughtwhattheyweredoingwasagoodideaorevenfairpractice.Butgiventhecultureinwhichtheyworked,Iexpectmanydefendedtheiractionswith“Iwasjustfollowingtherules”or“Iwasdoingwhatthecompanytoldmetodo.”

Onlywhenpeoplefeeltrustedbyandareabletotrusttheirleadership;onlywhenpeoplefeeltheycanmakemistakeswithoutfearofdismissal;andonlywhenpeoplefeeltheycanbreakarulebecauseit’stherightthingtodowithoutfearofhumiliationorretributionwillacompanyeverinspiretheirpeopletoworkattheirnaturalbest—ourmostproductive,innovativeandcooperativeselves.Inastrongleadershipenvironment,leadersdon’ttrusttheirpeopletofollowtherules—theytrustthemtoknowwhentobreaktherules.Rulesarethereforwhenthingsrunnormally.Butsometimes,whenthingsgowrong,followingtherulestothelettercanactuallymakethingsworse.

Inweakleadershipenvironments,allthedecision-makingpowerisfocusedatthetop.Leadersintheseenvironmentsexpectinformationtobepusheduptothoseinauthoritypositions.Servantleadersdotheopposite.Theypushauthoritydowntothosewiththeinformation.Andinthatkindofenvironment,peoplefeelaccountableforandtrustedtodothejobforwhichthey’vebeentrainedwithoutleadersputtingunduepressureorstressonthemorusingfeartodrivethem.

Ifgivingpeopleauthoritymakesanorganizationrunbetter,thenwhynotgetridoftheleadersaltogether?Itseemslikealogicalconclusion.Butleadersexistforareason.For40,000ofthe50,000yearsourspecieshasinhabitedthisplanet,welivedinpopulationsofabout150people.Andgiventhetimesinwhichwewereliving,thereweresomeobviouschallenges.Ifhuntersandgatherersbroughtfoodbacktothetribe,forexample,whowouldgettoeatfirst?Imean,ifyouwerebuiltlikeaprofessionalwrestler,youcouldshoveyourwaytothefrontoftheline.However,ifyouwerethe“artist”ofthefamily,youwereoneofthosewhogotshovedtotheside.Butoddsare,ifyouelbowedsomeoneinthe

facethatafternoon,theyprobablywouldn’twakeyouandalertyoutodangerthatnight.That’sabadsystemifwearestrongerasacooperativegroupthanweareasindividuals.

Toavoidthisrealityandbetterequipusforcooperation,weevolvedintohierarchicalanimals.Weconstantlyassessedandjudgedthosearoundustofigureoutwhowasmoredominantorsenior.Wetriedtofigureoutwhowasalpha.Insteadoffightingtobethefirsttoeat,wewoulddefertothehierarchy.Ifweassessedthatothersweremoreseniorinthesocialhierarchy,wewouldvoluntarilystepbackandallowouralphastoeatfirst.Andthoughwemaynothavehadfirstchoiceofmeat,wewouldhavebeenguaranteedfoodandwewouldn’tgetanelbowintheface.Thisisamuchbettersystemtopromotecooperationinthetribe.

Thoughthestandardsmaybedifferentinourmoderndayandage,wearestillconstantlyassessingandjudgingeachother,tryingtofigureoutwherewesitonthesocialhierarchy.Sometimesthestandardsareinformal.Amongscientists,forexample,greaterrespectmaybeshowntothescientistwhohasbeenpublishedmore,wonmoreawards,ormadeamorenotablediscoverythantheirpeers.Amongmoviestars,thealphatreatmentmaybegiventotheactorwithmoreawardsorgreaterboxofficesuccess.Inmostorganizations,however,thathierarchyismoreformal.Wehavetitles—andevenwhenwedon’t,thereisstillahierarchybasedonexperienceorlevelsofresponsibility.Forexample,weallknowavicepresidentismoreseniorthananintern.

Thisiswhyfewpeopleturndownpromotions.Risingthroughthehierarchyoftencomeswithperks—moremoney,abiggeroffice,orabetterparkingspace.Weshowdeferenceforthemostseniorpeopleinorganizations.Often,wearewillingtodobasictasksforthemsimplybecauseoftheirhighstatus.Ifyou’reseniorandyouleaveyourcoatintheotherroom,forexample,someonewillprobablyvolunteertogetitforyou.Ifyou’rejuniorandyouleaveyourcoatintheotherroom...yougetyourowncoat.AsMelBrooksaptlypointedoutinhisfilmHistoryoftheWorld,PartI,“It’sgoodtobetheking.”

However,theseperksdonotcomeforfree.Adeep-seatedsocialcontractishardwiredintoallhumanbeings.Thereisanexpectationthatwhendangerthreatens,thealpha—thepersonwhoisoftensmarter,stronger,ormoreconfident—willrushtowardthedangertoprotectthetribe.Itisthisanthropologicalrequirementthatdefinestheessenceofservantleadership.Leadership,itturnsout,isnotaboutbeingincharge.Leadershipisabouttakingcareofthoseinyourcharge.TheclosestthingIcanequatetoservantleadershipistheresponsibilityofaparent.WeallknowMomandDadareincharge.We

allknowtheyhavealltheauthority.Theysetrulesandenforcethem.However,parentsalsohavearesponsibilitytotheirchildren.Anydecentparentwouldgladlysacrificeforthem.Money,time,thekindofcartheybuy,thekindofvacationtheytake—thelistgoeson—areallelementsofsacrifice:puttingone’sinterestsasidetobenefitthelifeofanotherhumanbeing.

Justaswearemorallyoffendedbyaparentwhowouldputthemselvesbeforetheirchild—leavingthechildinacarwhiletheparentgoesgambling,forexample—so,too,arewemorallyoffendedwhenpeopleinleadershippositionsarewillingtosacrificethelivesoftheirpeopletoadvancetheirpersonalinterests.Trustcannotexistinacultureinwhichpeoplefear—orknow—thattheirleaderswouldsoonerannouncearoundoflayoffstoprotectthenumbersthansacrificethenumberstoprotectthepeople.ThisisthereasonwhysomanypeopleareviscerallyoffendedbysomebankingCEOs.Itisnottheirhugebonusesorsalariesthatupsetus—weareokaywithouralphasgettingpaidmorethanwedo.It’stheknowledgethattheywouldsacrificetheirpeopletoprotecttheirsalariesandbonusesthatissoinconsistentwiththeanthropologicalrequirementsofleadership.FewifanyofuswouldbeoffendedifweheardNelsonMandelawasgivena$50millionbonus.FewifanyofuswouldbeoffendedtolearnthatMotherTeresawasgivena$100millionbonus.It’snotthemoneythatmatters.It’stheknowledgethatourleaderwould,anddoes,sacrificetoprotectus.

Ourspeciesstartedfarmingaround10,000to12,000yearsago.Onlythencouldwesustainpopulationsthatwerelargerthanabout150.Livingandworkingatthisscale,ascaleforwhichwewerenotdesigned,producedawholenewsetofleadershipchallengesthatwecontinuetofacetoday.Thesechallengesmakeservantleadershipnotjustmoreimportantbutalsotheonlyviable,long-termsolution.

Allgoodleaderspracticeservantleadership.Itisateachable,learnable,andpracticableskill.Andthemoretheservantleaderpracticesthatskill—themoretheycreateanenvironmentinwhichpeoplecanfeelvulnerableatwork—themoretrust,loyalty,andcooperationthrive.Whereweakleadersdemandtrustbegiventothem,servantleadersinspireit.

Creatingaspaceinwhichpeoplecanfeelvulnerablemeansapersoncanwalkintotheirboss’sofficetoadmitamistakewithoutfearoflosingtheirjob.Itmeanssomeonecanraisetheirhandandaskforhelp,admittheyhavebeengivenaresponsibilitytheydon’tfeelpreparedorknowledgeableenoughtocomplete,oradmittheyarescaredwithoutanyfearofhumiliationorretribution.Wetrustthattheservantleaderwillcomerunningtoouraid.Thisiswhat

happensinsidegreatorganizations.Incontrast,inaworkenvironmentthatlacksgoodservantleaders,peoplewillgooutoftheirwaytofollowtherulesatallcosts,coverupmistakes,anddenyaccountability.RememberUnitedAirlines?

Thedailypracticeofservantleadershipislessgrandthanpeopletendtothink.Itisbasednotonaseriesoftransactions,butonthepromiseofbeingtherewhensomeoneneedsyoumost.Individualsdon’tfallinlovebecauseoneisrichandtheotherstandstobenefit.Thesameistrueinanorganization.Aleaderwhooffersmoneyorthepotentialforfuturerichesisnotearningloyalty.Theyaresettingupatransactionalrelationshipthatislikelytopromoteself-interest.Individualsdon’tfallinlovesimplybecausesomeonerememberedtheirbirthdayorboughtthemflowersonValentine’sDay.Thesameistrueinanorganization.Afewscattered,well-intentionedactionsbyaleadercan’thurt,buttheywon’tbreedloyalty.Theywon’tbeenoughtoearntrust.Justlikeanyrelationshipinwhichtrustisthebasis,itistheaccumulationofalotoflittlethingsthatmakesallthedifference.

Servantleaderspracticeputtingtheirinterestsasideinordertoenhancethelivesofthosearoundthem.Forexample,ifyou’restandinginanelevator,runningslightlylateforameeting,andjustasthedoorsstartclosingyouseesomeonerunningtowardtheelevator,whatdoyoudo?Theactofholdingthedoorsforsomeoneevenifyou’rerunninglateisanactofservantleadership.Ifyoupouryourselfthelastcupofcoffeeatworkandinsteadofputtingtheemptypotbackyouspendafewminutesmakinganotherpotofcoffee,thatisanactofservantleadership.Ifoneofyourpeoplehasmissedtheirnumbersthreequartersinarowandinsteadofwalkingintotheirofficeandsaying,“YouhavetomakeyourfourthquarternumbersotherwiseIdon’tknowwhat’sgoingtohappen,”youwalkintotheirofficeandsay,“Areyouokay?Youmissedyournumbersagain.I’mworriedaboutyou,”thatlevelofempathy—concernforthepersonbeforethenumbers—isanactofservantleadership.

AsIsaidbefore,servantleadershipisnotarankoranevent.Itisapractice,andtheservantleaderwillremainastudentfortheirentirelife.Theywillalwayswanttolearnmoreaboutthepractice,talkaboutit,readaboutit,andhearwhatothershavetosayaboutit.Theywillconstantlybeonthehuntfornewtactics,newperspectives,newwaystohonetheirskills.Everyparent,partner,spouse,andservantleaderknowsthattheactofcaringforanotherisveryhardwork,theresultsofwhichareimpossibletopredictaccordingtoatimeline.Theimpactofservantleadershipisn’tconvenientlyparsedintoquarters.Itisahumanexperience.

Likegoingtothegymoreatinghealthily,servantleadershipisalifestyle.We

cangetintoshapeifwegotothegymregularlyandimproveourdiets.Andwecanturnanunhealthycultureintoathrivingone,filledwithtrustandcooperation.Butwehavetocommittothelifestyle.Onceweachieveourgoals,tostayfitwehavetokeepworkingoutandeatingsmart.Andtomaintainaservantleadershipculturewemustkeepcaring,serving,trusting,andearningtrust.

Thoughsomeonemaychooseservantleadershipfortheresults,thereasonwecontinuetopracticethedisciplineisforthejoyofthejourney.

SimonSinek(www.startwithwhy.com)isanunshakableoptimistandtheauthorofthreebestsellingbooks:StartwithWhy,LeadersEatLast,TogetherIsBetter,andhismostrecent,FindYourWhy.Atrainedethnographer,Simonhasaboldgoaltohelpbuildaworldinwhichthevastmajorityofpeoplegohomeeverydayfeelingfulfilledbytheirwork.HisfirstTEDTalkin2009isthethirdmostwatchedtalkofalltimeonTED.com.

PartTwoElementsofServantLeadership

DifferentPointsofViewaboutServantLeadership

•InMarshallGoldsmith’sessay,“OneQuestionEveryServantLeaderShouldAsk,”heemphasizesthatgreatleadersarewillingservantsofpeople,organizations,andcauses.Tohelptheseleadersstayfocusedonmakingapositivedifference,hehasdevelopedasimpleformulationtohelpthemavoidthepervasivetriggersthatwouldpullthemoffcourse.

•BrenéBrown,in“IntheServiceofOthers:WhenLeadersDaretoRehumanizeWork,”introducestheconceptthatservantleadershipcannotexistinacultureofshame—ofblaming,gossiping,bullying,humiliation—primarilybecauseshamebreedsfearandthefoundationofservantleadershipiscourage.

•TomMullins,in“ServantLeadersCelebrateOthers,”showswhyaccentuatingthepositiveandcelebratingsuccessisakeyfactorinservantleadership.

•JamesFerrell,in“TheServantLeader’sFocus,”stressesthatforservantleadersserviceshouldnotbethetruefocus.Everyactofserviceisabehavioralextensionoftherealrootofservantleadership:acaring,outwardmindset.

•InChrisHodges’sessay,“WhatYouSeeDeterminesHowYouServe,”heillustrateshowservantleadersservepeopledifferentlybecausetheyseepeopledifferently.Peopleareherenottobejudged,buttobeloved.

•CraigGroeschel,in“Compassion:TheHeartofServantLeadership,”emphasizesthatcompassionisnotafeeling;itisanaction.Andasimpleactofcompassionfromonehumanbeingtoanothercanchangealife.

•PatrickLencionitellsus“WhyIdealTeamPlayersMakeGreatServantLeaders”—it’sbecausethethreeprimaryvaluesofanidealteamplayerarethreeofthemostessentialqualitiesofaneffectiveservantleader.

•LaurieBethJones,in“TheServantLeader’sIdentity,”pointsouttheimportanceofunderstandingyourselfandotherssothatyoucangetclearaboutyourleadershipstyleandhowtorelatetothepeoplearoundyou.

•HenryCloud,in“TheFourCornersoftheLeader’sUniverse,”helpsyouanswerthequestion“Wherearemypeopletoday—insidetheirhearts,minds,andsouls?”sothatyoucanbetterservethemandhelpthemsucceed.

Chapter10OneQuestionEveryServantLeaderShouldAsk

MARSHALLGOLDSMITH

WhenMarshallGoldsmithwasinhisearlytwentiesandfinishinghisdoctoraldegreeatUCLA,hewasaskedtoteachacourseatCaliforniaAmericanUniversity,whereIwasteachingwithfounderPaulHersey.MarshallandIimmediatelybecamesoulmatesandIhaveadmiredhisteachingandwritingskillseversince.Ithinkyou’llseewhyI’mabigfanofhisafterreadinghisessay.—KB

ADECISIONMAKER,agamechanger,aforcetoreckonwith,awielderofpower:thisisaleaderinthepopularimagination.Asanexecutivecoachwhohasbeenhelpingsuccessfulleadersachievepositive,lastingchangeinbehaviorformorethanthirty-fiveyears,Ihaveworkedwithmanyinfluentialpeoplewhofitthisdescription.Thebestofthemunderstandthat,foraservantleader,powerisbesidethepoint.

Forexample,oneofthemostinspiringservantleadersIhaveevermetisFrancesHesselbein,presidentandCEOoftheFrancesHesselbeinLeadershipInstituteandformerCEOoftheGirlScoutsoftheUSA.HermottoisToserveistolive.Thiskindofhumilitymayseematoddswiththeimageoftheheroic,powerfulleader.ButasmyfriendFranceshaspointedout,greatleadersarewillingservantsofpeople,organizations,andcauses.Insteadofworryingabouthowpowerfultheyareorwhatpositiontheyhold,theseleadersfocusonwhatothersneed.Withoutthedistractionsofego,theycanseetheclearestpathtopositiveoutcomes.(FormoreonFrancesHesselbein,seetheessaybyJimDittmarinPartFourofthisbook.)

Maintainingthisclarityisachallenge,asanytestedleaderknows.Incompetitivesituationsororganizations,stayingcommittedtoaservant

leadershipmentalityisamonumentalchallengethatrequiresdaily,ifnothourly,attention.Tokeepmycoachingclientsontrack,Idevelopedasimpleformulation—onethathelpsthemfocusonmakingapositivedifferenceinsteadofdemonstratingtheirownsuperiority.Itcanhelpyou,too.Followitandyouwilldramaticallyshrinkyourdailyvolumeofstress,unpleasantdebate,andwastedtime,whilegettingclosertotheresultsyouwant.

Thenexttimeyourunintoaconflict,askyourselfthisquestion:

AMIWILLINGATTHISTIME

TOMAKETHEINVESTMENTREQUIREDTOMAKEAPOSITIVEDIFFERENCE

ONTHISTOPIC?

ItpopsintomyheadsoofteneachdaythatI’veturnedthefirstfivewordsintoanacronym:AIWATT(itrhymeswith“saywhat”).Likethephysician’sprinciple“First,donoharm,”itdoesn’trequireyoutodoanythingotherthanmerelyavoiddoingsomethingfoolish.

Perhapsyou’rethinkingIdon’tneedtorepeatasimplequestiontoremembertomakeapositivedifference.ButIbelieveallofusneedexactlythiskindofhelp.InTriggers:BecomingthePersonYouWanttoBe,1Imakethecasethatrelyingonstructure—evensomethingassimpleastheAIWATTquestion—iskeytochangingourleadershipbehavior.Ineverywakinghourwearebombardedbytriggers—people,events,andcirc*mstancesthathavethepotentialtochangeus.Weoftenfailtoappreciatejusthowmuchthesetriggersaffectus,andhowdifficultitistofendthemoffwithoutsomekindofsupport.

AIWATTisjustoneofthetacticsIsuggest.Ofcourse,itisn’tauniversalpanaceaforallourinterpersonalproblems,butithasaspecificutility.It’sareminderthatourenvironmenttemptsusmanytimesadaytoengageinpointlessargumentsandproveourselvesthewinner.Wecandosomethingaboutthisunfortunatetendency—bydoingnothing.InourWestern,action-focusedculture,thatsoundslikelazinessorfailure.Butitcanbeasurprisinglypowerfulpositiontotake.I’llexplainusingtwocomplementaryinsights:aBuddhistparableandanobservationfromPeterDrucker,oneofmyheroesandthefatherofmodernmanagementtheory.

TheParableoftheEmptyBoatAyoungfarmerlaboriouslypaddledhisboatuptherivertodeliverhisproduce

tothevillage.Itwasahotday,andhewantedtomakehisdeliveryandgethomebeforedark.Ashelookedahead,hespiedanothervessel,headingrapidlydownstreamtowardhisboat.Herowedfuriouslytogetoutoftheway,butitdidn’tseemtohelp.

Heshouted,“Changedirection!Youaregoingtohitme!”tonoavail—thevesselhithisboatwithaviolentthud.Hecriedout,“Youidiot!Howcouldyoumanagetohitmyboatinthemiddleofthiswideriver?”

Asheglaredintotheboat,seekingouttheindividualresponsiblefortheaccident,herealizednoonewasthere.Hehadbeenscreamingatanemptyboatthathadbrokenfreeofitsmooringsandwasfloatingdownstreamwiththecurrent.

Webehaveonewaywhenwebelievethereisanotherpersonatthehelm.Wecanblamethatstupid,uncaringpersonforourmisfortune.Thisblamingpermitsustogetangry,actout,assignblame,andplaythevictim.Webehavemorecalmlywhenwelearnthatit’sanemptyboat.Withnoavailablescapegoat,wecan’tgetupset.Wemakepeacewiththefactthatourmisfortunewastheresultoffateorbadluck.Wemayevenlaughattheabsurdityofarandomunmannedboatfindingawaytocollidewithusinavastbodyofwater.

Themoral:There’sneveranyoneintheotherboat.Wearealwaysscreamingatanemptyvessel.Anemptyboatisn’ttargetingus.Andneitherareallthepeoplecreatingthesournotesinthesoundtrackofourday.

Iliketomakethispointinleadershipclasseswithasimpleexercise.I’llaskarandomaudiencemembertothinkofonepersonwhomakesthemfeelbad,angry,orcrazy.“Canyouenvisionthatperson?”Iask.

Anod,adisgustedface,andthen,“Yes.”“Howmuchsleepisthatpersonlosingoveryoutonight?”Iask.“None.”“Whoisbeingpunishedhere?Whoisdoingthepunishing?”Iask.Theanswerinevitablyis,“Meandme.”Iendtheexercisewithasimplereminderthatgettingmadatpeopleforbeing

whotheyaremakesasmuchsenseasgettingmadatachairforbeingachair.Thechaircannothelpbutbeachair,andpeoplecannothelpbutbethemselves.Ifthere’sapersonwhodrivesyoucrazy,youdon’thavetolike,agreewith,orrespectthem;justacceptthemforbeingwhotheyare.

FalsePositivesTheemptyboatparableisausefulmetaphorforunderstandinghowothersaffect

us.Tograsphowweaffectothers,IturntoDrucker,whohasbeenanenormousinfluenceonmylifeandwork.“Ourmissioninlifeshouldbetomakeapositivedifference,”hesaid,“nottoprovehowsmartorrightweare.”Itsoundssoobvious—giventhechoice,whowouldn’topttomakeapositivedifference?

ButDruckerishighlightingtwonotionsthatwehavetroubleholdinginourheadssimultaneously.Whenwehavetheopportunitytodemonstrateourbrainpower,we’rerarelythinkingaboutapositiveresultfortheotherpeopleintheroom.We’reactuallyissuingwhatIliketocallfalsepositives—makingstatementstoupgradeourselves,oftenattheexpenseofothers.Theyappearinmanyforms:

•Pedantry:Asubordinatemakesagrammaticalerrorinapresentation—usingwhoinsteadofwhom—andyoucorrecthim.Smart,perhaps,iftheobjectiveispunctiliousgrammar—buthardlyacontributionthatimprovestheroom’svibe.

•Saying“Itoldyouso”:Youtellyourwifethetwoofyouneedtoleavethehouseatleastsixtyminutesinadvancetomakeaneighto’clockBroadwayshow.Shedelays,andyouarrivelate.Youproceedtoruinhernightinproportiontohowmuchsheruinedyours.

•Moralsuperiority:Youtellafriendorlovedonethatsheshouldn’tsmoke,thathedoesn’tneedanotherbeer,orthatyouwouldhavetakenafasterroutehome.Howoftendotheseeffortselicitagenuinethankyou,oranythingbutaneyeroll?

•Complaining:TheaverageAmericanworkerspendsfifteenhoursamonthcomplainingaboutuppermanagement,makingitoneofthemorepopularworkplaceactivities.Whenyoucomplain,you’redisagreeingwithwhatsomeoneelsedecided,planned,ordid.Bydefinition,you’rebeingdisagreeableandaddingtheimplicationthatyouwouldhavedonebetter.It’srarelyapositivecontribution,especiallyifyoudoitbehindpeople’sbacksratherthantotheirfaces.

Fromwake-uptobedtime,whenwe’reincontactwithanotherhumanbeing,wefacetheoptionofbeinghelpful,hurtful,orneutral.Ifwe’renotpayingattention,it’seasytochoosehurtful—especiallyifintheprocessweprovewe’resmarter,better,ormorerightthantheotherguy.Oftenwe’renotawarethatwe’rebeingcounterproductive.Norisitourintentiontobecruel,asifwehavechosentospeakourmindsanddamntheconsequences.Consequencesdon’tenterthepicture.We’reonlythinkingaboutelevatingourselves.We’retryingtoprovehowsmartwearetoanemptyboat!

ThisiswhereAIWATTisuseful,ifonlytocreateasplit-seconddelayinourpotentiallyprideful,cynical,judgmental,argumentative,andselfishresponsestoourenvironment.Thedelaygivesustimetoconsideramorepositiveresponse.AIWATThelpsusafteratriggercreatesanimpulseandbeforeweexhibitbehaviorwemaylaterregret.Thenineteen-wordtextdeservescloseanalysis.Eachpartissomethingaspiringservantleadersshouldknow:

•AmIwillingimpliesthatweareexercisingvolition—takingresponsibility—ratherthansurfingalongthewavesofinertiathatotherwiseruleourday.Weareasking“DoIreallywanttodothis?”

•Atthistimeremindsusthatwe’reoperatinginthepresent.Circ*mstanceswilldifferlateron,demandingadifferentresponse.Theonlyissueiswhatwe’refacingnow.

•Tomaketheinvestmentrequiredremindsusthatrespondingtoothersiswork—anexpenditureoftime,energy,andopportunity.Andlikeanyinvestment,ourresourcesarefinite.Weareasking“Isthisreallythebestuseofmytime?”

•Tomakeapositivedifferenceplacestheemphasisonthekinder,gentlersideofournature.It’sareminderthatwecanhelpcreateeitherabetterusorabetterworld.Ifwe’renotaccomplishingoneortheother,whyarewegettinginvolved?

•Onthistopicfocusesusonthematterathand.Wecan’tsolveeveryproblem.Thetimewespendontopicswherewecan’tmakeapositivedifferenceisstolenfromtopicswherewecan.

Likeclosingourofficedoorsopeoplehesitatebeforetheyknock,askingourselves“AmIwilling,atthistime,tomaketheinvestmentrequiredtomakeapositivedifferenceonthistopic?”givesusathinbarrierofbreathingroom—timeenoughtoinhale,exhale,andreflectonwhethertheoutcomeweseekisatruepositivethatisintendedforthebenefitofothers,orafalsepositivethatisintendedtopolishourownimage.Forservantleaderswhowanttomakeservingotherstheirprimarymission,that’savitaldistinction.

MarshallGoldsmith(www.marshallgoldsmith.com)hasbeenrecognizedbyThinkers50,GlobalGurus,FastCompany,andInc.astheworld’sleadingexecutivecoach.HeistheauthoroftheNewYorkTimesbestsellersTriggers,WhatGotYouHereWon’tGetYouThere,Mojo,andseveralotherbooks.HereceivedhisPhDfromUCLAAndersonSchoolofManagement.Hisclientlistisawho’swhooftheworld’sCEOs.

Note1.MarshallGoldsmithandMarkReiter,Triggers:BecomingthePersonYou

WanttoBe(NewYork:Crown,2015).

Chapter11IntheServiceofOthers

WhenLeadersDaretoRehumanizeWork

BRENEBROWN

IfirstgotacquaintedwithBrenéBrownwhenpeopletoldmeaboutherTEDTalkon“ThePowerofVulnerability.”AsIwatchedit,Iimmediatelymadetheconnectionbetweentheimportanceofvulnerabilityandeffectiveservantleadership.BrenéandIagreethathavingaservantheartisdefinitelyaninside-outjob.Inthisessayshedetailshow,whenheart-ledleadershipprevailsinanorganization,shamewillnotbeafactor.—KB

GIVENWHATI’VElearnedfromresearchandwhatI’veobservedoverthepastdecadeasI’veworkedwithleadersfromcompaniesofallsizesandtypes,Ibelievewehavetocompletelyreexaminetheideaofengagement.Toreignitecreativity,innovation,andlearning,leadersmustdaretorehumanizeeducationandwork.Thismeansunderstandinghowscarcityisaffectingthewayweleadandwork,learninghowtoengagewithvulnerability,andrecognizingandcombatingshame.

Makenomistake:honestconversationsaboutvulnerabilityandshamearedisruptive.Thereasonwe’renothavingtheseconversationsinourorganizationsisthattheyshinelightindarkcorners.Oncethereislanguage,awareness,andunderstanding,turningbackisalmostimpossibleandcarrieswithitsevereconsequences.Weallwanttodaregreatly.Ifyougiveusaglimpseintothatpossibility,we’llholdontoitasourvision.Itcan’tbetakenaway.

SirKenRobinsonspeakstothepowerofmakingthisshiftinhisappealtoleaderstoreplacetheoutdatedideathathumanorganizationsshouldworklikemachineswithametaphorthatcapturestherealitiesofhumanity.InhisbookOutofOurMinds:LearningtoBeCreative,1Robinsonwrites:“Howeverseductivethemachinemetaphormaybeforindustrialproduction,humanorganizationsarenotactuallymechanismsandpeoplearenotcomponentsinthem.Peoplehavevaluesandfeelings,perceptions,opinions,motivations,andbiographies,whereascogsandsprocketsdonot.Anorganizationisnotthephysicalfacilitieswithinwhichitoperates;itisthenetworksofpeopleinit.”

RecognizingandCombatingShameServantleadershipandshameculturecannotcoexistforasimplereason:thefoundationofservantleadershipiscourageandshamebreedsfear.Shamecrushesourtoleranceforvulnerability,therebykillingengagement,innovation,creativity,productivity,andtrust.Andworstofall,ifwedon’tknowwhatwe’relookingfor,shamecanravageourorganizationsbeforeweseeoneoutwardsignofaproblem.Shameworksliketermitesinahouse.It’shiddeninthedarkbehindthewallsandconstantlyeatingawayatourinfrastructure,untilonedaythestairssuddenlycrumble.Onlythendowerealizethatit’sonlyamatteroftimebeforethewallscometumblingdown.

Inthesamewaythatacasualwalkaroundourhousewon’trevealatermiteproblem,astrollthroughanofficeoraschoolwon’tnecessarilyrevealashameproblem.Oratleastwehopeit’snotthatobvious.Ifitis—ifweseeamanagerberatinganemployeeorateachershamingastudent—theproblemisalreadyacuteandmorethanlikelyhasbeenhappeningforalongtime.Inmostcases,though,wehavetoknowwhatwe’relookingforwhenweassessanorganizationforsignsthatshamemaybeanissue.

SignsThatShameHasPermeatedaCultureBlaming,gossiping,favoritism,name-calling,andharassmentareallbehaviorcuesthatshamehaspermeatedaculture.Amoreobvioussigniswhenshamebecomesanoutrightmanagementtool.Isthereevidenceofpeopleinleadershiprolesbullyingothers,criticizingsubordinatesinfrontofcolleagues,deliveringpublicreprimands,orsettinguprewardsystemsthatintentionallybelittle,shame,orhumiliatepeople?

I’veneverbeentoashame-freeorganization.I’mnotsayingitdoesn’texist,butIdoubtit.Infact,onceI’veexplainedhowshameworks,Inormallyhave

severalleadersapproachmeandexplainthattheyuseshameonadailybasis.Mostaskhowtochangethatpractice—butafewproudlysay,“Itworks.”Thebestcasescenarioisthatit’salimitedorcontainedproblemratherthanaculturalnorm.Thisisalsotrueinschools.Approximately85percentofthemenandwomenweinterviewedforourshameresearchcouldrecallaschoolincidentfromtheirchildhoodthatwassoshamingitchangedhowtheythoughtofthemselvesaslearners.WhatmakesthisevenmorehauntingisthatapproximatelyhalfofthoserecollectionswerewhatIrefertoascreativityscars.Theresearchparticipantscouldpointtoaspecificincidentwheretheyweretoldorshownthattheyweren’tgoodwriters,artists,musicians,dancers,orsomethingcreative.Thishelpsexplainwhythegremlinsaresopowerfulwhenitcomestocreativityandinnovationatwork.We’reafraidtoreopenwoundsbysharingnewideasandtakingcreativerisks.

Whenweseeshamebeingusedasamanagementtoolintheworkplace(again,thatmeansbullying,criticisminfrontofcolleagues,publicreprimands,orrewardsystemsthatintentionallybelittlepeople),weneedtotakedirectactionbecauseitmeansthatwe’vegotaninfestationonourhands.Andweneedtorememberthatthisdoesn’tjusthappenovernight.Equallyimportanttokeepinmindisthatshamerollsdownhill.Ifemployeesareconstantlyhavingtonavigateshame,youcanbetthey’repassingitontotheircustomers,colleagues,andevenfamilies.

So,ifit’shappeninganditcanbeisolatedtoaspecificunit,workteam,orperson,ithastobeaddressedimmediatelyandwithoutshame.Welearnshameinourfamiliesoforigin,andmanypeoplegrowupbelievingthatit’saneffectiveandefficientwaytomanagepeople,runaclassroom,andparent.Forthatreason,shamingsomeonewho’susingshameisnothelpful.Butdoingnothingisequallydangerous,notonlyforthepeoplewhoaretargetsoftheshamingbutalsofortheentireorganization.Shamebegetsshame.

Severalyearsagoamancameuptomeafteraneventandsaid,“Interviewme!Please!I’mafinancialadviserandyouwouldn’tbelievewhathappensinmyoffice.”WhenImetDonfortheinterview,hetoldmethatinhisorganizationyouchooseyourofficeeachquarterbasedonyourquarterlyresults:thepersonwiththebestresultschoosesfirstandsendsthepersoninthedesiredofficepacking.

Heshookhishead,andhisvoicecrackedabitwhenhesaid,“GiventhatI’vehadthebestnumbersforthepastsixquarters,you’dthinkI’dlikethat.ButIdon’t.Iabsolutelyhateit.It’samiserableenvironment.”Hethentoldmehowafterthepreviousquarterlyresultswerein,hisbosswalkedintohisoffice,closedthedoor,andtoldhimthathehadtomoveoffices.

closedthedoor,andtoldhimthathehadtomoveoffices.“AtfirstIthoughtmynumbershaddropped.Thenhetoldmethathedidn’t

careifIhadthebestnumbersorifIlikedmyoffice;thepointwastoterrorizetheotherguys.Hesaid,‘Bustingtheirballsinpublicbuildscharacter.It’smotivating.’”

Beforetheendofourinterview,hetoldmehewasjobhunting.“I’mgoodatmyjobandevenenjoyit,butIdidn’tsignuptoterrorizepeople.Ineverknewwhyitfeltsolousy,butafterhearingyoutalk,nowIdo.It’sshame.It’sworsethanhighschool.I’llfindabetterplacetowork,andyoucanbedarnsureI’mtakingmyclientswithme.”

InIThoughtItWasJustMe,2ItellthefollowingstoryaboutSylvia,aneventplannerinherthirtieswhojumpedrightintoourinterviewbysaying,“Iwishyoucouldhaveinterviewedmesixmonthsago.Iwasadifferentperson.Iwassostuckinshame.”WhenIaskedherwhatshemeant,sheexplainedshehadheardaboutmyresearchfromafriendandvolunteeredtobeinterviewedbecauseshefeltherlifehadbeenchangedbyshame.Shehadrecentlyhadanimportantbreakthroughwhenshefoundherselfonthe“loserslist”atwork.

Apparently,aftertwoyearsofwhatheremployercalled“outstandingwinner’swork,”shehadmadeherfirstbigmistake.Themistakecostheragencyamajorclient.Herboss’sresponsewastoputherontheloserslist.Shesaid,“InoneminuteIwentfrombeingonthewinnersboardtobeingatthetopoftheloserslist.”IguessImusthavewincedwhenSylviareferredtotheloserslistbecause,withoutmyremarkingatall,shesaid,“Iknow,it’sterrible.Mybosshasthesetwobigdryeraseboardsoutsideofhisoffice.Oneisthewinnerslist,andoneisforthelosers.”Shesaidforweeksshecouldbarelyfunction.Shelostherconfidenceandstartedmissingwork.Shame,anxiety,andfeartookover.Afteradifficultthree-weekperiod,shequitherjobandwenttoworkforanotheragency.

Shamecanonlyrisesofarinanysystembeforepeopledisengagetoprotectthemselves.Whenwe’redisengagedwedon’tshowup,wedon’tcontribute,andwestopcaring.Onthefarendofthespectrum,disengagementallowspeopletorationalizeallkindsofunethicalbehaviorincludinglying,stealing,andcheating.InthecasesofDonandSylvia,theydidn’tjustdisengage;theyquit—andtooktheirtalenttocompetitors.

TheBlameGameHere’sthebestwaytothinkabouttherelationshipbetweenshameandblame:ifblameisdriving,shameisridingshotgun.Inorganizations,schools,and

families,blamingandfinger-pointingareoftensymptomsofshame.ShameresearchersJuneTangneyandRondaDearingexplainthatinshame-boundrelationships,people“measurecarefully,weigh,andassignblame.”Theywrite,“Inthefaceofanynegativeoutcome,largeorsmall,someoneorsomethingmustbefoundresponsibleandheldaccountable.There’snonotionofwaterunderthebridge.”Theygoontosay,“Afterall,ifsomeonemustbetoblameandit’snotme,itmustbeyou!Fromblamecomesshame.Andthenhurt,denial,anger,andretaliation.”3

Blameissimplythedischargingofpainanddiscomfort.Weblamewhenwe’reuncomfortableandexperiencepain—whenwe’revulnerable,angry,hurt,inshame,grieving.There’snothingproductiveaboutblame,anditofteninvolvesshamingsomeoneorjustbeingmean.Ifblameisapatterninyourculture,thenshameneedstobeaddressedasanissue.

Cover-UpCultureRelatedtoblameistheissueofcover-ups.Justlikeblameisasignofshame-basedorganizations,cover-upculturesdependonshametokeepfolksquiet.Whenthecultureofanorganizationmandatesthatitismoreimportanttoprotectthereputationofasystemandthoseinpowerthanitistoprotectthebasichumandignityofindividualsorcommunities,youcanbecertainthatshameissystemic,moneydrivesethics,andaccountabilityisdead.Thisistrueinallsystems,fromcorporations,nonprofits,universities,andgovernments,tochurches,schools,families,andsportsprograms.Ifyouthinkbackonanymajorincidentsfueledbycover-ups,you’llseethispattern.

Inanorganizationalcultureofservantleadershipwhererespectandthedignityofindividualsareheldasthehighestvalues,shameandblamedon’tworkasmanagementstyles.Thereisnoleadingbyfear.Empathyisavaluedasset,accountabilityisanexpectationratherthananexception,andtheprimalhumanneedforbelongingisnotusedasleverageandsocialcontrol.Wecan’tcontrolthebehaviorofindividuals;however,wecancultivateorganizationalcultureswherebadbehaviorsarenottoleratedandpeopleareheldaccountableforprotectingwhatmattersmost:humanbeings.

Thefourbeststrategiesforbuildingshame-resilientorganizationsare:

1.Encourageservantleaderstocourageouslyfacilitatehonestconversationsaboutshameandcultivateshame-resilientcultures.

2.Makeaconscientiousefforttoseewhereshamemightbefunctioningintheorganizationandhowitmightevenbecreepingintothewayweengage

withourcoworkersandstudents.3.Acriticalshameresiliencestrategyisnormalizing.Leadersandmanagers

cancultivateengagementbyhelpingpeopleknowwhattoexpect.Whatarecommonstruggles?Howhaveotherpeopledealtwiththem?Whathaveyourexperiencesbeen?

4.Trainallemployeesontheprofounddangersofshamecultureandteachthemhowtogiveandreceivefeedbackinawaythatfostersgrowthandengagement.

Wewon’tsolvethecomplexissueswe’refacingtodaywithoutcreativity,innovation,andengagedlearning.Asservantleaders,wecan’taffordtoletourdiscomfortwiththetopicofshamegetinthewayofrecognizingandcombatingitinourschoolsandworkplaces.

BrenéBrownisaresearchprofessorattheUniversityofHoustonwheresheholdstheHuffingtonFoundation-BrenéBrownEndowedChairattheGraduateCollegeofSocialWork.Shehasspentthepastsixteenyearsstudyingcourage,vulnerability,shame,andempathyandistheauthorofthree#1NewYorkTimesbestsellers:TheGiftsofImperfection,DaringGreatly,andRisingStrong.HerlatestbookisBravingtheWilderness:TheQuestforTrueBelongingandtheCouragetoStandAlone.

Notes1.KenRobinson,OutofOurMinds:LearningtoBeCreative(London:John

WileyandSons,2001).2.BrenéBrown,IThoughtItWasJustMe(butItIsn’t)(NewYork:Gotham,

2007).3.JunePriceTangneyandRondaL.Dearing,ShameandGuilt(NewYork:

Guildford,2002).

Chapter12ServantLeadersCelebrateOthers

TOMMULLINS

ImetTomMullinswhenwewerespeakersataservantleadershipconference.Heissuchapositive,energeticpersonthatIwasdrawntohimrightaway.WhenIheardhisfeelingsaboutcelebration,Iwasevenmoreofafan.Why?BecauseofallthethingsthatI’veevertaughtovertheyears,theoneconceptIwouldnevergiveupismyfeelingthatthekeytodevelopingpeopleandcreatinggreatorganizationsistocatchpeopledoingthingsright.Inthisessay,Tomshowswhyaccentingthepositiveandcelebratingsuccessisakeyelementofservantleadership.—KB

ONEOFTHEmostimportantthingsI’velearnedfrombeingbothafootballcoachandapastoristhatyoucannotcelebrateyourteam’svictoriesoftenenough.Peoplethrivewhentheyarerecognizedandaffirmedfortheircontributionstoyourorganization’ssuccess.Asamatteroffact,yourteammembers’longevityandcontinuedengagementintheexecutionofyourvisionisdirectlyinfluencedbyyourabilitytocelebratetheminmeaningfulways.

Accordingly,servantleadersunderstandtheimpactcelebrationhasonthehealthoftheirorganization.Theymakecelebrationahighpriorityintheirleadershipandarealwayslookingfornewwaystoacknowledgetheirteam’ssuccess.Theyunderstandthatwhentheteamexperiencesawin,theymustpausetocelebratethatwinbeforetheycanexpecttheteamtomoveontothenextgoal.

FormybookTheLeadershipGame,1IhadtheprivilegeofinterviewingCoachGeneStallings,theformernationalchampionshipcoachattheUniversityofAlabama.Hetoldmeastoryaboutoverhearingoneofhisassistantcoaches

rippingintotheteamaftertheyhadwonagame.CoachStallingsendeduplettingtheassistantcoachgobecausehisphilosophyandbehaviordidn’trepresenttheAlabamaorganization’semphasisoncelebration.Sadly,theassistantcoachwasmoreinterestedinhighlightingwhatcouldhavegonebetterratherthancelebratingwhatwentwell.

That’savaluablelessonforallofusinleadership.Whenyoucelebrateyourteam’swins,bigorsmall,youareaffirmingtheeffortmadetoreachteamgoals.Winningcallsforcelebration!

Ihavefoundtherearefivebenefitsofcelebration:itdemonstratesthatyouvalueyourteam,itreinforcescoreorganizationalvalues,itbuildsteammorale,itincreasesretentionandproductivity,anditisagreatrecruitingtool.Let’sinvestigateeachofthesebenefits.

CelebrationDemonstratesYouValueYourTeamCelebratingyourpeopledemonstratesthatyouvaluethemandyouacknowledgetheirpartinmakingthevictorypossible.Simplyput,yourpeopleneedtofeelvaluedandaffirmedbytheirleader.

Inaworldwheresomanypeoplefocusonthenegativeandbeatothersdownfortheirimperfections,servantleadersneedtolookforanywaypossibletoshowcareandgratitude.It’sbeensaidthatforeverycriticalcommentwereceive,ittakesnineaffirmingcommentstobalancethenegativeeffectofthatonecriticism.Aservantleaderisinvestedinnurturingthepositivequalitiesandcontributionsoftheirteammembersbyrecognizingandcelebratingthediversityoftheirparticularstrengths.

Whentheaffirmationofothersbecomesahabitinyourleadershipstyle,itquicklybecomespartofthecultureamongallofyourteammembers.Whentheyseeyourexampleoflookingforopportunitiestocelebrateothers,theywillsoonfindthemselvesdoingthesamefortheirteammates.Thisisawin-winforeveryone!

CelebrationReinforcesCoreOrganizationalValuesCelebrationalsohasthebenefitofreinforcingyourorganization’scorevalues,whichinturnhelpsshapeitscultureandenvironment.Thethingsyoucelebrateasaleadersendaclearmessagetoyourteamaboutwhatyoudeemtobeimportantqualitiesofasuccessfulteamplayer.Forexample,whenyouacknowledgethehardworkandproductivityofanindividualteammember,yourteamwillknowthathardworkandproductivityareimportanttoyou.

Servantleadersarealwaysmindfulthattheymustliveoutthesecorevaluesfirst.Youcannotexpectyourteamtoshareyourstatedvaluesifyouractionsdonotreflectthesevalues.Ifyousayyouvalueintegrity,youmustshowyourteammembers,throughyourdailychoices,thatyouhavethisvalue.Onceyou’veadoptedtheprincipleofintegrityinyourownlife,lookforthisqualityinyourteammembersandcelebrateitpubliclywhenyouseeit.

AtChristFellowship,thechurchIcofoundedwithmywife,Donna,weuseourweeklystaffmeetingtoaffirmtheoutstandingjobourteammembersdoinministeringtoothersthroughthelensofourcorevalues.Wealwayslookforwaystopraiseoneanotherandthentiethatpraisedirectlybacktowhatwevalue.Thisremindsourteamoftheimportanceofmodelingourcorevaluesforourcongregationsothey,too,canlivealifefullyimmersedinthekeyprinciplesandpreceptsofGod’sWord.

MyfriendJerryAndersoninstitutedaprogramcalledVirtualHighFivewherehisemployeestrytocatcheachotherlivingoutthevaluesoftheirorganization.Theypostonavirtualbulletinboardtheactionstheywitness,andthesepraisingsarecelebratedatdepartmentaswellasall-companymeetings.Jerry’sprogramclearlyarticulatesthequalitiesofasuccessfulteamplayerandthevirtueshiscompanystandson.Whenheacknowledgesthesequalitiesandvirtuesthroughcelebration,itnaturallyreinforcesthemwithhispeople.

CelebrationBuildsTeamMoraleCelebrationincreasesteammembers’moralewhentheygettoenjoyvictoriestogether.Celebrationisahighmotivatorbecauseeveryoneenjoysthethrillofvictoryandwantstoexperienceitasoftenaspossible!

IhavefoundthatoneofthemostmotivatingthingsIcandotoserveandcelebratemyteammembersistotaketimetolearnhoweachpersonisuniquelymotivated.Itistheleader’sresponsibilitytolearnwhateachteammembervaluesandhowthatpersonpreferstocelebrate.

Somepeoplerespondbesttopublicacknowledgment,sometoahandwrittennoteofgratitude.Othersvaluefacetimewithme,soImakesuretopopinonthem,praisetheirefforts,andpointouthowtheirparticularassistancemadethedifferenceinarecentwin.Stillothersrespondbesttogiftslikeadayofforafuncorporatesocialeventlikeaspeciallunchtogether.Manyaremotivatedbypayincreases—sowhenthebudgetpermits,that’sagoodwaytosendamessagethattheirhardworkhasnotgoneunnoticedandthattheyareavaluableassettoourteam.

Aservantleaderalsotriestoregularlycelebratethecontributionsofthe

unsungheroesontheteam.Ittakesanentireteam—eachpersonfunctioningwithintheirownskillsetandgivingtheirbestateverylevel—tocreateawin.Accordingly,it’simportantthatyouacknowledgeeveryone’spositionandparticipation,notjustthepeopleonthefrontlines.

Asyoucanimagine,onedepartmentthatrarelygetspublicaccoladesinthechurchistheaccountingdepartment.Becauseofthis,DonnaandItrytobeintentionalaboutcelebratingthatteam’shardworkandbehind-the-scenesministry.Weoncetookeveryoneinthedepartmenttolunchatanicerestaurantatalocalmall,wherewetalkedwiththemandlistenedtothemshareabouttheirlives.Thenwegaveeachperson$100andtoldthemtheyhadtospendeverypennyonthemselves,rightthenandthere.Whentheyreturned,itwasfuntowatchtheirfaceslightupastheysharedhowtheyspentthemoney.Ibelieveitincreasedmoraleintheirdepartmentformonthstocome.Infact,manyofouraccountingstaffstilltalkabouthowspecialthatwasforthem.Itwasasmallgesturebutit*pokehighlyofourloveforthemandgratitudefortheircontribution.

Findoutwhatmotivatesyourpeopleandclearlydemonstratesyourgratitude,andthendoitregularly!

CelebrationIncreasesRetentionandProductivityWhenyouaredeliberateaboutcelebratingallofyourteammembers,youwillfindthatretentionandproductivitynaturallyincrease.TheU.S.DepartmentofLaborrecentlyreportedthat46percentofemployeeswholeavetheirjobsdoitbecausetheyfeelunappreciated.Ibelieveoneofthewaysthisstatisticcanbeeasilyreversedisbyleadersencouragingtheirpeoplebycelebratingtheirrolesontheteam.

Inaddition,peoplearemoreproductiveinpositivesurroundings.Celebrationcreatesanenvironmentwherepeoplewanttoworktomeettheorganization’sgoals.Simplystated,whatgetscelebratedgetsdone!Themoreyouaffirmyourteam,themoreproductivetheyare.Aservantleaderwhoisintentionalaboutcelebratingwillhaveahappy,hardworkingteam.

CelebrationIsaGreatRecruitingToolCelebrationalsoservesasagreatrecruitingtoolforyourorganization.I’vefoundthatwhenarecruitwitnessesthewayswecelebratewinstogetherasateam,theyareeagertobeapartofwhat’shappeninghere.Celebrationisattractivepartlyduetoitsrarityinmanyorganizations.Incontrast,servant

leadersalwaysprioritizecelebration.Beingintentionalaboutseekingoutthecontributionsofyourteammembers

andthenelevatingthempubliclyrequireshumilityonthepartoftheleader.Ifirmlybelieveitisthedutyofaservantleadertocreatewinsfortheirpeopleandthentocelebratethosewinstogether.Youhavetoforgoyourownpraiseandsetyourpeopleupforsuccess.Andifyourfocusasaservantleaderistopositionyourpeopleforvictory,itwillmeanmoretoyouinthelongrunifyoucelebratetheirparticipationandeffort.

Dowhateverittakestoprovideclearvision,direction,training,andoversightsothatyourpeoplecanaccomplishattainablegoals—andwhentheydo,bethefirstpersoninlinetocelebratetheirwin.Yourstaffwillbeallthemoreengagedwhentheyseethatyoucareenoughtoinvestinthemandacknowledgethattheircontributionshavecontributedtotheorganization’ssuccess.

TomMullinsisfoundingpastorofChristFellowshipChurch,amultisitechurchofmorethanfortythousandpeoplemeetingonninecampusesinSouthFloridaandonline.Previously,hewasasuccessfulfootballcoachatboththehighschoolandcollegiatelevels.HeandDonna,hiswifeofmorethanfiftyyears,arecofoundersofPlaceofHopeandPlaceofHopeInternational,whichservetheneedsofabusedandneglectedchildren.TomhaswrittenfourbooksincludingPassingtheLeadershipBatonandTheLeadershipGame.

Note1.TomMullins,TheLeadershipGame(Nashville:ThomasNelson,2005).

Chapter13TheServantLeader’sFocus

JAMESFERRELL

I’venevermetJamesFerrell,butI’veadmiredArbingerInstitutefromadistance—andtheirbooksupclose.IthinkwhenyoureadJames’sessay,you’llrealizewhyIwasexcitedtohavehimparticipateinthisbook—andwhyI’mthinkingofgivingacopyofthebooktomygarbageman!—KB

IDISLIKETHEword“service.”There,Isaidit.AndIbelieveitneedstobesaidinabookaboutservant

leadership.Asoddasitmightsound,Ibelievethatafocusonserviceisincompatiblewithservantleadership.Trueservantleadersdon’tfocusonservice;theyfocusonsomethingelseentirely.Inthischapter,Iwillexplorethekindofnonservicefocusthatformsthefoundationofservantleadership.

TwoTonesorMindsetsYearsago,IrecordedapodcastforArbingerInstituteinwhichIdrewananalogybetweentonalspokenlanguages,suchasChinese,andlifeitself.

WhenspeakingChinese,thespeaker’sintonationdeterminesthemeaningofeverywordandphrase.InCantonese,forexample,thereareninedifferenttonalvariations.TwoofthesearetoosubtleforWesterners,soforeignersusuallylearnjustsevenintonations.Theseintonationsbeginwiththreevariations—low,mid,andhigh—intheinitialpitchthespeakeruseswhenutteringaword.Thereareadditionalvariationswithineachpitchlevel:thelowpitchcanstaysteady,rise,orfall;themid-levelpitchcanstaysteadyorrise;andthehigh-levelpitchcanstaysteadyorfall.ThemeaningofeveryChineseutterancedependsonthese

tones.Forexample,considerthefollowingCantonesesentence:“Gogogogogogogogogogo.”Itsmeaning,whenutteredwithdifferenttones,is“Thattallmanoverthereistallerthanhisolderbrother.”Nojoke.Thespeaker’stonedeterminesthemeaningofeverything.

Withoutrealizingit,wetooarelivinginthemiddleofatonallanguage—atonalsystemthatdeterminesthemeaningofeverythingwedoandsay.OneoftheinsightscontainedwithinArbinger’sworkisthatwecanseeotherseitheraspeoplewhomatterlikewematter(wecallthisanoutwardmindset),orasobjects(aninwardmindset).

MindsetandImpactThesedifferentmindsetsoperatethewaythedifferenttonesoperateinChinese—theychangethemeaningofeverythingwesay.Forexample,Imaytellacolleague,“Iappreciatetheeffortyouputintoyourpresentation.”IfIamseeingthatcolleagueasapersonwhenIsaythis,shewilllikelyinterpretmycommentasakindcomplimentregardinghereffort.However,shemayexperiencethecommentdifferently—andattachentirelydifferentmeaningtoit—ifshesensesIhaveaninwardmindsetandamseeingherasanobject.Inthatcase,shemayinterpretthemeaningas“It’sabouttimeyouputeffortintosomethingaroundhere!”AlthoughIutterthesamewords,myunderlyingmindset—mytone—canchangethemeaningofwhatIhavesaid.

ThisbringsmetowhatIthinkistroublingabouttheword“service.”Whatistrueaboutthemeaningandimpactofourwordsisequallytrueofthemeaningandimpactofouractions—evenouractsofservice.Wecanperformalmostanyactionwithaninwardoranoutwardmindset.Whenourmindsetsareoutward,weareservingothers.Whenourmindsetsareinward,ontheotherhand,weareservingourselves.Thisinwardorientationcorruptseverything—ourself-understanding,ourviewsofothers,ourintentions,andevenourservice.Thismeansthatthefoundationofservantleadershipcanneverbeafocusonmereactions—evenonactionsthatmayseem,ontheirface,tobeforthebenefitofothers.Trueservantleadersfocusonsomethingelse.

TheServantLeader’sFocusWhatdoesaservantleaderfocuson?I’llanswerthatquestionbyreturningtothestoryofthepodcast.Inthatpresentation,IinvitedpeoplenottospeakaboutArbingerwithothers,butrathertoputmoreeffortintosimplylivingintherighttone,whichIcalledspeakingArbinger.MyinvitationwastofocuslessontalkingaboutArbingerconceptsandmoreonlivingthetonallanguageofseeing

peopleaspeople.Afterthepodcast,arobustdiscussionbrokeoutaboutitonsocialmedia

channels.PeoplegenerallywerecomplimentaryoftheideasIshared,butthenonegentlemancompletelyshatteredmywholeargument.

Themansaidthatafterlisteningtothepodcast,heresolvedtoapplywhathehadlearnedinhisinteractionswithhiswife.InsteadofspeakingaboutArbingerconceptswithher,heresolvedtofocusonsimplyspeakingArbingerwithher—thatis,onsimplyseeingherasaperson.However,hesaidthatthisnewapproachwasn’tyieldinganybetterresultsthanbefore.Thenhesharedanepiphany—aninsightthatcompletelychangedthenatureofhisinteractionsandrelationshipwithhiswife.Hesaid,“IrealizedthatinsteadoffocusingonspeakingArbinger,IneededtofocusinsteadonspeakingBecky”

Ifyouthinkaboutthoseinyourlifewhomyouwouldcallservantleaders,youwillseethetruthinthisgentleman’sinsight.Whatdistinguishestrueservantleadersandmakesthemsoprecioustousisnotthattheydothingsforus—althoughtheydo.No,wearegratefultothembecauseweknowthattheyseeandvalueus.Weare,asitwere,Becky,andtheservantleadersinourliveshavecaredenoughaboutustolearntospeakourlanguage.

TheExampleofMyGarbageManLetmeshareanexampleofonesuchpersoninmylife:themanwhocollectsthetrashinourneighborhoodeveryweek—theinspiringservantleaderwhoismygarbageman.

OurtrashiscollectedonFridaymornings.Iamtheoneinourhomeprimarilyresponsibleformakingsurethatourtrashbinsgetouttothestreetintime.However,oneFridaymorning,asIheardthegarbagetruckpullintoourcul-de-sac,IrealizedthatIhadforgottentotakethebinsout.Panicked,Ihurriedlythrewonsomeclothesandhustleddownthestairs.However,beforeIreachedthefrontdoor,Iheardthetruckpullaway.Aweekwithnoroominourgarbagebins!Igrimaced,feelingfrustrated.Iglancedoutthefrontwindowasthetruckrolleddownourstreet.Thereinfrontofourhousewereourtwobins—empty!Myfrustrationwashedawayinaninstant.Iwasoverwhelmedwithafeelingofgratitudeforouramazingneighbors.

Afewweekslater,Iwastalkingwithtwoofthoseneighbors—David,whosehomeisdirectlyacrossfromoursinthecul-de-sac,andRandy,wholivesaroundthecorner.Davidwastellingastory.

“AboutamonthagoonaFridaymorning,Inoticedthegarbagetruckparkedinfrontofmyhouse.Thedriverwaswalkingaroundandpickinguptrashthat

wasalloverthestreet.IrememberedthatIhadoverpackedmybinsthenightbeforeandIguessmaybetherewasawindstorm,orsomekindofanimalgotinthebinandmadeamess.Eitherway,herewasthetruckdriverpickingupamessthatIhadcaused.Whenhewasfinished,heclimbedbackintohistruck,emptiedthebins,anddroveaway,”Davidsaid.

“AsIwatchedthegarbagetruckgo,IrealizedIhadneverevenacknowledgedtheman—notevenjustthen—andIfeltashamed.IdecidedthatthenextweekI’dgooutandthankhimandgivehimagift.

“SothenextFriday,thetruckgothereearlierthanIhadexpected.IrantoputonsomeshoesandrushedoutthefrontdoorbutIwastoolate—thetruckwasalreadyroundingthecorner.Igrabbedmycoatandranoutintothesnowtocatchthetruck.Roundingthecorner,IsawthetruckparkedinfrontofRandy’shouse.ThenIsawthedriverwheelingRandy’stwogarbagebinsdownfromthesideofhishouse!”

“Wait!”Randyinterjected.“Thegarbagemandidthat?Irememberthatmorning.Ithoughttheneighborshadhelpedusout.”

Ofcourse,listeningtothestory,Ihadthesamereaction.Thedrivermusthavehelpedmewithmybinsaswell.Ourneighborsaregreat,butitwasthegarbagemanwhohadhelpedme.

Now,youmightthinkthatDavid,Randy,andI,andtheothersinourneighborhoodhaditmadeatthispoint.Afterall,wewouldn’tevenhavetotakeourtrashouttothestreetanymore;thegarbagemanwoulddoitforus!Butthatisn’tatallhowweresponded.Onthecontrary—suddenlyIfeltverymotivatedtomakeourdriver’slifeaseasyaspossible.Ineverwantedtoforgettotakemybinstothestreetagain—notjustbecauseIdidn’twanttohavetogoanotherweekwithoutroomforourtrash,butalsobecauseIdidn’twanttomakethingsharderforourdriver.Untilthatmoment,forexample,Ihadnevercaredalickaboutmakingsuretoleaveampleroom—fivefeetorso—betweenbins,whichIhadheardweweretodo.ButfromthemomentDavidsharedhisstory,IbeganpacingoffspacebetweenmybinseveryThursdayeveningsothatourdriverwouldn’thaveanytroubleemptyingthem.

Inaway,ourgarbagemantrainedanentireneighborhoodtomakehislifeeasier.Howdidhedothis?Bymakingourliveseasier—whichistheessenceofwhatservantleadersdo.Andtheydon’ttireofdoingit,astheywouldiftheyjustfocusedonallthetaskstheymustperformforothers.Whatadragitistodothingsforthoseweviewasmereobjects!Andyethowinvigoratingitistodothesamethingsforthoseweseeandvalueaspeople.

CounterfeitServicevs.theRealThingAttimes,wemightbetemptedtocongratulateourselvesforallthegoodwedoforothers—foralltheservicewerender.Perhaps,likeme,youhavetoooftenbeenthiscounterfeitkindofservantleader—thepersonwhowantstobenoticed,seen,appreciated,andthanked.Thisiswhyitisalmostanoverpoweringexperiencetobeinthepresenceofsomeonewhoisdevoidofsuchself-concern,andwhoseeffortstrulyareforthegoodofothers.Whatablessingitistoknowthem,andtobeknownbythem.

Mymotherwasthiskindofperson.Shepassedawayfrombraincancerfourteenyearsago.Afewyearsbeforeshepassed,whenlifewasgoodandtherewasyetnohintofthetrialshewouldface,shesatdownatthepianoinourhome.Earliershehadspokenwithoneofouryoungchildren,Jacob,abouthisfavoritechildren’ssongs.Henamedtwenty-fourofthem.Mymothersatdownatthepianotorecordherselfplayingandsingingalltwenty-fourofhergrandson’sfavoritenumbers.SherecordedthosesongsonsideAofthecassettetapeshewasusing.Whenshehadfinished,sheturnedthetapeoverandrecordedthesametwenty-foursongsonsideB—justsothatJacobwouldn’thavetorewindthetapeinordertolistentothesongsagain.

Istillhavethattape.Itisareminderofwhattrueservicelookslike.Andwhatdoesitlooklike?Itlookslikethefaceofachildwhom*otivatesyoutoaction,ortheneedsofapartnerthatyoufinallytrytosee,ortheinvitationofafulltrashbinstillsittingatthesideofacustomer’shouse.

Foraservantleader,theirserviceisnotthepoint.Theiractionsaremerelythebehavioralextensionsoftheircaring.TheyhavelearnedtospeakBeckyandJacobandDavidandRandy—andtospeakthoselanguageswithanoutwardmindset.

Itisworthasking:Ifwewouldserve,whoselanguagesdowestillneedtolearn?

JamesFerrellismanagingpartnerofArbingerInstitute(www.arbinger.com),andauthororcoauthorofmultiplebestsellingbooks,includingArbinger’sinternationalbestsellersLeadershipandSelf-Deception,TheAnatomyofPeace,andTheOutwardMindset.

Chapter14WhatYouSeeDeterminesHowYouServe

CHRISHODGES

IwasblownawaywhenIheardChrisHodgesspeakataleadershipconferenceafewyearsago.Tome,hemadetheBiblecomealive.Iwouldventuretosaythat’soneofthereasonshehasbuiltoneofthebiggestmegachurchcommunitiesintheUnitedStates—ChurchoftheHighlands.OneofmyfavoriteBibleimperativesisLuke6:37—“Donotjudge,andyouwillnotbejudged.”Chrisbringsthismessagetolifeinhisessay.—KB

YEARSAGO,IservedasayouthpastoratagreatchurchinColoradoSprings,Colorado.Wehadoneofthelargestandfastest-growingyouthgroupsinthecountry,withavibrantservicecalledTAGeveryWednesdaynight.Thiswasn’toneofthoseservicesstudentsattendedbecausetheirparentswantedthemto.Insteadoftalking,texting,orpassingnotes,eachweekhundredsofstudentsactuallyengagedinworshipandtooknotesontheteachingbecausetheyweresoeagertoconnectwithGod.

Oneweek,ayoungkidshowedupdressedallinblack,hisdarkhairinaseverestyleandasneeronhisface—clearlya“goth.”Now,workinginyouthministry,Ihadlearnedquicklynottojudgeanyonebasedonappearances.Butthisguyclearlyhadanedgetohim.Andheimmediatelyletusallknowit.

Hesatinthebackrow,madeobnoxiouscomments,andlaughedthroughoutmymessage.Itriedtocorrecthimnicely,butwhenhepersistedIdecidedthatIhadhadenough.Itoldoneofouryouthworkerstogethiminmyofficeaftertheservicetosettlethingsbetweenus.

WhenIwalkedintheofficeandglancedathim,Inoticedhehadalittlesmirkonhisface,whichonlyirritatedmemore.Isatdownacrossfromhimwitha

sighoffrustrationandwejustglaredateachotherinsilence.Finally,Ileanedintowardhimandsaid,“Bro—what’syourdeal?”

BeforeIcouldlaunchintomyrant,hestoodup,turnedaround,andpulleduphisshirt.Angryredscars—somefresherthanothers—ranacrosshispaleback,wheresomeone(hisfather,Iwouldlaterfindout)hadbeenbeatinghim.“Thisismydeal,”hesaidinaquietvoice.Iwasundone.Inonesecondmyangerdissolvedintocompassionandweimmediatelybegantheprocessofworkingwithhimandhisfamily.

Ilearnedalotthatday.Howyouseepeopledetermineshowyouservepeople.Andmostofustendtowardtheextremes:weseepeopleaseitheraproblemtobeavoidedorapersontobeloved.

ThisisthelessonJesustaughtinthefamousparableoftheGoodSamaritan:

ApproachingJesuswasamanwhowastryingtofigureoutwhohewassupposedtoserve.“Whoismyneighbor?”heaskedJesus.Andinclassicstyle,Jesusrespondedtotheman’squestionwithastory.

“TherewasonceamantravelingfromJerusalemtoJericho.Onthewayhewasattackedbyrobbers.Theytookhisclothes,beathimup,andwentoff,leavinghimhalfdead.Luckily,apriestwasonhiswaydownthesameroad,butwhenhesawhim,heangledacrosstotheotherside.ThenaLevitereligiousmanshowedup;healsoavoidedtheinjuredman.ASamaritantravelingtheroadcameonhim.Whenhesawtheman’scondition,hisheartwentouttohim.Hegavehimfirstaid,disinfectingandbandaginghiswounds.Thenheliftedhimontohisdonkey,ledhimtoaninn,andmadehimcomfortable.Inthemorninghetookouttwosilvercoinsandgavethemtotheinnkeeper,saying,‘Takegoodcareofhim.Ifitcostsanymore,putitonmybill—I’llpayyouonmywayback.’”

ThenJesusasked,“Whatdoyouthink?Whichofthethreebecameaneighbortothemanattackedbyrobbers?”

“Theonewhotreatedhimkindly,”thereligionscholarresponded.Jesussaid,“Goanddothesame.”(Luke10:30—37,MSG)

TheRobbersOurtravelerinthisstoryencounteredthreedifferenttypesofpeople.First,ofcourse,aretherobbers.Theybeathim,robbedhim,andcompletelyexploitedhim.Whilemostofuswouldneverevenconsiderdoinganythinglikethis,sometimeswe’restilltemptedtoseepeopleascommodities,resources,orobstaclesratherthanflesh-and-bloodhumanbeings.Wewanttomanipulate

them,avoidthem,ortakefromthem.TheybecomeouradversariesinsteadofindividualsGodhascalledustoloveandtoserve.

ThisafflictionhitshomewithmewhenI’mdrivingintraffic.It’ssoeasyformetogetirritatedwithpeoplewhentheycutmeofforgetinmyway.Whenweseepeopleasaproblem—thepersontakingforeverintheexpresslaneatthegrocerystoreortheteenagerworkingthefastfooddrive-throughwhogetsourorderwrong—wetendtomistreatthemrightback.

ThePriestsInJesus’sstory,thesecondgroupourvictimencounteredwasthepriests.Thesereligiousleadersdidn’trobtheman,beathim,orexploithim.Theysimplyavoidedhimaltogether.Theyweretoobusydoingwhattheysawasmoreimportantspiritualworktostopandhelpsomeoneinneed.Beforeyouthinkthatyouwouldneverignoresomeonebleedingonthesideoftheroad,thinkagain.Fromtimetotime,weallthinkthebestwaytohandleasituationistoavoiditaltogether.Thepriestsinthisstorydidn’tthinktheywereresponsible—afterall,theywerebusy,importantpeople.Sotheydidn’tservetheman;theywentaroundhim.

Maybewethinksomeoneelsewilldoit.Maybewethinksomeoneelseisdoingit.Eitherway,wearenotseeingthesituationthewayGodwantsustoseeit.TheBiblesays,“WhenHe(Jesus)lookedoutoverthecrowds,Hisheartbroke.Soconfusedandaimlesstheywere,likesheepwithnoshepherd”(Matt.9:36,MSG).ThisexplainswhyJesuswassoeffective.Hesawpeopleintheconditiontheywerein,andtheirneedmotivatedHimtodosomethingaboutit.

TheGoodSamaritanThelastpersonthispoorvictimencountered,theGoodSamaritan,wastheonlyonewhosawhimthroughtheeyesofaservantleader.Hedidn’tseeavictimtoexploitoraproblemtoavoid.Hesawapersontobeloved.Andthat’swhyheserved.

ChoosetoServeAnywaySohowcanweseepeoplethroughthelensofaservant?Simple—it’sachoice.EverydaywehavetochoosetoseepeoplethewayGoddoes.Toomanyofuswaitforourfeelingstolead,andthenifwefeelcompassion,sympathy,orobligationtowardsomeone,ouractionwillfollow.Toooftenweviewloveasafeeling.Butloveisintentionallycaringorhelpinganotherpersonbydoing

somethingregardlessofourfeelings.Realservantleadersmakechoicesaboutpeoplefirst,andthenthefeelingsfollow.TheGoodSamaritandidn’tnecessarilyfeellikeinterruptinghistravelplansorspendinghishard-earnedmoneyonacompletestranger.Hesimplysawsomeoneinneedandhemadeachoice.

Whatyouseewhenyoulookatsomeonedetermineshowyouserve.Manyofussaywewanttoloveothers—butwesee,feel,andmoveon.Servantleadersrememberthatsomeonewithachipontheirshouldermayhavescarsontheirback—sotheirapproachisnotjudgmentbutlovingaction.Servantleadersservepeopledifferentlybecausetheyseepeopledifferently.

ChrisHodgesisfoundingandseniorpastorofChurchoftheHighlands(www.churchofthehighlands.com)withcampusesallacrossthestateofAlabama.HecofoundedtheAssociationofRelatedChurchesin2001,andalsofoundedacoachingnetworkcalledGROW.Inaddition,ChrisisfounderandpresidentoftheHighlandsCollege,aministrytrainingschoolthatlaunchesstudentsintofull-timeministrycareers.HespeaksatconferencesworldwideandistheauthorofthebooksFreshAir,FourCups,andTheDanielDilemma.

Chapter15Compassion

TheHeartofServantLeadership

CRAIGGROESCHEL

CraigGroeschelleadsthechurchwiththelargestattendanceinAmerica—Life.Church.AfewyearsagoheaskedmetospeakinOklahomaCityatagatheringofkeystafffromtwenty-sixlocations.Themeetingstartedwithmusic—andthewholeplacequicklycamealivewiththemostincredibleenergyIhadeverexperienced.IwasscheduledtospeaknextandIcouldseeitwasgoingtobeatoughacttofollow!IlearnedthatdaytheextenttowhichCraigandhiswonderfulorganizationliveandleadwithcompassion—which,ashecontendsinthisessay,istheheartofservantleadership.—KB

RECENTLYIWASdrivinghome,runninglatefordinner,tryingtomakeupsometimeonthebackroads.I’dgottentoastretchwherethere’sliterallynothingbutabunchofcowsinafieldandanoccasionalfarmhouseorbarn.(IliveinOklahoma,incaseyouwerewondering.)Iwasinabighurry,cruisingalongafamiliarroute,whenIcametoastopsignandsawanunexpectedsight.Rightthere,inthemiddleofnowhere,awomanwasjuststandingbesidetheroad.

Iimmediatelythought,“Ineedtohelpher—shemust’vehadcartroubleandgottenstranded.”Butalmostassoonasthatthoughtcame,ittriggeredaminidebateinmymind.Maybeyoushouldhelpher,Craig,butyou’reinahurry.You’realreadygoingtobelatefordinner,andyourfamily’swaitingforyou.

Besides,shedoesn’tlookupset.She’sprobablythereforareason.Maybeshe’sjustoutforawalk.Maybesomeone’smeetingherthere.She’snottryingtoflagyoudownoranything.

Evenwithallofthesejustifications,IreallyfeltIneededtohelpher.Iwrestledbackandforthinthisconversationwithmyself—formaybeafew

seconds—thenproceededtodriverightbywithoutstopping.Tothisday,Istillwonderwhatwasgoingonwiththatlady.Butevenmorethanthat,Iwonderwhatwasgoingonwithme.IknewIshouldhavehelpedher,butIjustkeptondriving.Istillcan’tshakethefailureIfeelinmyheartfornotstopping.

EverytimeIrememberthatlateafternoon,thatmissedopportunity,itremindsmeofsomethingattheheartofJesus’sministryandattheverycoreofwhatservantleadershipisallabout:Compassion.

Whatiscompassiontotheservantleader?Compassionisnotjustafeeling;it’sanaction.It’sallowingtheemotionwefeeltoignitethefirewithintoact—andtoinspireotherstoactaswell.Tomeetsomeone’sneed.Toofferourhelp.Tosetanexampleforothers.TodowhatJesusdid.TolovehowJesusloved.ToleadasJesusled.

TheBibleusuallyusestheGreekwordsplagchnizomai(splahgkh-NEED-zum-eye)todescribethekindofcompassionweseeinJesus’slife.Splagchnizomaimeans“tohavedeepsympathy”—literallyayearninginthebowels—todosomethingforsomeoneelse.Notsurprisingly,everytimewe’retoldinScripturethatJesusfeltsplagchnizomai,Hiscompassionwasimmediatelyfollowedbyaction.

AfterthedeathofJohntheBaptist,Jesus“withdrewbyboatprivatelytoasolitaryplace”(Matt.14:13),butthecrowdsfollowedHim.SowhatdidHedo?“WhenJesuslandedandsawalargecrowd,Hehadcompassiononthemandhealedtheirsick”(Matt.14:14).InMark’saccountofthissameevent,Jesusfeelscompassion“becausetheywerelikesheepwithoutashepherd”soHebeganteachingthem(Mark6:34).Movedbytheirneed,Heimmediatelybeganhealingandteachingthepeople.

Onanotheroccasion,twoblindmensittingbesidetheroadcalledouttoJesusasHeandHisdiscipleswereleavingJericho(Matt.20:29—33).ThecrowdsfollowingJesustriedtoshushthemen.ButJesuswashavingnoneofit.Instead,He“hadcompassiononthemandtouchedtheireyes.ImmediatelytheyreceivedtheirsightandfollowedHim”(Matt.20:34).HefeltsodeeplythatHehadtoact.

Trueservantleadershipmeansyouarecalledtocare—nottojustfeelsorryforsomeoneorfeelsympathyorempathy—buttodosomething.Why?Becausetosayyoucare,andthennotact,istonotcareatall.Trueservantleadership

cares.Andbecauseitcares,itmustact.Ifwe’rehonest,evenifwewanttobemodelsofservantleadership,we’re

stillpronetochooseourownagendasoverGod’s.Justlikemyfailuretostopforthatwomanonthesideoftheroad,wegetintomentalargumentswithourselveswherewejustifyallofourreasonsnottoact.WemakeexcusesforourselveswhenwereallyhavenoexcusefornotlovingothersthewayJesuslovesus.

Jesusdidmorethanjustmodelcompassioninaction.InLuke10,anexpertofthelawcametoHimandasked,“WhatdoIneedtodotobesaved?”Jesusansweredhim,“Well,youtellme—whatdoesthelawsay?”(I’mparaphrasing.)Andtheguysaid,“Well,thelawsaystolovetheLordyourGodwithallyourheart,allyourmind,allyoursoul,andallyourstrength.Andtoloveyourneighborasyourself.”

SoJesussaid,“You’reright!Nowgoanddothat.”Buttheguywasn’tfinished.Hehadahiddenagenda.AccordingtoScripture

(Luke10:29),“hewantedtojustifyhimself.”Soheresponded,“Okay,Iwill,butI’vegottoaskyousomethingelsefirst.IfI’msupposedtolovemyneighbor,Ineedtoknowwhichneighborwe’retalkingabout.Isitmynext-doorneighbor,orsomerandomguyImeetonthestreet,orthewomanIknowwhobringswaterfromthewell?”YouorImightask,“Areyoutalkingaboutthepeopleintheapartmentnextdoor?Orthesinglemomonmyteamatwork?OrthebaristawhoservesmemylatteatStarbucks?Thatneighbor?”

Insteadofansweringhimdirectly,JesustoldtheparableoftheGoodSamaritan.(ChrisHodgessharesthispassage—Luke10:30—37—infullinchapter14.)It’saboutamantravelingfromJerusalemtoJerichowhowasattackedbyrobbers.

Inshort,theSamaritantookactiontohelpthemanwhenothersdidn’t.LikeJesus,hefeltsomethingthatcompelledhimtodosomething.Heknewthatcompassionofteninterruptsourschedule.Heknewthatcompassionchoosestoact—thatitbypasseswhateverconversationsarerollingaroundinourheadstojustifyourlackofactivity.Hedidn’tseemtomindtheinconvenienceortheexpense,butevenifhedid,hedidn’tletit*tandinthewayofhelpingsomeonedesperatelyinneed.Heknewthatcompassion—treatingotherslikeyouwouldwanttobetreated—mustincludeaction.

Ilearnedfrommyfailurewiththewomanwanderingattheintersection.Anytimethatdebatestartsagaininmymind—“Youshouldstopandhelp.”“No,Idon’thavetime.”“Blah,blah,blah...”—Inowreplaceitwithsomethingmuchsimpler:“Shutup!Stop.Getout.Makeadifference.”

GodwillmoveuswithHistypeofcompassion—splagchnizomai—ifwewill

justletHim.IfwewanttoleadlikeJesus,weneedtoservelikeJesus.WeneedtounderstandthatasfollowersofJesuswearecalledtocare.EveryoneofuscanreflectthecompassionandcareofGod.We’recalledtocareforthoseinneed—nomatterwhotheyare,whereweare,wherewe’reheaded,orhowlateitmightmakeusfordinner.

Ifyouwanttoknowthesecrettoservantleadership,it’sprettysimple:Compassionchangeslives.

CraigGroeschelisthefoundingandseniorpastorofLife.Church(www.life.church),knownfortheinnovativeuseoftechnologyinspreadingtheGospel,whichincludesthefreeYouVersionBibleApp.ThechurchhasbrickandmortarlocationsineightstatesaswellasaburgeoninginternationalpartnershipministryofNetworkChurches.Craigspeaksatconferencesworldwideandhaswrittenseveralbooks,includingTheChristianAtheist,Fight,FromThisDayForward,andhismostrecentrelease:#Struggles—FollowingJesusinaSelfie-CenteredWorld.

Chapter16HowtoSpotIdealTeamPlayers

PATRICKLENCIONI

PatLencioniandImetearlyinhiscareerwhenwewerespeakingatthesameconferenceinSaskatchewan.Afterhisexcellentsession,Iwentuptohimandsaid,“Youknowthereasonyourstuffissogoodandsouseful?ItallcomesfromtheBible.”Hesaid,“Really?”IhadstartedtheLeadLikeJesusministryandrecognizedallofthepositivethingsPatwasteachingwerethingsJesushaddone.ThatbeganPat’sthinkingabouthisfaithanditsrelationtohiswork.PatandIagreethateveryonecanbeaservantleader—andashewillsharewithyou,inorderforthattohappenithelpstohavethecharacteristicsofaneffectiveteamplayer.—KB

WITHENOUGHTIME,patience,andattentionfromagoodmanager,almostanyonecanlearntobecomeateamplayer.Ibelievethat.Ifeelthesamewayaboutservantleaders.

Havingsaidthat,somepeoplearebetteratteamworkthanothers.Thesearethekindofpeoplewhoaddimmediatevalueinateamenvironmentandrequiremuchlesscoachingandmanagementtocontributeinameaningfulway.

So,therearetwoobviousquestions:Whatdothesepeoplelooklike?Andhowdowefindthem?Asitturnsout,theyhavethreequalities,orvirtues,incommon:theyarehumble,hungry,andsmart.

BeforeIexplaineachofthosevirtues,letmeexplainhowthistheorycameabout.Likesomanyofmyideas,thisonesurfacedasaresultofmyworkwithclientsoverthepasttwentyyears.WheneverIworkedwithCEOsandtheirleadershipteamstoidentifycorevalues,Ioftenwasaskedaboutthevaluesofmyownfirm,TheTableGroup.Whenwerevealedourthreevalues,manyofourclientswouldaskusiftheycouldadoptthosevaluesforthemselves.

ourclientswouldaskusiftheycouldadoptthosevaluesforthemselves.Ofcourse,wewouldsay“no,”explainingthattheyneededtocomeupwith

conceptsthatreflectedtheiruniquehistoryandculture.WewereacompanyorientedaroundteamworkandknownforTheFiveDysfunctionsofaTeam,1sothevaluesofhumility,hunger,andpeoplesmartsmadesenseforus.Whatwefailedtorealizewasthatourclients,almostallofwhomwerecommittedtotheideaofteamwork,weredrawntoourvaluesbecausethosewerethebuildingblocksofrealteamplayers.

TheThreeVirtues:Humble,Hungry,andSmartThethreevirtuesseemquitesimple,butrequireabitofexplanation:

Humble.Thefirstandmostimportantvirtueofanidealteamplayerishumility.Ahumblepersonissomeonewhoismoreconcernedwiththesuccessoftheteamthanwithgettingcreditfortheirowncontribution.Peoplewholackhumilityinasignificantway—theoneswhodemandadisproportionateamountofattention—aredangerousforateam.Havingsaidthat,humbleteamplayersarenotafraidtohonestlyacknowledgetheskillsandtalentsthattheybringtotheteam,thoughneverinaproudorboastfulway.

Hungry.Thenextvirtueofanidealteamplayerishunger—thedesiretoworkhardanddowhateverisnecessarytohelptheteamsucceed.Hungrypeoplealmostneverhavetobepushedbyamanagertoworkharderbecausetheyareself-motivatedanddiligent.Theyvolunteertofillgapsandtakeonmoreresponsibilities,andareeagerlylookingaroundcornersfornewwaystocontributetotheteam.

Smart.Thefinalvirtueofateamplayeristobesmart.Thisisnotaboutbeingintelligent,butratheraboutbeingwiseindealingwithpeople.Smartpeopleunderstandthenuancesofteamdynamicsandknowhowtheirwordsandactionsimpactothers.Theirgoodjudgmentandintuitionhelpthemdealwithothersinthemosteffectiveway.

Assimpleasthesethreeconceptsmaybe,thekeytoallthisistheuniquecombinationofallthreevirtues,whichmakeapersonanidealteamplayer.Unfortunately,whenevenoneoftheseattributesislackinginasignificantway,challengescanarise.

Forinstance,ahumbleandhungrypersonwhoisnotsmartaboutpeoplemayaccomplishagreatdealbutwilloftenleaveatrailofinterpersonaldestructionbehindthem.Apersonwhoissmartandhumblebutlackinginhungerwillfrustrateteammembersbydoingonlywhatisrequiredandhavingtobeconstantlyaskedtodomore.Finally,ateammemberwhoishungryandsmartbuttrulylackinginhumilitycanhaveadevastatingimpactonateam.Thistypeknowshowtopresentthemselvesasawell-intentionedcolleague,allthewhilelookingoutfortheirownneeds.Bythetimeteammembersfigurethisout,peoplehavebeenmanipulatedandscarred.

Howdoyougoabouthiringidealteamplayers?It’smostlyaboutknowingwhattolookforandprobinginnontraditionalways.Andwhataboutpeoplewhoalreadyworkontheteamandlackoneormoreofthevirtues?Abigpartofhelpingthemimproveismakingsuretheyunderstandtheconceptsandknowwheretheyfallshort.We’vefoundthatmerelyintroducingthissimplemodeltoteamsandallowingthemtoself-assessgoesalongwaytowardimprovement.

BigPayoffTheimpactofensuringthatmembersofateamvalueanddemonstratehumility,hunger,andpeoplesmartscannotbeoverstated.Mostteamsthatstrugglearenotlackinginknowledgeorcompetenceasmuchastheyareunabletoaccessthatknowledgeandcompetencebecauseofdysfunctionalbehaviors.Ateamfullofpeoplewhoarehumble,hungry,andsmartwillovercomethosedysfunctionsquicklyandeasily,allowingthemtogetmoredoneinlesstimeandwithfarfewerdistractions.Myhopeisthatthisapproachwillhelpleadershire,recognize,andcultivateidealteamplayersintheirorganizations.

PatrickLencioniisthefounderandCEOofTheTableGroup(www.tablegroup.com),afirmdedicatedtohelpingleadersimprovetheirorganizationalhealthsince1997.Heistheauthoroftenbusinessbooksthathavesoldnearlyfivemillioncopiesandbeentranslatedintomorethanthirtylanguages.HislatestisTheIdealTeamPlayer:HowtoRecognizeandCultivatetheThreeEssentialVirtues.PathasbeenfeaturedinnumerouspublicationsincludingHarvardBusinessReview,Inc.,Fortune,FastCompany,USAToday,WallStreetJournal,andBusinessWeek.

Note1.PatrickLencioni,TheFiveDysfunctionsofaTeam:ALeadershipFable

(NewYork:JohnWileyandSons,2002).

Chapter17TheServantLeaderIdentity

LAURIEBETHJONES

IfirstbecameacquaintedwithLaurieBethJonesthroughherbookJesusCEO.WhenshebecameinvolvedwithourLeadLikeJesusministry,Iquicklybecamearavingfanofnotonlyherwritingandthinking,butalsowhoshewasasaperson.Leaderswhoareinterestedinservingratherthanbeingservedarenotonlycomfortablewithwhotheyare,butalsointerestedinfindingoutaboutthepeopletheyworkwith.AfteryoureadLaurieBeth’sessay,theimportanceofunderstandingyourselfandotherswillbecomecleartoyou.—KB

ASASERVANTleader,oneofJesus’sclearstrengthswasthatHehadaclearandcompellingnarrativeofwhoHewas.Hesaid,“IamtheGoodShepherd”(John10:11,14);“Iamthegate”(John10:7,9);comparedHimselfto“livingwater”(John4:10-11;7:38)andemphasizedthatHe“didnotcometobeserved,buttoserve”(Matt.20:28).Thisself-awarenessofHisstrengthshelpedothersquicklygraspinavisualwaywhoitwastheyweredealingwith.

Thebrainprocessesvisualssixtythousandtimesfasterthanwords.WhenJesussaidthewords“shepherd”or“water”or“servant,”everyoneinthatculturehadaclearimagethatcametomind.HadHe,however,startedstatingHisrésuméorpedigreeorpaperqualifications,nodoubtpeoplewouldhavewanderedbackofftothemarketplace.

Aftermyfirstbook,JesusCEO,1cameout,Iwasofteninvitedtocoachandconsultwithleadersoforganizations.WhenIwouldsaytothem“Tellmewhoyouare,”invariablytheywouldbegintorattleoffrolesortitles.ButwhenIwouldsay,“Drawmeapicture,”silencewouldfallovertheroom.Itwasthis

lackofvisualleadershipidentitiesthatledmetocreatethePathElementsProfile,orPEPforshort.

InGenesis,Godusesfourelements—earth,water,wind,andfire—inthecreationstory.Indeed,theseelementsarementionednearlytwothousandtimesinScripture.Jesusspokefrequentlyof,andto,theelements,forexamplecomparingHimselftolivingwater,orsayingHehadtocometo“bringfire”(Luke12:49).HeevenreferredtotwoofHisrowdiestdisciples,JamesandJohn,as“sonsofthunder”(Mark3:17).

Hereisaquickwaytoillustratethedifferentculturalvaluesofeachofthefourelements:

Firewantsfastandvisibleresults.

Waterwantsharmonious,long-termrelationships.

Windwantsinnovationandchange.

Earthwantsstabilityandorder.

So,forexample,whenJesuscomparedHimselftolivingwater,Hisdesirewastocreateacultureofharmonyandrespectforothers,withgrowingrelationshipsasacorevalue.Awaterleaderunderstandsthatgrowthtakestimeandiswillingtoworkbelowthesurface,eveninvisibly,tomakethathappen.

Afireleader,ontheotherhand,valuesconflictasarefiningprocessandwantstogainterritoryatnearlyanycost.Afireleaderwantsvisibleresultsandwantsthemnow.Inmanyways,thisdescribesself-servingleaderstowhomJesuscametobringtheperspectivethatgreatleadershiphadtodowithbothresultsandpeople.

Windandfiremovefast,andalmostalwayshaveavisibleimpact.Earthandwatermovemoreslowlyandtendtodotheirworkunderground.

Imaginewhathappens,then,whenafireleaderlandsinawatersetting.Thefireleaderwantsimmediateresults,usinglanguagelike“Mywayorthehighway.”Thewaterculturetheyinheritedwantsthingstobedoneinharmoniousripples.Troubleensuesandsteamrises.Oneortheothergiveswayor,betterstill,theycreateanddevelopaboth/andrelationship.

Orperhapsawindinnovativethinkerisbroughtintoanearthorganizationthatlikesthewaythingshavealwaysbeendone.Aservantleaderwithawatertemperamentwilltakethetimetolisten,reflect,evaluate,andassess.

Leadershipcancomefromanyprofile.Whilefiresmaytendtobethemost

likelytoblazeatrail,ifuncheckedtheycandestroytheforest.Whilewatersalwaysseektoserve,withoutfocusingonresultsitcanturnintoacountryclub.Earthleadersaremastersatdetailedplanningbutcanalsobeovercomebyanalysisparalysis.Windleaderscanhelpanarmysetsailbut,withoutproperharnessing,canstallorsendtheminmultipledirections—sometimesjustforfun.Considerthefollowingexamples.

KingDavid,belovedbyGod,wasawind-fireleaderwhowasgiventohighandlowburstsoforderandenthusiasm.OnelookatthePsalmsandanyonecanseehowthiselementalcombinationinaleadercanleadtoboldandsuddenvictoriesaswellasneardepressioninacave.

Solomon,incontrast,wasmoreofaservantleaderasawater-earthcombination—theexactoppositeofhisimpetuouswarriorfather.Solomon’sfirstactwastosendgiftstoallsurroundingterritorialleadersratherthandeclarewar.ThetempoinProverbsrevealsanalmoststeadydrumbeatofwisdom—dothisandyougetthat—whichisingreatcontrasttomoody,haunting,exhilaratingPsalms.

WhateveryourGod-createdelementalmakeupiswillbereflectedinalltheworkyoudowithateam.JesuscomparedHimselftolivingwater,andindeedwhenyoufollowHisactionsHeactedverymuchlikewaterinmanyways.HesaidthatHismissionwastobringabundantlife.That’swhatwaterdoes.Healwayssoughtthelowestplaceand,asaservantleader,toldHisdisciplesthathonoristobefoundinstoopingtowashsomeone’sfeetasopposedtostandingovertheircorpsewiththeirheaddanglinginyourhand(fire).

Hedidshowupsetinturningoverthetablesatthetemple,butwindandwateractingtogethercreateapowerfulstorm.Heneverwroteanythingdown,whichwouldhavebeenanearthcharacteristic.Hetoldpeopletoputawaytheirswordsandblessthosewhocursedthem.Thisisdefinitelynotafirecharacteristicorresponse.

Likewise,youasaleaderaregoingtodoandteachthingsthatrevealwhoyouareelementally,thrivingonboldinitiativesandwelcomingconfrontationifitbringsaboutchange.Ifyouareanearthleader,likeNehemiah,youwillwanttodothingsinawell-thought-outandmeasuredmanner—goingaboutyourworkquietly,evenbeingwilling,asaservant,togetlowintheditchesifithelpsyouseewheretherootproblemsare.Ifyouareawindleader,likeJoshua,youwilluseyourvoicetoblowthetrumpetsthatbringthosewallsofJerichotumblingdown.Youwillsay,“Thisiseasy!Crosstherivernow!”andbringpeopleacrossariverintothelandthathadbeendeniedtothemforfortyyears.

Oneofmygreatestprivilegesasaconsultantwasworkingwithaservant

leaderwithawatertemperamentwhoinheritedafire/earthorganization.Overfifteenyears,Iwatchedhimturnsilosintopipelines,drivedecisionmakingdownward,andteachpeopleultimatelythattheirgreatestpromisewastakingcareofothersaswellasoneanother.

Knowingwhichtypeofelementalleaderyouarecandomuchgoodforyourselfandforthosearoundyou.Areyouafireleader,ormorelikewater?Morelikeearth,ormorelikewind?Jesus,asthegreatestleadershiprolemodelofalltime,obviouslyhadflexibilitytoallfourstylesalthoughinmyopinionhewaspredominantlyawater/windcombination.Mostlikelyyouareapowerfulcombinationoftwoofthefouraswell.Howaboutthepeopleyouworkwith?Doyouhaveasenseoftheirtypeorcombinationoftypes?Ifyoudo,youcanbetterservethem.

Remember,Jesuswasveryclearabouthisleadershipstyleandadaptedittothespecialneedsofhisdisciples.Whilehedidn’tattempttochangethestylesofhisfollowers,hehelpedthemseeotherperspectives,whichmadeoneplusonegreaterthantwo.Areyouclearaboutyourleadershipstyleandhowitrelatestotheneedsofthepeoplearoundyou?Howcanyouhelpthembringtheirstrengthstobearonthevisionanddirectionyourorganizationisworkingtoward?LaurieBethJones(www.lauriebethjones.com)isaninternationally

recognizedbestsellingauthor,speaker,inspirationallifecoach,andtrainer.AbusinessdevelopmentcoachandconsultanttoCEOsandorganizations,LaurieBeth’sfourteenbusinessbooks,writtenfromaspiritualperspective,includeJesusCEO;Jesus,Entrepreneur;TeachYourTeamtoFish,andThePath:CreatingYourMissionStatementforWorkandforLife.

Note1.LaurieBethJones,Jesus,CEO:UsingAncientWisdomforVisionary

Leadership(NewYork:Hyperion,1995).

Chapter18TheFourCornersoftheLeader’sUniverse

HENRYCLOUD

IfirstbecameanadmirerofHenryCloudthroughhiswritings.ThenImethimasapresenterataservantleadershipconferenceandgottoknowhimthroughourworkinthefield.Heisnotonlyagreathumanbeingbutalsooneoftheforemostthoughtleadersonservantleadership—asyouwillseewhenyoureadthisessay.—KB

HAVEYOUEVERmetafriendforlunch,andtolearnhowyouaredoingtheyaskedthisquestion:“So,whereareyou?”

I’llbetyouhave.Whenyouthinkaboutit,thisisareallyinterestingquestiontoasksomeonetofindouthowheorsheisdoing.Obviously,thepersonknowswhereyouarephysicallybecauseyouaresittingrightinfrontofthem.Whattheyarereallyaskingiswhereyouareontheinside:inyourheart,mind,andsoul.Thetruthis,ontheinsidewearealwayssomewhere.Andbecausewearerelationalbeingsdesignedforconnectionwithothers,theplacewhereweareinsidealwaysinvolvesastateofconnectednessordisconnectednesswithothers.Goodorbad,wecan’tescapethatwearerelationalinnatureandthateachmomentwefeeltheresultsofhowourrelationshipsaregoing.Whereweareinthoserelationshipshasalottodowithhowweperformandfunction;whetherwethriveorstagnate;whetherwewinorlose.

Inleadership,thisisabig,bigdeal.Servantleadersareleaderswhospendalotoftimeaskingthemselvesthatveryquestionaboutthepeopletheylead:Wherearethey?Wherearemypeopletoday—insidetheirhearts,minds,andsouls?Howdoesitfeelforthemtobehere?Howdoesitfeeltobeundermyleadership?Howdoesitfeeltobeonmyteam,orinmydepartmentororganization?

Servantleadersaskthisquestionbecauseresearchpointstooneconclusion:howpeoplefeelintheirsenseofconnectednesswiththeirleadersandpeersisgoingtodrasticallyaffectwhethertheysucceedorfail.Theyknowthiseitherbecauseoftheirownleadershiptraining,theirlifeexperience,orboth.Sotheywanttogetitright.

Butthatbringsupaquestionintheservantleader’smind:IfIneedtofindmypeople’shearts,wheredoIlook—wheremighttheirhearts,minds,andsoulsbeatanygivenmoment?Greatquestion.

Ifwearelookingforsomeone,it’sgoodtohaveamaptoknowwheretolooktoaidinoursearch.Inworkingwithleaders,Ihavefounditveryhelpfultogivethemamapsothattheycangoonanactivesearchfortheirpeople.Thereareonlyfourpossibilitiesofwherethepeopleyouleadmightbeatanygivenmoment.Icallthismap“TheFourCorners.”

Thinkofitthisway.Pictureasquaremapwithfourquadrants:threebadandonegood.Thepeopleyouleadwillalwaysbeinoneofthesefourlocations—anditisaservantleader’sjobtofindthemandleadthemintotheonlycornerwheretheycanthrive.

CornerOne:NoConnectionThisisthecornerwheresomeonefeelsliketheyarealone.Initallbythemselves.Itdoesnotmeantheyhavenopeoplearoundthem;theyprobablydo.Theyprobablyhaveabossorareonateamorsurroundedbyothercolleagues.Buttotherealquestionofwheretheyareintheirhearts,minds,andsouls,theyfeelverymuchalone.Disconnected.Notapartofthings.Notlistenedto,encouraged,orsupported.Weknowthatthisplaceisonewheretheirengagementislowered,motivationdiminishes,suspiciousnessandfearincrease,andleavingbecomesagreateroption.NothinggoodhappensinCornerOne—itistheplaceofdetachmentandisolation.Decisionsareinsilos,winsandlossesarenotsharedandbuiltupon,collaborationsuffers,competitivenessisupandcooperationdown.Theexperienceofgainingmeaningandpurposefromwork,ofbeingonasharedmissionwithothers,decreases.Nottomention,whenthesepeoplearestrugglinginsomeway,thechancesofgettinganykindofhelpareverylow.Theyfeelasiftheyareontheirowneveniftheyareinmeetingsalldaylong.

CornerTwo:BadConnectionCornerTwoistheplacewheresomeonefeelsaconnectionwithothers,butthe

natureofthatconnectionleavesthemfeelingbadaboutthemselves.Theyfeelnotgoodenough.ThephrasenothingIdoisgoodenoughgoesthroughtheirheadoverandover.Theyfeelinferior,flawed,judged,criticized,andahostofotherreallycrummyfeelingsthatdiminishtheirperformance,motivation,creativity,thinking,judgment,andothermajoringredientsforbeingabletowin.Theymaytryhardtogaintheapprovaltheyarenotgetting;butafterawhile,theybecomedefeated,resentful,anddisengaged.Often,theywillevenbecomeadversarialanddivisiveastheyfeelsomeoneisagainstthemandlookforanallyagainsttheenemywhomakesthemfeelsobad.Noonedoeswellwhenfeelingliketheyarenotgoodenough.Alloftheirperformancetools—theirhearts,minds,andsouls—begintodecay.Theyjustcan’tworkwellwhentheyfeelsocrummyaboutthemselves.

CornerThree:FakeGoodConnectionCornerThreeistheplacewherepeoplegotofeelgoodwhentheyfindthatbeingdisconnectedorfeelingbadaboutthemselvesarenotgoodoptions.Theyhavetogetsomekindofrelief,sotheyseeksomewaytomedicatethebadfeelingtheyhadinthefirsttwocorners.Theymightlooktoconnectwithpeoplewhosuckuptothemandflatterthem,thosewhowillnottellthemthetruthandwhoagreewitheverythingtheysay,evenaboutotherpeople.Theyareattractedtootherswhothinktheycandonowrongandtheyavoideveryoneelse,creatingalliancesthatarenothealthy.Someoftheseconnectionsmightevenbeillicitrelationshipsorotherdestructiveactivitiestomakethemselvesfeelbetter.Theymaybecomeaddictedtothingslikealcoholorfoodortheinternet.Somegetobsessedwithneedingtoheargoodnumbersaboutsalesorothermetrics,drivingtheirpeopleformoreandmoreperformance,tomakethemselvesfeelgood.Someseekawards,status,orpromotions,astheaddictionforfeelinggoodisequatedwithbeingseenasgoodbyothers—smarter,stronger,greater—whateveritmeanstothem.Butthisgoodfeelingisshallowandnottrulysatisfying.Itislikeasugarhigh—italwayswearsoff.

CornerFour:RealConnectionCornerFouristheplaceservantleaderswanttheirpeopletobe—theplacewherepeoplefeelgenuinelyconnectedwithleadersandpeerswhoarebeinghonestandsupportivewiththem.Itisthecornerwherepeoplecanbehonestandvulnerableaboutwhattheyaregoingthrough—whattheyarethinking,discovering,orneeding.Itistheplacewheretheycancelebratedoingwell,gethelpiftheyneedit,increaselearning,andthrive.Theycanbehonestaboutwhatisworkingforthemandwhatisn’t,andarefreetobecuriousandvulnerable.

isworkingforthemandwhatisn’t,andarefreetobecuriousandvulnerable.Theyfindsupportandencouragementwhentheystruggleandappreciationwhentheywin.Theyarechallengedandpushedtogetbetter,butinawaythatismotivatingratherthancontrollingordiminishing.Theyhaveaccountability,whichmakesthemnotonlyfeelvaluedbutalsowanttodowell.Mostofall,theyfeeltheyarewinningwithateamandanorganization,forreasonsthattranscendtheirowninterests—forapurposelargerthanthemselves.InCornerFour,hearts,minds,andsoulsthriveandprosper.Energyisup,brainsaresizzlingwithcreativityandinnovation,collaborationishigh,andpeoplearefulfilled.Asaresult,outcomesarebetter.Becauseofthesupport,development,andaccountability,howcouldthatnotbetrue?

Leaders:GoonaSearchandAskYourPeople“WhereAreYou?”Ibeganwithaquestion:Whereareyou?Whatif,asaleader,yousawthisasoneofthetoolsyoucoulduseeachday—lookingatyourpeopleandyourteamsandaskingwhichcornertheyarein?WhatifyouwereonamissiontofindoutiftheywereinanyofthethreeharmfulcornerssoyoucouldhelpthemfindCornerFour?

AretheyinCornerOne—isolatedanddisconnected?Ifso,whatcanyoudotogeteveryoneconnectedandfeelingliketheyareanimportantpartofthewhole?Pullinthosewhohavebeendisengagedandfindoutwhatcauseditandhowyoucanmakeitbetter.

AretheyinCornerTwo—feelingbadaboutthemselvesanddiscouraged?Findoutwhatismakingthemfeelthatway.Aretheyhearingcriticismmorethanencouragement?Addressproblemsinaspiritofimprovementinsteadofjudgment.Isitsomethingyouaredoing?Orisittheirbossorsomeoneontheirteam?Askyourself,“WhatmightIbedoingtocontributetoacultureoffearwherepeoplefeelthattheyarenotdoingenough?”

AretheyinCornerThree—alwaysseekingtofeelgoodinsomeway?Dotheygravitatetowardthosewhoflatterthem,alwayslookingforpraiseorhigherachievement?Aretheyaddictedtosuccessorpositionordriftingtounhealthyfeel-goodactivitiestomedicatethemselves?Askyourself“HowmightIaddresstheirneedtofeelgoodinshallowwaysbybuildingthemupinrealwayssothattheydonotneedconstantadulation?HowmightIgetthemtoseetheirweaknessesasgrowthopportunitiesinsteadofsomethingtorunawayfrom?HowcanImakethecultureanenvironmentoflearninginsteadofonewherepeoplefeeltheyhavetobeperfect?”

OraretheyinCornerFour—feelingconnected,safe,supported,corrected,andheldaccountableingoodways?Aretheyfeelingpositivelymotivatedandsafecomingtoyouandtheteamwhentheyarestruggling?PeopleinCornerFourseeothersasbeingfortheminsteadofa*gainstthem.Theyknowtherearepeopletheycanturntoforhelpandcollaboration—theirworkplaceisaplacewheretheirneedsgetmet,eveniftheyareconfusedorneedclarity.Whenthereareissuesthatneedtobeaddressed,theyknowtheywillbelistenedtoandthoseissueswillbeattendedto.Theyfeelenergizedbytheirrelationships.WhatdoyouneedtodotomakesureCornerFourishappening?Howcanyouhelpyourpeople—oryourentireorganization—gettoCornerFour?

Aservantleaderissomeonewhoknowsitmatterswheretheirpeopleareatanymoment,inanyseason.Servantleadersdonotallowtheirteamstodriftintodisconnectedness,orbecrushedundernegativecriticism,orhidebehindflatteryandhappytalk.Theyseektocreatereal,supportive,yethighlyaccountableandchallengingenvironmentswherepeoplefeelthattheirhearts,minds,andsoulsareengagedeveryday.IfyourteamororganizationcanbeaCornerFourplace,whereeachtimesomeoneisasked“Whereareyou?”theyanswer“IaminCornerFourtoday,”youwillknowyouarealeaderwhoservesyourpeoplewell.

HenryCloudisapsychologist,leadershipcoachandconsultant,andbestsellingauthorofmorethantwentybooks.Heishighlyregardedforhisabilitytoconnectpersonalandinterpersonaldevelopmentwiththeneedsofbusiness.HenrycompletedhisPhDinclinicalpsychologyatBiolaUniversity.HisbookThePoweroftheOtherexplainsindepthhisFourCornersconceptandtheleadershipskillsneededtoproduceCornerFourrelationships.

PartThreeLessonsinServantLeadership

WhatPeopleHaveLearnedfromObservingServantLeadershipinAction

•JamesM.KouzesandBarryZ.Posner,intheiressay“FindingYourVoice,”emphasizethatwhatearnstherespectofyourpeopleisnotyourposition,talent,orthetoolsandtechniquesyouuse—it’swhetheryouareyou.

•Inheressay“ALessonfromMyFather:WashingFeet,”PhyllisHennecyHendrysharesthemostimportantlessonshelearnedfromherfather:selflesslycaringforandservingotherscanchangelives.

•InNealNybo’sessay,“ThePuddleIsNottheProblem,”heshowshowservantleadersmustnotonlyhelptheirpeopleidentifyproblemsbutalsopreparethemtoembracenecessarychange.

•JeffreyW.Foley,in“FiveArmy-TestedLessonsofServantLeadership,”describeshowthelessonshelearnedwhileservingintheU.S.Armycanhelpcivilianservantleaderscreatethatsamewinningcultureintheirworkplace.

•Inhisessay“ABaptismofServantLeadership,”ErwinRaphaelMcManusillustrateshowthechoiceswemaketoservewhennobodyiswatchinginmanywayscansaymoreaboutusasaservantleaderthanthethingswedoforalltosee.

•JonGordon,in“LittleThingsandBigThings,”sharesthattheremightnotbeamoreimportantservantleadershiprolethanthatofaparent.

•MargieBlanchard’sessay,“InPraiseofFollowership,”emphasizesthatthesuccessofservantleadersoftendependsontheirhavingfollowerswhoarewillingtoserve,too.

Chapter19FindingYourVoice

JAMESM.KOUZESANDBARRYZ.POSNER

IgottoknowBarryPosnerwhenhewasworkingonhisdoctorateattheUniversityofMassachusettswhereIwasaprofessor.WereconnectedwhenheteamedupwithJimKouzesandtheybecameoneofthemostdynamicduosinthefieldofleadershiptoday.Inthisessay,JimandBarryreflectonthenatureofleadershipandaddressthequestionofwhetherleadershipissomethingthatcanbelearned.Thethreeofusagreethateffectiveservantleadershipisaninside-outjob.AlloftheservantleadersI’vehadthepleasuretoworkwitharecomfortableintheirownskin—inJimandBarry’sterms,theyhave“foundtheirvoice.”Thankstoyoubothforvalidatingthattruth.—KB

ONEOFTHEmostpersistentmythsinourcultureassociatesleadershipwithrank.Anothermythattributesleadershiptotalent.Butleadershipisn’tapositionoraspecialgiftthatonlyafewspecialpeoplehave.1It’sanobservable,learnablesetofskillsandpracticesavailabletoeveryone,anywhereintheorganization.

Weweremakingthatcasetoagroupofseniormanagersataseminarwhenahandshotupacrosstheroom.“I’dliketochallengethatstatement,”saidoneparticipant.“I’vebeenponderingthislately.Cananyonereallylearntolead?Ifso,whydoweseemtolackeffectiveleadershipthesedays?”

ThatSpecialLeadershipSomethingNowwhyisthat?Whatisitaboutleadershipthatconstantlyraisesquestionsaboutthecapacitytolearnit?Whatisitabouttheconceptofleadershipthat

bringsforththisquestion?Tellus,whatisthatuniquesomethingaboutleadership?Whatisthesomethingelseaboutleadershipthatcan’tbelearned?

Hereareafewrepresentativeresponsestothesequestionsfromworkshopparticipants:“Soul.”“Spirit.”“It’sinsideyourself.”“Ethics.”“Valuesystem.”

Isthereanythingonthislistthatyoucannotlearn?Maybesomeofthesethingscan’tbetaught,butcanyoulearnthem?Youmayormaynotagreewithwhatotherssaid,butthinkaboutitforamoment.Soul?Spirit?Ethics?Values?Canyoulearnaboutyoursoul?Canyoulearnaboutyourspirit?Canyoulearnwhatisright?Canyoulearnwhatyouhopethefuturetobe?Canyoulearnwhatgivesyoupassion?Notforeveryone.Notforsociety.Butforyou?

Webetyoucan.Youwon’tfindtheanswerinaworkshoporabook,includingtheoneswe’vewritten.Butifyousearchinsideyourself,youwillfindyourtruth.AsKenBlanchardhassaidaboutservantleadership:“It’saninside-outjob.Itstartsinyourheartwithwhoyouare—yourcharacterandyouranswertothequestionamIheretoserveorbeserved?”

InhiswittybookManagementoftheAbsurd,psychologistandCEORichardFarsonwrites:

Inbothparenthoodandmanagement,it’snotsomuchwhatwedoaswhatwearethatcounts.Whatparentsdodeliberatelyappearstomakelittledifferenceinthemostimportantoutcomes—whethertheirchildrengrowuptobehappyorunhappy,successfulorunsuccessful,goodorevil.Thereisnoquestionthatparentscanandshoulddoworthwhilethingsfortheirchildren,butit’swhattheyarethatwillreallymatter....Thesamedynamicoccursinmanagementandleadership.Peoplelearn—andrespondto—whatweare.2

Richardnailedit.Allthetechniquesandallthetoolsthatfillthepagesofallthemanagementandleadershipbooksarenotsubstitutesforwhoandwhatyouare.Infact,theyboomerangifthrownbysomespin-meisterwho’smasteredformbutnotsubstance.

Wehavebeencollaboratingonleadershipresearchforthirty-fiveyearsandwekeeprediscoveringthatcredibilityisthefoundationofleadership.It’sbeenreinforcedsooftenthatwe’vecometorefertoitastheFirstLawofLeadership:ifyoudon’tbelieveinthemessenger,youwon’tbelievethemessage.Peopledon’tfollowyourtechnique;theyfollowyou—yourmessageandyourembodimentofthatmessage.Thisiskeyforeffectiveservantleaders.

InLeadershipJazz,MaxDePree,formerchairmanandCEOoftheMichiganfurnituremakerHermanMiller,tellsamovingstoryaboutbeingwithhis

prematurelyborngranddaughterduringthefirstdaysofherfragilelife.ThenursehadadvisedMaxandhiswifetotouchaswellastalktothetinyinfant,“becauseshehastobeabletoconnectyourvoicetoyourtouch.”Thatmessage,saysMax,is“atthecoreofbecomingaleader.”3

Leadershipcredibilityisaboutconnectingvoiceandtouch,aboutpracticingwhatyoupreach,andaboutdoingwhatyousayyouwilldo.ButasMaxmakesquiteclear,there’sapriortasktoconnectingvoiceandtouch.It’s“findingone’svoiceinthefirstplace.”

SoulSearchingAuthenticservantleadershipflowsfromtheinsideout.Itdoesnotcomefromtheoutsidein.Inside-outleadershipisaboutdiscoveringwhoyouare,whatdrivesyoutodowhatyoudo,andwhatgivesyouthecredibilitytoleadothers.Inside-outleadershipisaboutbecomingtheauthorofyourownstoryandthemakerofyourownhistory.Inside-outleadershipisalsotheonlywaytorespondtowhatyourpeoplewantfromyou.Andwhatisthat?Whattheymostwantistoknowwhoyougenuinelyare.

Findingyourvoiceiscriticalifyouaretobeaservantleader.Ifyoudon’tfindyourvoice,youmayfindyourselfwithavocabularythatbelongstosomeoneelse,mouthingwordsthatwerewrittenbyaspeechwriterwhoisnothinglikeyouatall.Ifyoudoubttheimportanceofchoosingyourownvocabulary,considerthesephrasesfromthespeechbyabankingmanagerweobservedduringthecourseofourresearch:

•“You’vegottowatchoutfortheheadhunters.”•“Keepyourcapital,andkeepitdry.”•“We’llactlikeSWATteams.”•“We’regoingtobeattheirbrainsout.”•“Wewon’ttoleratethebuildingoffiefdoms.”•“Therewillbeonlyafewsurvivors.”

ContrastthemwiththesephrasesfromAnitaRoddick,4founderofTheBodyShop:

•“Wecommunicatewithpassion—andpassionpersuades.”•“Ithinkallbusinessespracticeswouldimproveimmeasurablyiftheywereguidedbyfeminineprinciples—qualitieslikeloveandcareandintuition.”

•“Whatweneedisoptimism,humanism,enthusiasm,intuition,curiosity,love,

humour,magic,fun,andthatsecretingredient—euphoria.”•“Ibelievethatservice—whetheritisservingthecommunityoryourfamilyorthepeopleyoulove,orwhatever—isfundamentaltowhatlifeisabout.”

Whatdothesewordscommunicateabouttheguidingbeliefsandassumptionsoftheindividualsspeaking?Wouldanyofthesewordsbeinyourlexicon?Wouldyouwantthemusedinyourorganization?

Everyartistknowsthatfindingavoiceismostdefinitelynotamatteroftechnique.It’samatteroftimeandamatterofsearching—soulsearching.

Werememberattending,withanartistfriend,aretrospectiveofpainterRichardDiebenkorn’swork.Towardtheendofourgallerywalk,ourfriendturnedtousandmadethisobservation:“Therearereallythreeperiodsinanartist’slife.Inthefirst,wepaintexteriorlandscapes.Inthesecond,wepaintinteriorlandscapes.Inthethird,theycometogetherintoanartist’suniquestyle—inthethirdperiod,wepaintourselves.”Weconsiderthisthemostimportantartappreciationlessonwe’veeverreceived.Itappliesjustaswelltotheappreciationoftheartofservantleadership.

Whenfirstlearningtolead,youpaintwhatyouseeoutsideyourself—theexteriorlandscape.Youreadbiographiesandautobiographiesoffamousleaders,youreadbooksbyexperiencedexecutivesanddedicatedscholars,youlistentopodcastsbymotivationalspeakers,youwatchstreamingTEDTalks,andyouparticipateintrainingprograms.Youacceptjobassignmentssothatyoucanworkalongsidesomeonewhocancoachyou.

Youdoallthistomasterthefundamentals,thetools,andthetechniques.You’reclumsyatfirst,failingmorethansucceeding.Butprettysoonyoucangiveaspeechwithease,conductameetingwithgrace,listentootherswithopenness,andpraiseanemployeewithstyle.It’sanessentialperiod;anaspiringleadercannomoreskipthefundamentalsthancananaspiringpainter.

Thenithappens.Somewherealongthewayyounoticehowthatlastspeechsoundedmechanicallyrote,howthatlastmeetingwasaboringroutine,andhowthatlastencounterfeltterriblysadandempty.Youawakentothefrighteningthoughtthatthewordsaren’tyours,andthatthetechniqueisoutofatext,notstraightfromtheheart.

Thiscanbeatrulyterrifyingmoment.You’veinvestedsomuchtimeandenergyinlearningtodoalltherightthingsandyousuddenlyseethattheyarenolongerservingyouwell.Theyseemhollow.Youstareintothedarknessofyourinnerterritoryandbegintowonderwhatliesinside.YousaytoyourselfI’mnotsomeoneelse.I’mauniquehumanbeing.ButwhoexactlyamI?Whatismytrue

voice?Foraspiringleaders,thisawakeninginitiatesaperiodofintenseinternal

exploration—aperiodofgoingbeyondtechnique,beyondtraining,beyondcopyingwhatthemastersdo,beyondtakingtheadviceofothers.Andifyousurrendertoit,afterexhaustingexperimentationandoftenpainfulsuffering,thereemergesfromallthoseabstractstrokesonthecanvasanexpressionofselfthatistrulyyourown.

YourTrueVoiceTheturningpointinyourdevelopmentasaleadercomeswhenyou’reabletomergethelessonsfromyourouterandinnerjourneys.Youawakentothefactthatyoudon’thavetocopysomeoneelseandyoudon’thavetoreadascriptwrittenbysomeoneelse.Unlessit’syourwords,andyourstyle,thenit’snotreallyyou.It’sjustanact—youpretendingtobeyou.

ThisleadershiplessonisquitesimilartowhatAnneLamott,authorofBirdbyBird,tellswould-bewritersinherclasses:

Thetruthofyourexperiencecanonlycomethroughinyourownvoice.Ifitiswrappedinsomeoneelse’svoice,wereadersaresuspicious,asifyouaredressedupinsomeoneelse’sclothes.Youcannotwriteoutofsomeoneelse’sbigdarkplace;youcanonlywriteoutofyourown.Whenyoutrytocapturethetruthofyourexperienceinsomeotherperson’svoiceoronthatperson’sterms,youaremovingyourselfonestepfurtherfromwhatyouhaveseenandwhatyouknow.5

What’strueforwritersisjustastrueforleaders.Youcannotleadoutofsomeoneelse’sexperience.Youcanonlyleadoutofyourown.

Toleadothers,youhavetolearnaboutyourself.Afterall,ifyouaretospeakout,youhavetoknowwhattospeakabout,andifyouaretostandupforyourbeliefs,youhavetoknowthebeliefsyoustandfor.Todowhatyousay,youhavetoknowwhatyouwanttosay.Authenticservantleadershipcannotcomefromtheoutsidein.Itcomesfromtheinsideout.

Sowe’llhavetoamendwhatwesaidtotheworkshopparticipants.Yes,youcanlearntolead,butdon’tconfuseleadershipwithpositionorplace.Don’tconfuseleadershipwithtalent.Anddon’tconfuseleadershipwithtoolsandtechniques.Theyarenotwhatearnyoutherespectandcommitmentofyourpeople.Whatearnsyoutheirrespectintheendiswhetheryouareyou.

Sojustwhoareyou,anyway?Whatagreatquestionforaspiring,aswellas

experienced,servantleaders.

JamesM.KouzesandBarryZ.Posner(www.leadershipchallenge.com)arecoauthorsofthebestselling,award-winningbook,TheLeadershipChallenge:HowtoMakeExtraordinaryThingsHappeninOrganizationsandmorethanadozenotherbooksonleadership.JimistheDean’sExecutiveFellowofLeadershipandBarryistheAccoltiEndowedProfessorofLeadershipattheLeaveySchoolofBusiness,SantaClaraUniversity.

Notes1.JamesM.KouzesandBarryZ.Posner,TheLeadershipChallenge:Howto

MakeExtraordinaryThingsHappeninOrganizations(SanFrancisco:Wiley,2012,2017).SeealsotheirLearningLeadership:TheFiveFundamentalsofBecominganExemplaryLeader(SanFrancisco:Wiley,2016).

2.RichardFarson,ManagementoftheAbsurd:ParadoxesofLeadership(NewYork:SimonandSchuster,1996).

3.MaxDePree,LeadershipJazz(NewYork:CurrencyDoubleday,1992).4.AnitaRoddick,BodyandSoul:ProfitswithPrinciples—TheAmazing

StoryofAnitaRoddickandTheBodyShop(NewYork:Crown,1991).5.AnneLamott,BirdbyBird:SomeInstructionsonWritingandLife(New

York:Pantheon,1994).

Chapter20ALessonfromMyFather

WashingFeet

PHYLLISHENNECYHENDRY

IfirstmetPhyllisHennecyHendrywhensheinvitedmetospeakataDecembergatheringoftheAugusta,Georgia,chamberofcommerce.ShetalkedmeintocomingtherefornofeebyraisingthepossibilityofplayinggolfatAugustaNational,homeoftheMastersgolftournament.Beingagolfnut,ofcourseIagreed.EveryoneItalkedtoinAugustasaidthat,asaleader,Phylliswasa12ona10-pointscale.SoPhilHodgesandIluredherawayfromherjobtobepresidentandCEOofourLeadLikeJesusministry.ReadheressayandfindoutwherePhyllis’sservantleadershipheartcamefrom.—KB

IOFTENTHINKbacktothedaymydadtoldmethatGodhadcalledhimtobeapastor.Eventhoughhehadworkedasaconstructionsupervisorallofhislife,atageforty-eight,becausehewasadevotedfollowerofJesus,hehadbeenaskedtohelpalargechurchinourcommunitystartanewchurchinanotherpartofthecity.Hewouldbeabivocationalpastor.

Whenmydadannouncedthistome,IrememberwrappingmyarmsaroundhisneckandtellinghimthatIwouldhelp.IcouldneverhaveimaginedallthelessonsIwouldlearnasIhelped.MygreatestassignmentsweregoingwithmydadtovisitpeopleinthecommunityonSaturdaymorningsandplayingthepianoforthecongregationonSundays.

VisitswithMr.LunnIwillneverforgetourfirstSaturdayvisitwithMr.Lunn.Hewasacrotchetyoldman.Irememberthinkingthathiswrinklesmetinoddplacesaroundhisface,especiallywhenhesmiled.Maybethatwaswhyhedidn’tsmilemuch.Atfirst,itwasamazingtomyeight-year-old-mindthatmydadwantedtovisitthismaneverySaturdaymorning.Onourveryfirstvisit,Mr.Lunnhadmadeitclearhewouldnotbeattendingmydad’snewlittlemissionchurch.Buthedidsaywewerewelcometovisithimanytime,somydadtookhimathisword.

MydadandIbeganourSaturdaymorningstogetheratasmalllocalrestaurant,andthenwewoulddoourvisitations—startingwithMr.Lunn.HeandmydadwouldsitinrockingchairsonthefrontporchandIwouldsitonthesteps.Onourthirdvisit,Mr.LunnaskedmeifIwantedagrapeNehidrink—andofcourse,Idid.Hedidn’tseemsocrotchetytomeafterthat.

Idon’trecallmydadeverinvitingMr.Lunntochurchagain.Idorememberthetwoofthemtalkingaboutfishingandworldnews.Theytalkedaboutalotofthings.OurvisitsalwaysendedwithMr.Lunnsaying,“Comebackanytime”andpattingmeonthehead.

Ionceaskedmydad,“WhydowekeepvisitingMr.Lunnsincehesaidheisnotcomingtochurch?”MydadexplainedthatvisitingMr.LunnwasoneofthemostimportantthingswecoulddoonSaturdays.Hesaid,“WearewashingMr.Lunn’sfeet.”Iwasreallyconfused.

ThenmydadremindedmeaboutJesuswashingthefeetofthedisciplestoshowthemthatservingpeoplewasthewaytodoeverything.AndbyvisitingMr.Lunn,wewereservinghimevenifhenevercametochurch.“Besides,IreallylikeMr.Lunn,”mydadsaid.

Something’sDifferentAftermonthsofregularSaturdaymorningvisits,mydadheardfromaneighborthatMr.Lunnwasinthehospital.Wewentimmediately.Hewassogladtoseeus—andIcouldtellsomethinghadchanged.

WhenMr.Lunncamehomefromthehospital,wetookhimsoupandcornbread.Mydadchangedlightbulbsandrepairedminorthingsinhishome.Isangtohim.Hesmiledalotmorenow—andinsteadofpattingmeontheheadbeforeweleft,hewouldhugbothmydadandme.Healwayssaid,“Thankyouforcoming.”

Eventhoughmydaddidnotmentioncomingtochurch,hedidtalkaboutJesus,tellingMr.LunnaboutthedifferenceJesushadmadeinhislife.Mr.Lunn

sometimesaskedquestions,andmyfatherpatientlylistenedandrespondedtoeachone.Ithoughtmydadwassosmartbecausethequestionsseemedprettyhardtome.

AsImentioned,IservedasthepianistforourlittlechurcheventhoughIwasonlyeightyearsold.IhadbeenplayingsinceIwasfive,butmyrepertoirewassmall.Nooneseemedtomind.OneSundaymorningaswefinishedsinging,Ilookedupfromthepianotoseemydadstaringtowardthebackdoorofourchurch.Atearunashamedlyrolleddownhischeek.

IlookedimmediatelytowardthedoorandIcouldhardlybelieveit.TherestoodMr.LunninhisSundaybest.Attheendoftheservice,Mr.Lunnwalkedstraightdowntheaisletomydad.Mr.Lunntoldthewholechurchthatmorningthathedidn’tknowtheBiblewell,buthedidknowthathewantedwhatthepreacherhad.HehadcometounderstandthatitwasJesusthatmadethedifference.Hesaid,“IwantJesustoliveinme,too.”

Severalmonthslater,Mr.Lunnbecameveryill.AsmydadandIvisitedhiminthehospitalandathishome,weheardhowmuchourvisitshadmeanttohim.Wemethisfamilyandheintroducedusashis“goodfriends.”OnedayMr.Lunntoldmehehadanimportantfavortoaskofme.Afterafewquietminutes,heaskedifIwouldsingathisfuneral.Ofcourse,withtearsflowing,IpromisedIwould.IknewitwouldbethelastwayIcouldwashhisfeet,asmydadhadtaughtme.

ServingChangesEverythingMydadtaughtmethesimpleactofcaringaboutsomeoneandhowservingpeoplechangeseverything—literally.Eventhoughhediedmorethanthirtyyearsago,Irememberhisamazingexampleofservice—notonlytoMr.Lunn,butalsocountlessotherswhoalwaysseemedtocallinthemiddleofthenight,knowingmydadwouldrespond.

Ioftenreturninmymindtothosehoursspentwithmydad,rememberinghowhelistened,loved,andtaughtme.Iknownowthathewaswashingmyfeet,too.

UnderPhyllisHennecyHendry’sleadershipastheinauguralpresidentandCEOofLeadLikeJesus(www.leadlikejesus.com),theorganizationhasgrownexponentially,equippingandempoweringthousandsofpeoplearoundtheworldtoleadasJesusled.Phyllisiscoauthor,withKenBlanchardandPhilHodges,ofLeadLikeJesusRevisited.

Chapter21ThePuddleIsNottheProblem

NEALNYBO

Whenthelongtimepastorretiredfromthechurchmywife,Margie,andIattend—RanchoBernardoCommunityPresbyterianChurch—Ivolunteeredtobeinterimcoachintheirtransitionoffindinganewpreacher.Intheprocess,IgottoknowandappreciateNealNybo,theexecutivepastoratthetime,asawonderfulpastor,writer,andhumanbeing.IthinkyouwillreallyappreciateNeal’screativemindinthisessayaboutobvious“puddle”issuesandhidden“cabinet”issues.—KB

IWALKEDINTOmykitchentosetsomethingonthecounterandfoundapuddleofwateronthefloorinfrontofthesink.Thesinkwasdry.Noonehadbeendoingdishes.Igotasinkingfeeling(nopunintended)thatthepuddlewasneithermyrealnormymostimportantproblem.Cleaningitupwouldnotresolvemysituation—ifIcleaneditup,thepuddlewouldformagain.Myrealproblemwasinsidethekitchencabinet.IwasnoteagertoopenitforfearofwhatImightfind.Sure,itcouldbeasmalldripfromapipeIcouldtighten.Butitalsocouldbeastagnantpooldamagingtheinteriorofthecabinetorhiddenmoldthatcouldhurtanyonewhocomesnearit.Thechallengeandrootissue—aleakypipe—wascompletelyoutofsightinthecabinet.ThefactwasthatbeforeIcoulddiscoverandaddressmypredicament,Ihadtoriskopeningthecabinetdoor.

ServantLeadersHelpOpenCabinetsPeopleandorganizationsfacepuddleproblemsonaregularbasis.Thesekindsofissuesarevisibleandrelativelyunderstandable.Thesolutionsareknown,

eveniftheyarenoteasy.Forinstance,Iknowamanagerwhor*gularlyfeltatoddswithhersupervisorovertheallotmentoftimeeachofthemreceivedduringtheirweeklyteammeeting.Hersupervisorputahighpriorityontrainingandregularlyusedmeetingtimetoteachinsightsfromcurrentleadershipbookshe’dbeenreading.Themanagerhadpracticalissuessheneededtheteamtoaddress.Itwasarecognizableproblemwithanunderstandablesolution:reallocatetimebasedontheneedsoftheteam.

Unlikepuddleproblems,cabinetissuesarenotrecognizedsoeasily.Thesekindsofproblemsmaybeintentionallyhiddenorignoredbybothleadershipandstaff.Theyareoftennotaddresseddirectly—andwhentheyare,thecabinetisopenedandtheybecomeobservablepuddleproblemsthatcanbesolved.

Forexample,theaforementionedmeeting-timepuddleproblemledthemanager—aservantleaderwhowasasinterestedinhersupervisor’sconcernsasherown—toapproachthingsinacreativeway.Shepointedouttohersupervisorthepatternofnothavingtimeinmeetingstoaddressissuestheyhadagreedon.Sheaskedhimiftheycouldworktogethertofindatimemanagementstrategythatwouldaddressthesupervisor’svisionforregulartrainingandalsogivethemanagertimetoaccomplishheragenda.Thesupervisoradmittedthattimemanagementwasaperceivedareaofweakness—acabinetissue—forhim.Secretly,hefeltguiltybecausehisinabilitytomanagetimeoftenlefthisstaffinastateofchaos.Hehadhopedthattheleadershiptrainingmightcompensateforhislackoftimemanagementskills.

Dealingwiththepuddleproblembysimplyreallocatingtimeinthemeetingwouldnotsolvethehiddencabinetissueforthesupervisor—itwouldjustsurfaceagainorsproutaleakelsewhere.Themanagersuggestedtothesupervisorthathebringinapersontotraineveryoneintimemanagement,andalsothatheusetheteammeetingasapublicforumforpracticinghisownskills.Thesupervisorannouncedtotheteamhisintentiontogivethemanagerthetimesheneededinthemeetingsandstatedthattheteamcouldholdhimaccountabletodoso.Thepuddlewascleanedupandhispotentiallycareer-endingcabinetissuehadbeguntobeaddressed.

PuddleProblemsTendtoBeTechnicalinNatureAccordingtoRonaldA.HeifetzandMartyLinsky,technicalproblemsareissuespeoplefaceonaregularbasisforwhichtheyhaveknownsolutions.1Forexample,needingtolosefivepoundsaftertheholidaysisatechnical(puddle)challengewithknownsolutions.Toloseweight,oneeatslessandexercisesmore.

Cabinetproblemscannotbeaddressedbyauthoritativedecisions.Theyrequirethoseinvolvedtointernalizeachangebeforetheproblemcanberesolved.Forexample,inthecaseofbeingoverweight,muchresearchhasbeendoneregardingstresseating.Withpersistentstress,thehormonecortisolbuildsupinourbodyandincreasesappetite.Ifstressisanunidentifiedfactorinsomeone’sweightgain,apuddlechangelikewalkingupthestairsatworkinsteadoftakingtheelevatorwillnotsolvethecabinetproblem—stress.Acabinetsolutionisoftenmorecomplicatedthanapuddlesolution—justaslocatingandfixingaleakypipeismorecomplicatedthanwipingupapuddleonthefloor.

Addressingadaptivechallengesrequiresnewwaysofprocessinginformationandmakingdecisions:experimentation,innovation,andchangesinattitudes,values,andbehaviors.Itisvitalthatthesemostimportantanddifficultissuesbedealtwith,buttoooftentheyareavoided.Ifservantleadersdon’taddressthemandleadtheirorganizationsthroughchange,whowill?

WithoutLeadership,CabinetIssuesCanEscalateServantleadersneedtohelptheirpeopleidentifyproblemsandpreparethemtoembracenecessarychange.Regionalexecutiveslamentthefactthatrelativelybenignchallengestoooftenblowupintolargeconflictsbecausenooneonsiteaddressedthechallengeinitsearlystages.InapersonalemaildatedJuly11,2011,onesuchexecutivewrote:“Oftenwedon’tgetnotifiedofdifficultiesinlocalbranchesuntilafterthereissignificantorpublicconflict.Insteadofbeingabletoworkonpreventionandresolution,wehavetoworkondamagecontrol,restoration,andrecovery.”

Myexperienceisasmuchwithchurchesasotherorganizations—andtheproblemofunaddressedcabinetissuesisaspervasiveamongthesacredasthesecular.InSanDiegooveraten-yearperiodfrom1999to2009,fivechurchesfacingpublic,disruptiveconflictsawaveragemembershipdeclinesof48percent.Incontrast,sevensimilarchurchesthatdidnotexperiencepublicconflictexperiencedaveragedecreasesofonly6percent.Whilefinancialandnumericlossesareveryreal,imaginetheaddedemotionalandspiritualtraumathathappensinfaith-basedorganizationsintightlyknitcommunities.

Everyservantleaderknowsaboutorhasbeenapartofanorganization,family,orfriendshipdevastatedbyconflict.Ihavecounseledwell-meaningpeoplewhowerestymiedbylackofpersonalknowledgeandability,andbyorganizationalculturesthatresistedexposingcabinetissues.Ihaverealizedthatthelifetransformationweallseekisavailableasweliveandworkthroughour

livestogetherovertime—evenamidthediscomfortofconflict.DiscoveringandresolvingchallengesisavitaltoolusedbyGodtododeep,transformativeworkinhumanbeings.Asservantleaderswehavetheopportunitytobringthisattentionandresourcetothosewecareaboutmost.

NealNybo(www.nealnybo.com)hasbeenanordainedpastorsince1997.NealcametoordainedministryoutofastrongbusinesscareerandapassionforcommunicatingthegreatnewsofthekingdomofGod.HeistheauthorofMoveForward,ShutTight,andDiscoveringYourOrganization’sNextStep.

Note1.RonaldA.HeifetzandMartyLinsky,LeadershipontheLine:Staying

AlivethroughtheDangersofLeading(Boston:HarvardBusinessSchoolPress,2002).

Chapter22FiveArmy-TestedLessonsofServant

Leadership

JEFFREYW.FOLEY

MyfathergrewupinHighlandFallsatthefootofWestPoint.However,whenhegraduatedfromhighschool,hedecidedtogototheNavalAcademyinAnnapolis.Heretiredasarearadmiral.EventhoughIamaNavybrat,IhaveahighregardforWestPointgraduatesbasedonmyvisitstoWestPointasakid.ImetBrigadierGeneralJeffFoley,aheroofmine,throughourLeadLikeJesusministrywhenhevolunteeredtobechairmanofourboardoftrustees.Asyouwilllearnfromthisessay,helearnedalotasasoldier.—KB

INTHEWORDSofGeneralCreightonAbrams,formerU.S.Armychiefofstaff:“SoldiersarenotintheArmy.SoldiersaretheArmy.”

Tovolunteertowillinglygiveupone’slifeasasoldierforagreatercauseisperhapsthemostprofoundexampleofservantleadership.Soldiersjointhemilitaryforahostofreasons.Onemajorreasonsoldierschoosetostayistheexperiencetheysharebecomingabandofbrothersandsisters—thatspecialfraternitycalledtheprofessionofarms.

Formanyfolksnotinthisprofession,thereisacommonmisperceptionthattheArmyoperatesinastricthierarchicalstructuredenvironment.Non-Armypersonnelbelievethatcommandandcontrolisexerciseddailybythosewiththehighestrank.Thereissometruthtothat—especiallyduringtimesofcrisiswhenquickdecisionsneedtobemade.Theseareleadershipmattersoflifeanddeath.

However,forthevastmajorityoftimewhenlivesarenotontheline,nothingcouldbefurtherfromthetruth.IntheArmy,trueleadershipisnotaboutbeingamaster—it’saboutbeingaservant.

master—it’saboutbeingaservant.Inapersonalemail,GeneralStanleyA.McChrystal(U.S.Army,retired),

formercommanderofU.S.forcesinAfghanistan,sharedwithmeakeeninsightonservantleadership:

ServantleadershipisatermthatIbelievedescribesleaderswhoseactionsandmotivationsreflectaselflesscommitmenttoacause,anorganization,ortheirteammates.Thekeyliesinintentmorethaninspecificbehaviors.Itisanimportantdistinction,becausealeader’sskillsoreffectivenessaren’tafunctionoftheirunderlyingmotivations—leaderscanbeexceptionallyeffectiveevenwhenentirelyself-centeredorevenevilintheirintent.Servantleadershipisadecisionbyanypersontocommitthemselvestoothersinawaythatsubordinatespersonalgaintoawidersenseofresponsibility.I’veseenitdemonstratedbythehumblestofsoldierswhosepersonalpresenceisanythingbutstereotypicalofourvisionofleadership.Andyetitbringsaquietdignityandunderlyingsenseofpurposethatinspires.

WhatfollowsarefivetacticsthatrepresentvaluablelessonsaboutservantleadershipIlearnedduringmythirty-two-yearcareerasasoldier.

Lesson1:CommittoLeadbyOaths,Values,andCreedsNewsoldierstakeanoathwhenenlistingintheU.S.Army:“Idosolemnlyswear(oraffirm)thatIwillsupportanddefendtheConstitutionoftheUnitedStatesagainstallenemies,foreignanddomestic;thatIwillbeartruefaithandallegiancetothesame.”

Inthemid-1990s,theArmyembracedandsolidifiedsevencorevalues:loyalty,duty,respect,selflessservice,honor,integrity,andpersonalcourage.Thesevaluesdefineexpectationsofbehaviorandarewelldefined,trained,andreinforcedroutinelythroughoutmilitarylife.

TheSoldier’sCreedreinforcesthecommitmenttothesevalues—anotherclearexampleofservantleadership:

IamanAmericanSoldier.Iamawarriorandamemberofateam.IservethepeopleoftheUnitedStates,andlivetheArmyValues.Iwillalwaysplacethemissionfirst.Iwillneveracceptdefeat.Iwillneverquit.Iwillneverleaveafallencomrade.Iamdisciplined,physicallyandmentallytough,trainedandproficientinmywarriortasksanddrills.Ialwaysmaintainmyarms,myequipment,andmyself.IamanexpertandIamaprofessional.Istandready

todeploy,engage,anddestroytheenemiesoftheUnitedStatesofAmericainclosecombat.IamaguardianoffreedomandtheAmericanwayoflife.IamanAmericanSoldier.

Withthehelpofacongressionalnomination,IattendedtheU.S.MilitaryAcademyatWestPointin1974.WhileatWestPoint,threeaspectsstoodoutformeregardingservantleadership.Thefirstwasourmotto:“Duty,Honor,Country.”Welearnedonthefirstdayoftrainingthatitisnotaboutus.Itisaboutsomethingfargreater:ournationandourcomrades.

ThesecondwasourHonorCode:Iwillnotlie,cheat,orsteal,nortoleratethosethatdo.

ThethirdaspectwastherequirementtomemorizeMajorGeneralJohnM.Schofield’sDefinitionofDiscipline.GeneralSchofield(aWestPointgraduate)addressedtheCorpsofCadetsonAugust11,1879.“Thedisciplinewhichmakesthesoldiersofafreecountryreliableinbattleisnottobegainedbyharshortyrannicaltreatment,”saidSchofield.“Onthecontrary,suchtreatmentisfarmorelikelytodestroythantomakeanarmy.”Committingthisdefinitiontomemorywasonewaytoingrainintoourmindsthedangersoftoxicleadership,amongotherthings.

Oaths,values,andcreedsarenotjustwords.Theydrivehomethecommitmenttoservefellowsoldiersandournation—bothgreatercausesthanourselves.TheyprovidethefoundationfortheArmy’sculture.

Lesson2:ListenbySquintingwithYourEarsOneofthemostprofoundleadershipskillsinanyorganizationistheabilitytolisten.Mymentor,MajorGeneralPerrySmith(U.S.AirForce,retired),callsit“squintingwithyourears.”

SergeantsaretheleadersoftheenlistedbranchoftheArmy.TheoriginofthetermsergeantisfromtheLatinserviens,whichmeansonewhoserves.SoattheverycoreoftheArmy,thefocusisonsergeantsasoneswhoserve.

In1978IlandedatFortBragg,NorthCarolina—homeoftheAirborne—onmyinitialassignmentoutofWestPoint.Onthedayofmyarrival,Iwasmetbytheseniorenlistedsoldierofthebattalion,CommandSergeantMajorTadGaweda—atough,battle-hardenedveteransoldierandmarvelousleader.Hesaidtomethatfirstday,“Everysoldierhasasergeant.Don’teverforgetthat.”TheadviceandkeeninsightsIlearnedfromlisteningtomysergeantspaidhugedividendsthroughoutmycareer,andcontinuestodosotoday.

Theneedtolistenisnotlimitedtosergeants,ofcourse.Youcannothelp

anyoneifyoudonotlistenwiththeintentofunderstanding.Activelisteningdemandstirelesspractice.WhenIwasabletosetasidemyego,Ilearnedtonsfromsquintingwithmyears.

Lesson3:BeRelentlessintheDevelopmentofLeadersTheArmydoesnothaveprofessionalprivatesorlieutenants.Soldierseithergetpromotedorleave—itiseitheruporout.Thosewhodemonstrateleadershippotentialearntheopportunitytocontinuetoserve.

ThebiggestdifferentiatorbetweentheU.S.Armyandallothersisthemonumentalinvestmentinthetrainingandleadershipdevelopmentofourprofessionalnoncommissionedofficer(NCO)corps—oursergeants.WecallourNCOsthebackboneofourArmybecauseofthemonumentalroletheyperforminleading,training,caringfor,andmotivatingsoldiers.

Thedevelopmentofofficersisequallyimportant.TheArmydevelopssoldiersinthreeways.First,millionsofdollarsare

investedinprofessionalsoldiersthroughperiodicformaltrainingandeducation.Second,everyArmyunitisrequiredtohaveanorganicleaderdevelopmentprogramtohelpdevelopleaders.Third,allNCOsandofficershelpgrowsubordinateleadersthroughon-the-jobcoachingandmentoring.Inthecorporateworld,theseactionsarereferredtoassuccessionplanning.IntheArmy,successionplanningiseveryone’sjob,everyday.

Servantleadersinspirepeopletogrowwhilediscoveringtheirskillsanduniquegifts.Servantleadersdoalltheycantofacilitatethatgrowthbyputtingtheirpeopleinpositionswheretheycanflourish.

Lesson4:CommunicateYourPurposeandIntentIrecentlydiscussedservantleadershipandtheArmywithBobMcDonald,a1975WestPointgraduate,Armyveteran,formerchairmanandCEOofProcter&Gamble,andmostrecentlytheU.S.SecretaryofVeteransAffairs(VA).Hesharedwithmehislife’spurpose:toimprovelives.Servantleadersusethispurpose—amissionlargerthanself—tomotivateandinspiretheirteam.McDonaldworkedeverydaytoimprovethelivesofothersatP&GandattheVA.Thislesson,whichhelearnedasayouthgrowingupintheBoyScouts,wasreinforcedwhenheservedintheArmy.

Leadersneedtounderstandthepurposeandintentoftheirboss.Whentheydo,theycanbettercapitalizeonbringingtheirownknowledge,skills,andabilitiestobearinmakinggooddecisionsintheirlives.

Oneofthekeyrolesofaservantleaderistobevisionary,whichmeanstocommunicatewithprecisionaboutwhatisexpectedinthefutureorendstate.IntheArmy’sstandardmissionordersprocess,thereisaspecificplaceforwhatiscalledcommander’sintent.Thisiswherethecommanderdescribeswhatconstitutessuccessfortheoperation,linkingthepurposetohowtheoperationisenvisionedtogodown.Whendonewell,thisintentfacilitatesasharedunderstandingofwhatisinthemindofthecommander.

Irememberwritingthesevaluableintentstatements.Onceclearunderstandingisachieved,thehigher-levelcommanderthenbecomestheservantbydoingeverythingpossibletoenablethesuccessofthesubordinatecommanderstomeetthatintent.Thisexplanationisabitoversimplifiedbutitillustratesservantleadershipinaction.ThissameprocessisusedatalllevelsoftheArmyincluding(lessformally)downtosergeantswholeadsmallteams.

Lesson5:BuildTrustedRelationshipsBuildingtrustedrelationshipstrumpseverythingwhenitcomestoeffectiveleadership.

Trueleadershipcomestolifewhenmutualtrustexistsbetweenleadersandfollowers.Genuinetrusthappenswhensoldierstrain,sweat,bleed,andsacrificetogetherinpreparationfortheultimatetestofcombat.Theyarehonestwitheachother.Theyholdeachotheraccountable.Thereisanelementofloveandsupportthatdevelopsassoldiersofallrankslivelifetogether.Thisuniqueespritdecorpsisthespecialsaucethatreallyseparatesgreatteamsfromgoodteams.

Whenthereisalackoftrustinamilitaryunit,theconsequencesaresignificant,possiblycatastrophic:decisionsarequestioned,commitmentevaporates,disciplineerodes,andtheunitbecomesineffective.Itdoesnottakelongtocreateanenvironmentofdistrust.

Whensoldiersknowtheirleadershavetheirbacks,theytrustthemandwilldoanythingforthem.

Nowhereisitmorecriticaltodemonstratetheempathyandcareforsoldiersthanwhentragedystrikes.Ilearnedwhensomethingtragichappenstoasoldiertogotothemandtothehomeoftheirfamily.Ididn’tneedtoworryaboutwhattosay;thefamilyjustneededtoknowthatIcared.Ivisitedmanyhomes.Iwrappedmyarmsaroundalotoftroopsandfamiliesinneed.

InthebestunitsIserved,Ifelttheloveandsupportofthosearoundme.Iknewtheywouldcometomyaidifneeded,justasIwouldthem.ThebestleadersIhaveknownhaveheldtrustastheirhighestpriority.

Summary:PuttingtheLessonsintoActionThesefivelessonsarewhatIlearnedabouthowservantleadershipcontributestoawinningculturefortheU.S.Army.Thosewhoservearevolunteersanddosoinsupportofa*gratefulnation.WhentheAmericanpeopleshowtheirgratitude,itmakesadifferencebecausethesoldiersknowthepeoplecareaboutthem.

Tosummarizehowsoldiersandtheircomradesinotherservicesfeelaboutservinginuniform,allowmetohighlightaprofounddayinourrecentmilitaryhistory.ThedatewasJuly4,2008.ThelocationwasCampVictory,theU.S.militaryheadquartersinBaghdad,Iraq.Onthatday,1,215soldiers,sailors,airmen,andmarinesraisedtheirrighthandandpledgedtocontinuedefendingthelandofthefreeinthelargestreenlistmentceremonysincetheall-volunteerArmywasestablishedinJuly1973.

Whydidsomanytroopschoosetoremaininuniform—andtodosointhecombattheaterwheresomanyhaddeployedandsacrificedoversevenyearsofconstantconflictinAfghanistanandIraq?Ibelievetheservantleadershipenvironmentcreatedbysoldiersofallrankswasaprincipalcontributor.AndwhenyousacrificeandsufferindefenseofAmerica,youlearntoloveitmore.

JeffreyW.FoleyispresidentofLoralMountainSolutions,Inc.(www.loralmountain.com),whereheisaspeakerandleadershipconsultantwhocoachesexecutivesandhelpsthembuildhigh-performingorganizations.HeiscoauthorofthebookRulesandToolsforLeaders,nowinitsfourthedition.JeffgraduatedfromWestPointandservedthirty-twoyearsintheU.S.Army,earningtherankofbrigadiergeneral.Throughouthismilitarycareerheservedinleadershippositionsaroundtheworld,alwaysfocusedontheaccomplishmentofthemissionandtakingcareofpeople.

Chapter23ABaptismofLeadership

ERWINRAPHAELMCMANUS

ErwinMcManusandImetwhenwewerecohostsataLeadLikeJesussimulcast.ThatwasthebeginningofmyadmirationforErwin,notonlyasapreacherbutalsoasabrotherinservantleadership.WhathehasdonewiththecreationofhisLosAngeles-basedchurch,Mosaic—agatheringplaceforbrokenpeople—isabsolutelyamazing.Hefeltifallofthesepeoplefromdifferentbackgroundsanddifferentwalksoflifecouldcometogetherinacommunityoflove,theycouldcreateabeautifulmosaic.Erwin’sessayisacandidandpersonalstoryaboutaservantleader’sstruggle.—KB

ITWASArainySundaymorningandararedayformebecauseIwasinasuit.Tobehonest,rainyisanunderstatement.Itwasatorrentialdownpourwherethestreetswerequicklyturningintorivers.Ihadjustfinishedspeakingatalittlechurchintheinner-cityareaofDallas,andtheprospectofgettingtomycarwithoutbeingdrenchedwasunlikely.

IwatchedaspeopleranthroughtheparkinglotusingwhatevertheycouldfindtocovertheirperfectlygroomedhairandSundaybestclothes.Istoodinahiddencornerwantingtoavoidinvolvingmyself,assomepeoplehadtakenthebustochurchandweretrappedbythestorm.

Mypreciouswife,Kim,pulledmeoutoftheshadowsandinformedmewehadbeenaskedtochauffeuragroupofhighschoolstudentstotheirhomes.Iwasnothappyaboutbeingrecruited.IfeltIhadalreadydonemypartbybringingamessageofhope.(I’mnotsure,butImayhaveeventalkedaboutthepowerofserving.)

Shortlythereafter,asweweredrivingthroughtherainstorminouryellow

Shortlythereafter,asweweredrivingthroughtherainstorminouryellowFordPintopackedwithteenagers,mywifesuddenlyyelledout,“Didyouseethatman?”

Isaid,“Whatman?Ican’tevenseetheroad!”Thewindshieldwiperswerelosingtheirbattletryingtoclearaviewformetodriveforward.Thecarfeltmorelikeaboataswepushedourwaythroughthewaters,causingwavesasweadvanced.

KiminsistedIstoptohelpthemanwhowascaughtinthestorm.Igenuinelyneversawhim.

Ididn’twanttoseehim.“Weneedtotakethesekidshomefirst,”Isaid.“Thenwe’llgobackandhelp

themanifhe’sstillthere.”Ittookonlyafewminutestomaketheroundsandgetthecrewtotheir

homes.WewerenowfightingourwaybacktothestreetwhereKiminsistedthemanhadbeenstanding.Ilookedandsawnoone.

“Thereheis—youjustpassedhim!”Kimshouted,asifIhaddoneitonpurpose.

Turningaroundinthisstormwouldnotbeeasy.Itriedtoconvinceherweshouldjustgoonhome.Shewouldn’thaveit.SoImanagedtoturnaround—andthenIsawhiminfrontofme:ahomelessmantryingtoreassemblehisshoppingcartashispossessionsfloatedinthefloodedstreet.

Kimsaid,“Weneedtohelphim.”Justsoyouknow,mywifewasabouteightmonthspregnantwithourfirstchildatthetime.Iknewwhenshesaidweshedidnotmeanherselfandthebaby.Itwastheroyalwe—whichmeantme,onherbehalf.

FrustratedabouthavingtotakeonataskIknewwouldbefutile,Itookoffmysuitjacketandjumpedoutofthecartohelptheman.Whiletherainpoureddownonusandthewatersrankneedeep,Ireassembledhisbrokencartandthenhelpedhimgatheruphispossessions—whichtomelookedlikenothingmorethangarbagethatwasnowsoakingwetandworthless.

Iwillneverforgetthetiming.Themomentweweredone,therainsuddenlystoppedandthesunbrokethrough.Theskywasbeautifulandclear.

Theironyofthisstruckmeasfartoocoincidental.WasthisGod’swayofmakingapoint,orsimplyHissenseofhumor?

AfterIspokewiththemanandheassuredmetherewasnootherwayIcouldhelphim,Islowlywalkedbacktoourcar.Iwasdrenched.Igotin,closedthedoor,andquietlybegandriving.

Ididn’teventrytomakeeyecontactwithmysweetwife.Ijustwantedtomakeithomewithouthavingaconversation.Butitwashardtoignorewhatwas

makeithomewithouthavingaconversation.Butitwashardtoignorewhatwashappeningnexttomeinthesilence.Kimwascrying.Soitwasnowdryoutsideandraininginthecar.

Itookadeepbreath,thinkingGreat,nowshe’scrying.WhatdidIdowrong?“Whyareyoucrying?”Iaskedquietly,notreallywantingtoheartheanswer.IttookamomentforKimtocatchherbreathandfindthewords—wordsI

willneverforget.“Thatwasthegreatestsermonyouhaveeverpreached.”Thosewordschangedmylife.Frankly,Ihadalwayshopedmygreatestmessagewouldbetoanaudienceof

thousands,nottoanaudienceofone.NowIknowbetter.Ourmessageisalwaysgiventoanaudienceofone—thepersonweareserving.Inservingothers,ourmessageisourlives.Wemustliveourmessageforourmessagetohavelife.Tome,that’swhatservantleadershipisallabout.

ThelifeofJesusgavepowertothewordsofJesus.JesusisthegreatestleadertheworldhaseverknownbecauseHeisalsothegreatestservanttheworldhaseverknown.Servantleadershipisapeculiarandevenunexpectedcombinationofwords.

Theywouldatfirstglanceseemmutuallyexclusive.Pickone—butyoucan’tbebothatthesametime.Orsoitwouldseem.Italsoimpliesthattherearemanydifferentapproachestoleadershipfromwhichwecanchoose.Afterall,historyisresplendentwithexamplesofleadersweshouldhaveneverfollowed.

Thetruthis,whileeveryonecanserve,noteveryoneisequallydesignedtolead.Iknowinouregalitarianculturewewanttopretendeveryoneisthesame.Buteveryoneisnotthesame.Weallhaveinfluence,buttheradiusofthatinfluencevariesfrompersontoperson.

Somestruggletohaveavisionfortheirliveswhileothersstrugglebecausetheyhaveavisionfortheworld.Youcanmaximizetheinfluenceyouhavebeenentrustedwith,butthematerialofleadershipisararecombinationoftalent,intelligence,skill,andotherunpredictableintangibles.Allofthis,forgedtogetherthroughthechoicesyoumakeandthepersonyouchoosetobecome,hasmergedtomakeyoutheleaderyouaretoday.Andhereisthefundamentalpartoftheproblem:themoregiftedyouaretolead,thegreaterthetemptationtoforgothecallingtoserve.

Leadershipisaproductofgifting.Servanthoodisaboutcharacter.Thecombinationiswhatwewoulddescribeasgravitas.Whileleadershipisclearlydevelopedandhoned,itisjustasclearlyforgedfrommaterialyouwerebornwith.Yourcharacterisadifferentstory.Herethematerialemergesoutofyour

choices.Youdeterminethedepthofyourcapacitytoserve.Servanthoodiscompletelyindependentoftalent.Whileyourtalentmayhave

aceiling,yourcharacterdoesnot.Youcanservetoyourheart’scontent.Andthatisexactlythepoint—servanthoodisamatteroftheheart.

Leadershipistheabilitytomoveothersinacommondirectiontoaccomplishacommonmission.Itisnotlimitedordefinedbywhyorwhereweareleadingthosewhoarefollowing.

Servantleadershipisaboutthewhy.Itisaboutmotive.Servantleadershipisn’tastrategyoranapproachtowardleadership.Servantleadershipistheintentionandtheessenceofourleadership.Thisiswhyitissoimportanttoknowhowtoservebeforeyoulearnhowtolead.

Servingandleadingchangeyou.Ifyoubecomealeaderbeforeyoubecomeaservant,youwilluseyourtalenttomovepeopletofulfillyouragendaregardlessoftheirwell-being.Youwillseeandtreatpeopleascogsinyourwheeltomoveanduseasyoudeemnecessary.

Ifyoubecomeaservantbeforeyoubecomealeader,youwillseeyourtalentasagifttobeusedforthegoodofothers.Youwillseeyourselfasaservanttoahighercalling;amorenoblemission;apurposegreaterthanyourself.

Thepoweroftheservantleaderdoesnotcomefromtheirpositionbutfromtheirsacrifice.Theyarefollowednotbecausetheyarefearedbutbecausetheyareadmired.Theirgravitasisnotbasedontheirtitleorrankorstatus,butontheirbloodandsweatandtears.Theyhaveearnedtherighttoleadbecausetheyhavesetthestandardforwhatitmeanstoserve.Theychoosetoserve.Theywerechosentolead.

ThisistheparadoxofJesus.Jesusrewritesthescriptofwhatitmeanstolead.HeneverasksmoreofHisfollowersthanHehasgivenhimself.Hesetsthestandard:toleadistoserve.Andonlythosewhoservewilleverbeentrustedwithleadership.

ThewayofJesusistoserve.Itisnotamethodologyorstrategy.ItiswhoGodis.Godisaservant.ItisHisessence.

That’swhy,whenJesusknewthatallpowerandauthorityhadbeengivenHim,thefirstthingHedidwastieatowelaroundHiswaistandwashHisdisciples’feet.ThisiswhatGoddoeswithHispower.ThisiswhyGodisbothallpowerfulandallgood.Absolutepowerdoesnotcorruptabsolutely,itrevealsabsolutely.Withallthepowerintheuniverse,Godstillchoosesthepathofservanthood.

WetendtowantGod’spowerbutnotHischaracter.YetonlywhenweembraceHischaracterarewetrustworthywithHispower.Servantleadershipunderstandsthatourcallingisnottooverpowerbuttoempower.

understandsthatourcallingisnottooverpowerbuttoempower.Leadershipisaprivilegethatshouldonlybeentrustedtothosewhosehands

arecallusedandcharacterismarkedbythevirtueofbecomingaservant.Hewhoservesgreatlywillleadgreatly.Andintheend,ifyouwanttobegreatinGod’skingdom,thenbecometheservantofall.

Whoweareintherain,andthechoiceswemaketoservewhennooneiswatching,areallwewillhavetogivetotheworldwhenwehaveourmomentinthesun.Thegreatestleaderswhenthesunisshiningarethegreatestservantsintherain.

OnthesamedayIwasdeterminedtostaydry,Ifoundmyselfdrenched.Ididn’tknowitthenbutthatdaywasmymostprofoundbaptism.Itwasmybaptismofleadership.

Thebaptismofleadershipisservanthood.

ErwinRaphaelMcManusisaniconoclastknownforhisintegrationofcreativityandspirituality.HeistheleadpastorandfounderofMosaic,achurchlocatedintheheartofLosAngeles.HeistheauthorofTheLastArrow,TheBarbarianWay,TheArtisanSoul,andseveralotherbooksonspiritualityandcreativity.

Chapter24LittleThingsandBigThings

JONGORDON

WhenJonGordonandIfirstmet,IfoundouthewasafellowCornellian.ThenIheardhimspeakandIquicklyrealizedweweremorethanCornellbrothers—wewerekindredhearts.Ithinkyou’llfeelthesamewayafteryoureadhiswonderfulessay.NeitherJonnorIcanthinkofamoreimportantleadershiprolethanbeingaparent,whichJonwilldemonstrateinthisessay.Whatablessingitisifyouhadagivingparentortwoinyourlifewhosettheexampleforservantleadership.—KB

WHENITHINKofservantleadership,twoimagescometomind:JesuswashingthefeetofHisdisciples,andmymommakingmeasandwich.

Itiswritten:

SoHe(Jesus)gotupfromthesuppertable,setasideHisrobe,andputonanapron.ThenHepouredwaterintoabasinandbegantowashthefeetofthedisciples,dryingthemwithHisapron.(John13:4-5,MSG)AfterHehadfinishedwashingtheirfeet,HetookHisrobe,putitbackon,andwentbacktoHisplaceatthetable.ThenHesaid,“DoyouunderstandwhatIhavedonetoyou?Youaddressmeas‘Teacher’and‘Master,’andrightlyso.ThatiswhatIam.SoifI,theMasterandTeacher,washedyourfeet,youmustnowwasheachother’sfeet.I’velaiddownapatternforyou.WhatI’vedone,youdo.”(John13:12-15,MSG)Jesusfeltthatnomatterwhatyourpositionis,yourroleistoserve.Thatwasexactlymymother’sphilosophy.EventhoughshewasmymotherandIadmiredher,shewasalwaysservingme.Shedidn’thaveaself-servingboneinherbody.Tenyearsago,Iwastakingawalkwithmymomnearherhomeinsouth

Tenyearsago,IwastakingawalkwithmymomnearherhomeinsouthFloridawhenInoticedshewasgettingtired.MymomandIalwayswalkedtogether.Shewasafitwalkingmachinewhonevergottired,soIknewsomethingwaswrong.

“Let’sgobacktothecondosoyoucanrest,”Isaid.“No,IwanttowalktothestoresoIcangetsomefoodtomakeyoua

sandwichforyourdrivehome,”shesaid.IwasheadedbacktomyhomeinPonteVedraBeach,andmymomthoughtImightstarvetodeathwithouteatingduringthefive-hourdrive.

“Okay,”Isaid,knowingshehadhermindset.GrowingupinaJewish-Italianfamily,theonethingyoudidn’tdowasarguewithMomaboutfood.Toher,foodandlovewereoneandthesame.

Wecontinuedwalkingandmadeittothesupermarket.Aswewalkedback,Icouldtellshewasgettingmoreandmoretired.Whenwearrivedbackathercondo,shewasexhausted—yetthefirstthingshedidwaswalkintothekitchenandmakemeasandwich.

Onmydrivehome,Iatehersandwichbutdidn’tthinkmuchaboutitatthetime.Now,tenyearslater,IthinkaboutthatsandwichalotbecauseitwasthelasttimeIsawmymomalive.

Mymomwasbattlingcancer,whichwaswhyshewassotired.Shedidn’ttellmehowbaditreallywas,norhadshementionedhowbleaktheoddswereforhersurvival.Shewasfightingforherlife—yet,onthatday,herbiggestprioritywastomakemeasandwich.

Lookingback,Irealizeshewasn’tjustmakingmeasandwich.Shewasshowingmewhatselflessloveandservantleadershipwereallabout.

Atherfuneral,manyofherrealestateclientsandcolleaguescameuptomeandsharedcountlessstoriesofalltheselflessactsoflovemymomdidforthemaswell.Turnsoutsheservedherworkteamandherclientsthesamewaysheservedherfamily.

Weoftenthinkthatgreatleadershipisaboutbigvisions,biggoals,bigactions,andbigsuccess.ButIlearnedfrommymomthatrealleadershipisaboutservingothersbydoingthelittlethingswithabigdoseofselflesslove.

Makingasandwichandwashingfeetmaynotseemlikeexcitingactsofgreatness,andyettheyaretheveryactionsthatmoveotherstodogreatthingsandchangetheworld.

WhenIthinkaboutJesusandmymom,IthinkaboutwhatIcandotoserveothers.WhenI’mnotontheroadspeaking,I’mdevotedtohelpingmyteenagechildrenbethebesttheycanbe.Ihelpmywifearoundthehouseandhaveeven

becomeskilledatdoinglaundry.Mycompany’smissionistoinspireandempowerasmanypeopleaspossible,

onepersonatatime.Onepersonatatimemeanswewillneverbetoobusytohelponepersoninneed.That’swhyIpersonallyrespondtoanyonewhoemailsmeseekingadviceafterreadingoneofmybooks.IfigureifJesuscantakethetimetowashthefeetofHisdisciplesandmymomcanmakemeasandwichwhilebattlingcancer,Icansurelyfindtimetohelpsomeonewhoneedsencouragement.

Servingothersmaynotalwaysfitourschedule,butitfitsGod’splanforourlives.Goddoesn’tpickthebest;Godpicksthemostwilling.Ifwearewillingtoserveinsmallways,we’llchangetheworldinbigways.Itallstartswithwashingfeet,makingasandwich,andothersmallactsofselflessloveandservantleadership.

JonGordonistheauthorofnumerousbooksincludingTheEnergyBus,TheNoComplainingRule,TrainingCamp,TheCarpenter,andmostrecently,ThePowerofPositiveLeadership.JonisagraduateofCornellUniversityandholdsamaster’sdegreeinteachingfromEmoryUniversity.HeisfounderofTheJonGordonCompanies(www.jongordon.com)whereheliveshispassionfordevelopingpositiveleaders,organizations,andteams.

Chapter25InPraiseofFollowership

MARGIEBLANCHARD

MargieandIhavebeenmarriedmorethanfifty-fiveyears.Sheismymentor,myfirstlove,andanunbelievableservantleader.WestartedourcompanytogetherandIwassmartenoughtoagreethatsheshouldbepresident.NearlytwentyyearsagoshesteppeddownfromthepresidencytocreateandleadathinktankwecallOfficeoftheFuture,whosepurposeistoensurewearenotsurprisedbynewinnovationsortechnologythatcomealong.Ithinkyou’llfindheressayonfollowershipunique,consideringthisisabookaboutleadership—butit’ssoapplicableintoday’sworkplace.—KB

DIDYOUEVERthinkaboutthedifferencebetweenthewordsleaderandleadership?Theleaderisjustoneperson,whereasleadershipassumesboththepersonandtheirfollowers.Inourworld,wefocusalotofattentionontheleader.That’swhowewanttobewhenwegrowup.Butthefolloweristheonewhooftendoesallthework.Infact,wespendmuchmoreofourtimeasfollowersinthisworldofworkthanasleaders—anestimated90percentofourtime.Ifthat’strue,followershipmaybemoreimportantthanleadership—particularlyifthefollowerisaservantleader.

“Afollowerasaservantleader?”youmightrespond.“Yes,”Iwouldinsist.Alotofmanagersweknowwouldrespondinthesameskepticalway.Inthatregard,KenandIteachaservantleadershipcourseaspartofaMaster’sofScienceinExecutiveLeadership(MSEL)programwecofoundedwiththedeanoftheCollegeofBusinessattheUniversityofSanDiego.

Priortoourweekendclass,weaskthestudentstoreadInsightson

Leadership,abookofessaysonservice,stewardship,spirit,andservantleadershipeditedbyLarryC.Spears.1(Larryistheauthorof“CharacteristicsofServantLeaders”inPart1ofthisbook.)Atthebeginningofclass,wedividethestudentsintosmallgroupsandaskthemtosharewitheachotherwhattheylearnedfromthereadingsandwhatitmeanstothem.Wehavethemfocusonfiveoftheessaysthatwepreassigned.Yearafteryear,theessaythatcatchesthestudents’attentionthemostis“FollowershipinaLeadershipWorld”byRobertE.Kelley.Why?Peopledon’tthinkafollowercanbeaneffectiveservantleader.Kelleysuggestsfollowershipisoftenoverlookedbecausemostrecognitionandrewardsgotoleaders.

KelleyhelpedmethinkofallthetimesasaleaderthatIhavebeengratefulforfollowerswhodotwothings.One,theychallengemyideasandimplementationstyleandhelpmegetclarityonwhatIreallywanttohappenandhowtobestexecuteit.Two,whenIhaveagoodidea,theyarereadytohelpmeimplementitbybeginningtoproblemsolvesomeofthechallengesmyideaorinitiativewouldlikelyface.Thefirstinvolvesmanagingupthehierarchyasaservantfollower.Thesecondisallaboutservingasadirectreport.

ServingUptheHierarchyOneofthemostcommonquestionswe’reaskedis“Whatdoyoudowhenyoubelieveinservantleadershipandwanttoimplementitwithyourpeople,butthetopmanagerhasacommand-and-control(hierarchicalleaderdominated)philosophy?”

Ourresponseis“Youcancomply,complain,confront,dustoffyourrésumé,orbecomeaneffectivefollower.”

Themostcommonmethodspeopleusefordealingwithacommand-and-controlleaderaretocomply—adapttotheflawedphilosophyoftopmanagement—orcomplain—spendmoretimemoaningandgroaningtoanyonewhowilllistenthantheyspenddoingtheirjob.Afewpeoplewilldustofftheirrésuméandbeginlookingforapositionelsewhere.Evenfewerwillconfrontthetopmanager—which,unfortunately,isnotusuallyveryeffective.Why?Becausetheyconfrontbeforetheyconnect.Inotherwords,theydon’thavearelationshipwiththebossbeforetheydelivertheirfeedback.

Whenattemptingtoinfluenceupthehierarchy,it’simportanttorememberthatyouhavenopositionpower;onlypersonalpower,atbest.Andwhenyougivesomeonefeedbackwithwhomyouhavenorealconnection—Idon’tcarehowgentlyyougiveit—youwillnotbuildupyourrelationship.

I’llneverforgetyearsago,whenKenwasteachinganoccasionalcourseata

businessschoolandanewdeanarrived.Thedeanhadwrittenalotaboutparticipativemanagement—anearlyformofservantleadership.However,hedidn’tpracticeit.Hewaswheelinganddealingandmakingallkindsoftop-downdecisionswithoutanyparticipationfromthefaculty.Someofthefacultyleadersindividuallydecidedtoconfronthimabouthisinconsistentbehavior—andyetnoneofthemhadeverreallyconnectedwiththismanpriortoconfrontinghim.Heessentiallythreweachofthemoutofhisofficeinturn.

Ken,whoagreedwiththedirectionthedeanwantedtotaketheschoolbutwasconcernedabouthisdecision-makingstyle,realizedhehadtodeveloparelationshipwiththedeanbeforehecouldgivehimanyfeedback.KenandIbelievethatbuildingarelationshipwithsomeoneislikehavingmoneyinthebank.Nomatterhowwellitisdone,givingsomeonefeedbackdrawssomethingfromyourinterpersonalbankaccountwiththatperson.Asaresult,youbetterhavesomegoodexperiencesinyouraccounttodrawfrom.Otherwise,usingourbankinganalogy,youwillneedamaskandagun—positionpower!Kendecidedthatsincehedidn’thaveanypositionpowerwiththedean,hehadbetterbuilduphisinterpersonalbankaccountbeforetalkingwithhimaboutthenegativeimpacthisstylewashaving.

So,onedaywhenhesawthedeaninthehallway,Kencommentedspecificallyonhowmuchheadmiredthedean’swritingskills.Hesaid,“I’mworkingonapaperIhopetogetpublishedinagoodjournal.Withyourwritingexperience,wouldyouhavetimetomeetwithme?I’dliketosharemylatestdraftwithyouandgetyourfeedback.”Thedeanrespondedimmediately:“I’dlovetomeetwithyou.”Whentheymet,thedeanhadallkindsofhelpfulfeedback.Attheendofafollow-upmeetingthedeancasuallysaid,“Ken,howdoyouthinkweshoulddealwithsomeofthejerksinthisschool?”ThekeywordforKenwas“we.”Heknewhenowhadsomemoneyinhisinterpersonalbankaccountwiththedean—personalpower.Sohefeltfreetotalktothedeanabouthowachangeinhisdecision-makingstylemighthelpandknewthedeanwouldlistenwithoutgettingdefensive.Inretrospect,that’swhatahelpful,effectiveservantleaderasafollowerwoulddo:putthegoodoftheorganizationaheadofanyegoneeds.

ServingasaDirectReportNowlet’slookattheroleaneffectiveservantfollowerplaysinhelpingleadersimplementtheirgoodideas.It’sallaboutgoingsomewhere—andittakesboththeleaderandthefollower.Mybrother,TomMcKee,whoisourcompany’schairmanandCEO,oncetoldmeheevaluatedpeoplebythenumberofthings

theyhelpedhimmoveforwardoreventookcompletelyoffhisplate!SometimesIthinkitboilsdowntoaleadercreatingavision,destination,orinitiative,andafollowerunderstandingthatvisionandhelpingitcomealive.

IrememberatimewhenIwaspresidentofourcompanyandgottheideathatourleadersandmanagersneededtomeetoneononewitheachoftheirdirectreportsforatleastthirtyminuteseveryotherweek.Whilethemanagerswouldberesponsibleforschedulingthemeeting,whatwasdifferentaboutthesemeetingswasthattheirdirectreportswouldsettheagenda—talkaboutwhateverwasontheirmind.Itcouldinvolvehavingasickchildathomethatrequiredthemtospendlesstimeintheoffice,oraparticulargoaltheywereworkingonandneededsomesupportanddirection.ThiswasanideaIhadheardaboutfromaverysuccessfulownerofthreefastfoodrestaurantswhohadthelowestturnoverratebyfarofanyoftheotherrestaurantsinthechain.Hecreditedhisone-on-onemeetingsasamajorfactorinthoseresults.Whenyouthinkaboutit,whywouldayoungpersongodownthestreetforasmallincreaseinsalarywhentheyhadanadultwhor*allycaredandwasinterestedinthem?

SohereIwaswithmynewideaforourcompany.Ineededsomebelieversthatthisinitiativecouldtakeholdinourorganizationandthatitwouldmakeapositivedifferenceinanumberofways.Ifoundaservantfollowerandwebrainstormedandplottedandroundedupafewmorefollowerstoexperimentwiththisnewpractice.Aswithanychange,itwasnoteasyorquick.Eventhoughtherewereearlysuccesses,thereweremoreexcusesthanthereweremeetingshappening.AndyetIcontinuedon,creatingvariousincentivesandwatchingmoremanagerscatchonandbecomeconvertsuntilone-on-onemeetingswerefinallybakedintoourculture.

Thisneverwouldhavehappenedwithouttheroleofthefollowers.Theyweretheoneswhohadtodosomethingnew.Weneedbothservantleadersandservantfollowerstoexecuteanychange.

Itgoeswithoutsayingthatleaders’ideasshouldbegoodones—worththetimeandeffortboththeyandtheirfollowersaregoingtoinvestinmakingsomethingnewhappen.Followersneedtoseealineofsightbetweenaleader’sideasandsomegreatergoodfortheorganizationandthepeopleinit.Inmyexampleofone-on-onemeetings,wewereaimingforlessisolationandmoreconnectioninthemanager/directreportrelationship.

Ioftenhearthattheworldisindesperateneedofgreatleaders—andIagreeweare—butIalsobelieveweneedwhatRobertE.Kelleycallsexemplaryfollowers.2Theseindependentcriticalthinkersareactivelyinvolvedinservingtheorganizationandmakingitasgoodasitcanpossiblybe—anorganization

thatachievesgreatrelationshipsandgreatresults.Asanexemplaryfollower,eachofusistaskedwithlisteningmoredeeplytonewideasandbeingopentothepossibilityofbeinginfluenced.Exemplaryfollowerslookforthehighestvalueofanideaandhelptheirleaderssharpentheirthinking.Theylookbeyondthetemporaryawkwardness,inconvenience,anddiscomfortthatcomeswithallchangeandtheyarewillingtoseenewandneededresourcesthatmaybealreadyinplace—likeotherenthusiasticpeoplewillingtotrysomethingnew.Theyneedtoresistthepullandcomfortofnotchanging.Whenwehearstatisticssuchas80percentofchangeeffortsfail,weneedtorealizethatbothleadersandfollowershavetheresponsibilitytonotletthatcontinuetohappen.

FollowersGettheJobDoneInresearchforTheKenBlanchardCompaniesdonebyourson,Scott,andcolleaguesDreaZigarmiandVickyEssaryontheLeadership-ProfitChain,3theyfoundthatanestimated85percentoftheexecutionofavisionorchangeinitiativehappensthroughfollowers.Followerscreateandrefineproductandserviceofferings;theymarket,sell,andfulfilltheseofferings;andtheyplaykeyrolesinsolvingproblems.Today,jobseekersaredrawntowardorganizationswithfollowershipopportunitiesthatfocusondevelopingpeopleandencouragingtheircareergrowth.Theyareattractedtoculturesthatgivethemfollowershipchallengesthathelpthemconnecttheirday-to-dayactivitieswithahigherpurpose:themission,vision,andvaluesoftheorganization.

WhenIwaspresidentofourfirm,IusedtoevaluatemydayormonthonwhetherIwasabletospendatleast50percentofmytimeonopportunitiesandthefuture,orwhetherthat50percentgoteatenupbyday-to-dayconcernsandproblemsthatothersshouldhandle.Forleadersandmanagers,inmostcases—aswehaveemphasized—theworkgetsdonebyservantfollowers.Mostjobs,eventheroleofpresident,haveafollowershipcomponent.Infact,therealkeytopromotionupthehierarchymightbeeffectivefollowership.

WhenItalkabouteffectiveservingfollowers,Iamnottalkingaboutpeoplewhoaresubmissive,towingtheline,takingorderswithoutquestion,orplayinginsidetheboxoftheirjobdescription.I’mtalkingaboutpeoplewhoarecommittedtoahighercausethantheirpersonalgain.Theyarecompetentandcrediblepeoplewhoconstantlyarelookingforwaystogrow.Theyarecuriousandtheysethighstandardsforthemselvesandothers.

HowdoessomeonebecomeanexemplaryfollowerinKelley’sterms?Hecontendsthat“thebestfollowersknowhowtoleadthemselves.”We’vefeltthatwayforalongtime.That’swhyKen,SusanFowler,andLaurieHawkins

developedaself-leadershipprogramforourcompanythatteachespeoplehowtodevelopthemindsetandskillsetforgettingwhattheyneedtosucceed.Whenwesaysucceed,wemeannotonlypersonalsuccessbutalsoorganizationalsuccess.Ourbeliefisthatleadershipisnotsomethingyoudotopeople—it’ssomethingyoudowithpeople.Thisencouragesside-by-sideleadership,nottheoldtop-downleadership.Servantleaderstodayrealizethattheycan’tgetmuchdonewithouteffectivefollowers.

Ihavegreatrespectforfollowers.Iamonein90percentofmylife.Intheother10percent—whenIattempttolead—Iamblessedbyexemplaryfollowers,andsoisourorganization.

MargieBlanchardiscofounderofTheKenBlanchardCompanies(www.kenblanchard.com).Acompellingspeaker,author,entrepreneur,consultant,andtrainer,Margieisacorecipientwithherhusband,Ken,oftheEntrepreneuroftheYearawardfromCornellUniversity.Shereceivedherbachelor’sandmaster’sdegreesfromCornellandherdoctoratefromUniversityofMassachusetts,Amherst.Sheiscoauthorofthreebooks:TheOneMinuteManagerBalancesWorkandLife,LeadingataHigherLevel,andWorkingWell:ManagingforHealthandHighPerformance.

Notes1.LarryC.Spears,InsightsonLeadership:Service,Stewardship,Spirit,and

Servant-Leadership(NewYork:JohnWileyandSons,1997).2.RobertE.Kelley,“InPraiseofFollowers,”HarvardBusinessReview

(November1988).3.ScottBlanchard,DreaZigarmi,andVickyEssary,“TheLeadership-Profit

Chain,”Perspectives(Escondido,CA:TheKenBlanchardCompanies,2006).

PartFourExemplarsofServantLeadership

PeopleWhoHaveBeenIdentifiedasClassicServantLeaders

•KenBlanchardandPhilHodges,in“Jesus:TheGreatestExampleofaServantLeader,”provideaworthyillustrationofhowtheimportantthingaboutbeinganeffectiveservantleaderisnotwhathappenswhenyou’rethere—it’swhathappenswhenyou’renotthere.

•JohnHopeBryant,in“AndrewYoung:PartnerinServantLeadershiptoMartinLutherKingJr.,”relateshowtherelationshipbetweenKingandYoungremainsanalmostperfectexampleofaservantleadershippartnershipbetweentwogreatmen.

•Inheressay“PatSummitt:SteelyEyes,ServantHeart,”TamikaCatchingscaptureshowCoachSummit,whileafiercecompetitor,madesureherplayersalwayscamefirst.Shewasaservantleaderwhofocusedonbothresultsandpeople.

•TonyBaron,in“DallasWillard:TheSmartestManIEverMet,”describeshowhismentorinspiredgreatnesswithhisservantheartashehumblytaughtandencouragedpeoplehemetonhisjourney.

•In“HenryBlackaby:ALifelongServantLeader,”RichardBlackabyshareshowhisfather,Henry,thegreatpastorandwriter,hasalwaysmodeledthatwedonotleadorganizations—weleadpeople.Andwhenweimpactpeopleasaservantleader,wechangetheworld.

•JimDittmar,in“FrancesHesselbein:ToServeIstoLive,”describesanexemplaryservantleaderwho,withgraceandhumility,throughorganizationssuchasGirlScoutsoftheUSAandtheDruckerFoundation,hasmadeapositiveimpactonthousandsoflives.

•Inhisessay“Charlie‘Tremendous’Jones:ASermonSeen,”MarkSanbornillustrateshow“Tremendous”livedoutthephilosophythatthebestservant

leadersdon’tjusttellushowtolead,theyshowus.

Chapter26Jesus

TheGreatestExampleofaServantLeader

KENBLANCHARDANDPHILHODGES

I’malatecomertotheLord.Asaresult,itwasn’tuntilmyearlyfiftiesthatIstartedtoreallyreadtheBibleandlearnaboutJesus.Intheprocess,IrealizedHeisthegreatestleadershiprolemodelofalltime.WhenIsharedthisinsightwithmycolleagueandfriendPhilHodges,whohadbeenaspiritualguideofmine,heagreed—andtogetherwecofoundedtheLeadLikeJesusministry.InthisessaywewillfocusonJesusastheultimateservantleader.—KB

INITIALINDICATIONTHATJesusisthegreatestleadershiprolemodelofalltimecametoKenwhenhewasaskedtobeonReverendRobertSchuller’sTVshowHourofPowerafterTheOneMinuteManager1wasreleasedintheearly1980s.

AsKenremembersit,Dr.Schullersaid,“IloveTheOneMinuteManager.Why?BecauseIbelieveJesuswasthegreatestOneMinuteManagerofalltime.”

“Really?”Kensaidwithasmile,neverhavingthoughtofJesusasamanager.“Absolutely,”saidDr.Schuller.“Afterall,hewasveryclearongoalswith

hisdisciples.Isn’tthatyourfirstsecret—OneMinuteGoalSetting?”Kensaid,“Yes.”ThenDr.Schullersmiledandsaid,“AndyouandTomPetersdidn’tinvent

‘managementbywanderingaround’—Jesusdid.Hewanderedfromonevillage

toanother.IfHecaughtsomeonedoingsomethingright,Hewouldhealthemorpraisethem.Isn’tOneMinutePraisingyoursecondsecret?”“Yes,”Kenrepeated.

Tofinishhisanalogy,Dr.Schullersaid,“Andwhenpeoplesteppedoutofline,Jesuswasn’tafraidtogivethemareprimandandredirecttheirefforts—afterall,Hethrewthemoneylendersoutofthetemple.Isn’ttheOneMinuteReprimandyourthirdsecret?”

Kenlaughedandnodded,realizinghehadapoint.WhatDr.SchullersaidaboutJesusasaOneMinuteManagergotKen

thinking.Soanumberofyearslater,asKenbegantodeepeninhisfaith,hestartedtoreadtheBible.Asabehavioralscientist,hewentstraighttotheGospels—Matthew,Mark,Luke,andJohn—andthebookofActsbecausehewantedtoknowwhatJesusdidandhowitimpactedHisfollowers.Kenquicklyrealizedthateverythinghehadevertaughtorwrittenaboutleadership,Jesusdid—andHediditperfectlywithtwelveinexperiencedpeople.Hetransformedhisdisciplesintothefirstgenerationofleadersofamovementthatcontinuestoaffectthecourseofworldhistorymorethan2,000yearslater.

Atthispoint,thisisnolongerjustKen’sstory.Why?BecausewhenhesharedhisrealizationaboutwhatanincredibleleaderJesuswaswithPhil,whohadbecomeanimportantspiritualguide,LeadLikeJesus2wasborn.ThepurposeoftheministryistoglorifyGodbyinspiringandequippingpeopletoleadlikeJesus.ThatinvolvesfollowingHismandatetobeservantleadersandtoloveothersasHelovesus.ThegoalofLeadLikeJesusis“Someday,everyone,everywhere,willbeimpactedbysomeoneleadinglikeJesus.”

Whenwe(KenandPhil)tellpeoplethatthegreatestleadershiprolemodelofalltimeisJesus,wegetalotofraisedeyebrows.Peoplewanttoaskwhatevidencewehave—andwe’regladwhentheydo.AfewyearsagoataLeadLikeJesusliveteleconferencebroadcastfromAtlanta,Kenaskedhiscohost,thewell-knownpastorandauthorJohnOrtberg,“WhywouldyoutravelallthewayacrossthecountryfromyourhomechurchinMenloPark,California,toteachpeoplethatJesusisthegreatestleadershiprolemodelofalltime?”

Agiftedstoryteller,Ortbergsmiledandsaid,“Supposeyouwereagambler2,000yearsago.NowIknowsomeofyoudon’tlikegambling,butbearwithmeforamoment.Whichofthesewouldyouhaveputyourmoneyonlasting:theRomanEmpirewiththeRomanArmy,oralittleJewishcarpenterwithtwelveinexperiencedfollowers?”EveryoneintheaudiencesmiledasJohnwentontosay,“Isn’titinterestingthatalltheseyearslater,westillnamekidsJesus,Mary,andJoseph,andwenameourdogsNeroandCaesar?Irestmycase.”

WhileJohngotabiglaugh,hispointwaswelltaken.Clearly,Jesus’s

WhileJohngotabiglaugh,hispointwaswelltaken.Clearly,Jesus’sleadershipwaseffective.Hischurchexiststoday—andtheRomanEmpiredoesn’t.

Regardlessofyourspiritualbeliefs,you’llhavetoadmitthatJesusofNazarethwasamodelleader.Infact,He’stheonlyreligiousleaderweknowwhobuiltamanagementteam.HewentoutandgatheredtogetherinexperiencedpeoplewhenHecouldhaverecruitedgoodpreachers.NoneofthedisciplesHechosehadthekindofbackgroundyouwouldhaveexpectedJesustoneed.Andyet,Hebuiltthemintoquiteateam.Foralongtime,wehavebeensayingthattheimportantthingaboutbeingaleaderisnotwhathappenswhenyou’rethere,it’swhathappenswhenyou’renotthere.Asaparentorbusinessleader,youcanusuallygetyourkidsoryourworkgrouptodowhatyouwantwhenyouarethere.Therealtestiswhattheydoontheirownwhenyou’renotthere.AfterJesuswasphysicallygone,Hisdisciplescarriedonquitesuccessfullyandmadeadifferenceintheworld.HowdidHemakethathappen?Hewasaclassicservantleader.

ThefirsttimeJesusdefinedgreatnessasservice,notthewaytheworlddoes,isfoundinMatthew20.JohnandJames’smotherhadgonetoJesusandessentiallyaskedif,inheaven,oneofhersonscouldsitatHislefthandandtheotheroneatHisrighthand.Sheobviouslythoughtleadershipwasallaboutthehierarchy.AfterJesustoldherthatherrequestwasnotforHimtogrant,Heapproachedtheothertendisciples,whoweremiffedbecausethismotherhadaskedforthoseplacesofhonorbeforetheydid.

Jesuscalled(Hisdisciples)togetherandsaid,“YouknowthattherulersoftheGentileslorditoverthem,andtheirhighofficialsexerciseauthorityoverthem.Notsowithyou.Instead,whoeverwantstobecomegreatamongyoumustbeyourservant,andwhoeverwantstobefirstmustbeyourslave—justastheSonofMandidnotcometobeserved,buttoserve,andtogiveHislifeasaransomformany.”(Matt.20:25-28)

Weaddedtheemphasison“Notsowithyou”inthatverse.Why?BecauseJesus’scalltoservantleadershipisclearandunequivocal.HiswordsleavenoroomforPlanB.Heplacednorestrictionsorlimitationsoftime,place,orsituationthatwouldallowustoexemptourselvesfromheedingHiscommand.ForfollowersofJesus,servantleadershipisnotanoption;servantleadershipisamandate.

JesuswantedHisdisciplestogetthisimportantmessage:“Anyonewhowantstobefirstmustbetheverylast,andtheservantofall”(Mark9:35).Andyet,

whileJesuswantedHisdisciplestobeservantsofall,didHesendthemouttoservewithoutaclearvisionanddirection?Absolutelynot.Hedidnotforgettheleadershipaspectofservantleadership.

JesusestablishedacompellingvisionforHisdisciples.3Firstofall,HewasclearaboutwhatbusinessHeandHisdiscipleswerein.Hecalledthemnotjusttobecomefishermen,buttoagreaterpurpose—tobecome“fishersofmen”(Matt.4:19,NKJV).HeestablishedapictureofthefutureforHisdiscipleswhenHechargedthemto“goandmakedisciplesofallnations”(Matt.28:19).Finally,JesusidentifiedthevaluesHewantedtoguidetheirjourney,focusingfirstonlovingGodandthenonlovingtheirneighborsasthemselves(Matt.22:36-40).

OnceHisdiscipleshadacompellingvision—theywereclearontheirpurpose,wheretheyweregoing,andwhatwouldguidetheirjourney—Jesusshiftedhisroletotheimplementationaspectofservantleadership.Thisinvolvedservingthevisionbystrategicallyturningthetraditionalorganizationalpyramidupsidedown.NowHisfocuswasoninspiringandequippingHisdisciplestogooutandsupport,encourage,coach,andfacilitateotherpeoplehearingandcommittingtothegoodnews.

JesussymbolicallytoldhisdisciplesaboutthisshiftwhenHewashedtheirfeetatthelastsupper.

Youcallme“Teacher”and“Lord,”andrightlyso,forthatiswhatIam.NowthatI,yourLordandTeacher,havewashedyourfeet,youalsoshouldwashoneanother’sfeet.IhavesetyouanexamplethatyoushoulddoasIhavedoneforyou.VerytrulyItellyou,noservantisgreaterthanhismaster,norisamessengergreaterthantheonewhosenthim.Nowthatyouknowthesethings,youwillbeblessedifyoudothem.(John13:13—17)

Patienceisacoreskillforservantleaders.JesushadtobepatientwithHisdisciplesastheymovedfromdependencetoindependenceintheirjourneytobecomeservantleaders.Ifservantleadershipwereeasy,you’dthinkthegreatestmodelwouldhavehadinstantsuccesswithit.Whatisneededispatience,endurance,andconsistentfocus.We’vesaidforalongtimethatimplementingchangecomesmorefrommanagingthejourneythanannouncingthedestination.

Inthatlight,it’sinterestingtonotethatwhenJesussentthetwelvedisciplesoutforthefirsttimetospreadtheword,Hegavethemextensivebasicinstructiononwheretogo,whattosay,whattodo,andhowtodoit(Matt.10:5—13).Inotherwords,Jesusdidnotmovetotheimplementationaspectofservantleadership,symbolizedinHiswashingofthedisciples’feet,untilthe

visionanddirectionaspectofservantleadershipwasclear.ItwasnotuntiltheendofHisministryonearthjustpriortoHisresurrectionthatJesusfeltHecoulddelegateHisroleofservantleadertoHisdiscipleswiththeGreatCommission.

ThenJesuscametothemandsaid,“Allauthorityinheavenandonearthhasbeengiventome.Thereforegoandmakedisciplesofallnations,baptizingtheminthenameoftheFatherandoftheSonandoftheHolySpirit,andteachingthemtoobeyeverythingIhavecommandedyou.AndsurelyIamwithyoualways,totheveryendoftheage.”(Matt.28:18—20)

WebegantowonderwhatpreparedJesustobecomethegreatestexampleofaservantleaderandtoprepareHisdisciplestobethesame.Afterall,there’snotmuchinformationintheBibleaboutJesusfromtheageoftwelveuntilHebeganHisministryinHisearlythirties.Infact,onlytwocommentsappearintheBiblethatweremadeaboutJesusduringthistime:“Isn’tHethecarpenter’sson?”and“Isn’tHethecarpenter?”WedoknowHewasacarpenterandthatHeundoubtedlylearnedthetradefromHisearthlyfather,Joseph.Recognizingthosefacts,wewonderedinwhatwaysworkingasacarpenterhelpedprepareJesustobecomealeader.Wesoughtsimilaritiesbetweentheworkofa*goodcarpenterandtheworkofa*goodservantleader—similaritieswecouldlearnfromandapplytoourownleadership.Hereisaportionofwhatwediscovered.

Firstofall,goodcarpentersseethefinishedproductbeforetheystartajob.Similarly,goodleadershaveavisionofwheretheywanttogobeforetheystartleadingpeople.Second,goodcarpentersknowhowtoworkwithvarioustypesofmaterialsjustasgoodleadersknowhowtoworkwithvarioustypesofpeople.Third,goodcarpentersknowhowtouseavarietyoftoolswhendealingwithdifferentmaterialsindevelopingagoodfinishedproductjustasgoodleadersknowhowtouseavarietyofleadershipstyleswhendealingwithdifferentpeopletohelpthembecomehighperformers.

HowdidJesus’sleadershipofHisdiscipleslineupwiththeseinsightsfromcarpentryandleadership?First,asindicated,JesusdidindeeddevelopacompellingvisionforHisdisciplesthatmotivatedthemafterHisphysicaltimeonearthended.

Second,Jesussawbeyondcurrentcredentialstothelong-rangepotentialofthoseHecalledtobecomefishersofmen.GettingtoknowHispeopleandtheirstrengths,weaknesses,andindividualpersonalitieswasakeyelementofHisleadership.AsJesuslearnedaboutHisfollowers,theylearnedaboutandfromHim.

Third,whenJesusfirstcalledthedisciplesfromtheirordinaryoccupationsto

Third,whenJesusfirstcalledthedisciplesfromtheirordinaryoccupationstobecomefishersofmen,eachbroughthisuniquelifeexperiencesandskillstothenewtask—butabsolutelynopracticalknowledgeofhowtofillthenewrole.DuringtheirthreeyearsunderJesus’sleadership,thedisciplesweretransformedfromuntrainednovicestofullyequipped,divinelyinspiredandspirituallygroundedleadersabletofulfilltheGreatCommission.HowdidJesuslearntodothat?

WebelievetheexperiencesJesushadlearningthetradeofcarpentryprovidedHimwithapracticalmodelforhelpingpeoplegrowanddevelop.HeusedthismodeltoguidethelearningexperienceofHisdisciplesandmovethemfromcalltocommission.Whydowesaythat?Inlearningtobeacarpenter—andinmanyothertrades—peoplemustmovethroughfournormalstagesoflearning:fromnovice,toapprentice,tojourneyman,and,finally,tomasterteacher.Toenablethatkindoftransformation,trainersorleaderswouldneedtochangetheirleadershipstylefromdirecting—whichisappropriateforlearnersatthenovicestage(someonejuststartingout);tocoaching—foranapprentice(someoneintraining);tosupporting—forajourneyman(someonecapableofworkingindependentlybutlackingtheconfidencetoteachothers);todelegating—foramasterteacher(someonehighlyskilledwhohasthecompetenceandconfidencetoteachothers).

ThisapproachisverysimilartotheSituationalLeadership®IImodel4thatKenreferredtoinhisopeningessay,“WhatIsServantLeadership?”Bothapproachessuggestthateffectiveleadersneedtoadapttheirleadershipstyle(amountofdirectionandsupportprovided)dependingonthedevelopmentlevel(competenceandcommitment)ofthepersontheyareleading.

AswereflectedonhowJesushelpedHisdisciplesjourneyfromdependencetoindependenceinbecomingfishersofmen,wenoticedHemovedovertimefromadirectingleadershipstylewhentheywerenovicestoadelegatingleadershipstylewhenHefelttheywerereadytobemasterteachers.Aswestatedearlier,whenJesussenthisdisciplesoutforthefirsttimetospreadthenews,heusedaverydirectiveleadershipstyle.HegraduallychangedHisleadershipstylefromdirectingtocoachingtosupporting.Finally,inMatthew28:19,JesususedadelegatingstyleasHetoldHisfollowers:“Thereforegoandmakedisciplesofallnations,baptizingtheminthenameoftheFatherandoftheSonandoftheHolySpirit”withoutanyfurtherdirection.

That,tous,iswhatservantleadershipisallabout:providingclearvisionanddirection,thenrollingupyoursleevesanddoingwhateverittakestohelpyourpeoplebesuccessful—liveaccordingtothevisionandaccomplishtheestablishedgoals.Inthissituation,yourpeopledon’tworkforyou,youworkfor

them.AsJesussaidtoHisdisciples,“...whoeverwantstobecomegreatamong

youmustbeyourservant...justas[I]didnotcometobeservedbuttoserve”(Matt.20:26,28).

Inthisessaywe’vebeentalkingaboutJesusasthegreatestexampleofservantleadership.ButaswecontinuetopursueandlearnaboutHim,weremainamazedbutnotsurprisedthatHeissomuchmorethanaleaderwhoserved.Infact,wecan’tthinkofanyattributeofleadership—whetheritbeservingothers,castingavision,buildingateam,motivatingfollowers,orimplementingchange—thatJesusdidnotmodelforeveryoneasHetrainedHisdisciples.

PhilHodgesworkedinmanagementforXeroxCorporationandU.S.Steelforthirty-sixyears.In1997hebecameaconsultantforTheKenBlanchardCompaniesandin1999hefoundedLeadLikeJesuswithKenBlanchard.PhiliscoauthoroffivebooksincludingLeadLikeJesusRevisited,LeadLikeJesusforChurches,andTheServantLeader.

Notes1.KenBlanchardandSpencerJohnson,TheOneMinuteManager(New

York:WilliamMorrow,1982,2003).SeealsotheirTheNewOneMinuteManager(NewYork:WilliamMorrow,2015).

2.LeadLikeJesus(www.leadlikejesus.com)isaministryfoundedin1999byKenBlanchardandPhilHodges.Itfocusesonheart-centered,transformativeleadershipthatequipsleaderstoeffectivelyimpacttheirownspheresofinfluence.SeealsoKenBlanchardandPhilHodges,LeadLikeJesus:LessonsfromtheGreatestLeadershipRoleModelofAllTime(Nashville:ThomasNelson,2005)andtheirLeadLikeJesusRevisited(Nashville:WPublishing,2016).

3.Formoreonhowtodevelopacompellingvision,seeKenBlanchardandJesseStoner,FullSteamAhead:UnleashthePowerofVisioninYourCompanyandYourLife(SanFrancisco:Berrett-Koehler,2003,2011).

4.FormoreonSLIIseeKenBlanchard,PatriciaZigarmi,andDreaZigarmi,LeadershipandtheOneMinuteManager(NewYork:WilliamMorrow,1985,2013).

Chapter27AndrewYoung

PartnerinServantLeadershiptoMartinLutherKingJr.

JOHNHOPEBRYANT

JohnHopeBryantistrulyaworldchanger.I’mlookingforwardtoourfirstface-to-facemeeting.I’mthrilledwithhisdescriptionoftheservantleadershippartnershipbetweenAndrewYoungandDr.King.Iknowyou’llfeelthesameway.—KB

“ITWASNOTaboutme.”AndrewYounghassaidthesewordstomemoretimesthanIcanremember.

Partsofhisstoryofselflessservicearereallybeingtoldforthefirsttimehere,onthesepages.

Thetraditionalnarrativeofoursharedcivilrightsmovementhistoryofthe1960s—aperiodthathelpedtodefinethenationandtheworldweliveintoday—suggeststhatDr.MartinLutherKingJr.ledandaffirmedthetransformationalchangesofthetwentiethcenturyalmostsinglehandedly.Infact,thisisnotwhathappened.Likemostgreatleadersinhistory,Dr.Kinghadhelp.Andinthisman,Dr.Kingactuallyhadapartner—somemightcallhimasilentpartner.HeisAndrewYoung.1

In1972,YoungwasthefirstAfricanAmericanelectedtotheU.S.CongressfromtheSouthsinceReconstruction.In1977,hebecamethefirstAfricanAmericanU.S.ambassadortotheUnitedNationsunderPresidentJimmyCarter.Andinthe1980s,YoungservedasthetransformationalmayorofAtlantafortwoterms.HeisarecipientofthePresidentialMedalofFreedomandtheFrench

ForeignLegionAwardandholdsmorethan130honorarydoctoratedegrees.Butinthe1960sAndrewYoungwasaservantleaderwhohelpedincreasetheeffectivenessandimpactofaprophetofourtimes—oneDr.MartinLutherKingJr.

Anyonewantingclearandcompellingevidenceofthisspecialanduniquerelationshipinhistoryneedgonofurtherthanthephotographsofthemovement.Asimpleimagesearchofthesetwonamestogether—Dr.MartinLutherKingJr.andAndrewYoung—willresultinanamazing,compelling,andawe-inspiringconsistency:Youngisneveractuallylookingatthecamera.NorishelookingatDr.King.Heisassessingthesituation,surveyingtheever-changingenvironmentallandscapeforthreatsagainsthisfriend,Dr.King.Mostnotably,heisconstantlydiminishinghimself—hisownpresence—andinsodoingisincreasingthatofhisfriend,Dr.King.

AndrewYoungwastheonewhocalmedtheradicalandoftenrevolutionarynerveswithinthehallsoftheSouthernChristianLeadershipConference(SCLC)andtheofficesofcivilrightsmovementstaff.Hewastheonewhoknockedheadswiththoseonboththefarleftandfarrightaroundstrategywithinthecivilrightsmovement,whichenabledhimtobringabalancedsetofdecisionsforDr.King(whodislikedconflict)tochoosefrom.Finally,Youngwastheonewhonegotiatedwiththebusinesscommunitybehindcloseddoorsafterthemarchingwasover.

ItisthislastroleIchoosetofocusoninthisessay:theroleofthequietcocaptain.Youngwasnotanaideorakeysupporter.HewasthechiefstrategistandrighthandofDr.Kingduringthemostcriticalstagesofthemovement’ssuccess.Notonlydidhenotseekcreditorpraiseforhimselfbackthen,hehascontinuedtoshyawayfromthatspotlighteversince.Yousee,YoungneverwantedtobeDr.King,nordidhewanttoshareinDr.King’smuchdeservedsuccessandacclaim.Heonlywantedtohelphim.AndrewYoungwasandistheveryessenceofaservantleader.

DuringtheMontgomeryBusBoycott,Dr.Kinglearnedthepowerofthepursewhenheaskedblackriderstonotboardabusunlesstheywereallowedtositinthefrontofthebuslikeeveryoneelse.Hesuggestedsimply,“Weshallnotfinanceourownoppression.”Theridersstooddown,creatingtheirownmakeshifttaxiserviceforAfricanAmericanpatronsgoingtoandfromwork.ThissimpleactofquietdefiancenearlybankruptedMontgomery’spublictransitsystem.LittledidDr.KingoranyoneelserealizeatthetimethattheAfricanAmericancommunityrepresentedthemajorityconsumereconomyinmanyofthosesmallcitiesintheAmericanSouth.Andwhentheystoppedspending,itmeantsomething.

meantsomething.Lateron,Dr.Kingwouldcombinethislearningwithamedia-savvystrategy.

Kingnevermarchedafter2:00p.m.asheknewreportersfromthemajornetworksneededtimetogettheircanistersoffilmonaplanetoNewYorkCityintimeforthe5:00,6:00,and11:00nightlynews.Aftereachday’ssuccessfulmarch,Dr.KingwouldaskYoung(whomhecalledAndy)totradehisbluejeanoverallsforabusinesssuitandgoquietlytomeetwiththebusinessleadersfromeachsmalltown.Itwasalwaysdonecarefully,behindcloseddoors.

Ineachofthesesmalltowns,followingsuccessfulmarchesthatdampenedthedowntowneconomy,Youngwouldmeetwithonehundredbusinessleaders.Thepremisewassimple:ifhecouldgetonehundredprominentbusinessleadersinatowntoagreetoanyaccommodationofsocialpolicywithintheirshops,storesandbusinesses,themayorandlocalgovernmentwouldfollowsuit.Andthatispreciselywhathappened.Businessleaders,impactedbyadampeningofsalesrevenuesandotherchallenges,werethefirstmoversineverytownintheAmericanSouth.Theywouldagreetotakedownthe“WhitesOnly”signsatopwaterfountains,ondressingrooms,atsodafountaincounters,andinthewaitingroomsandseatingcabinsofprivatebuslines.Youngneverspokeofhissuccessfulnegotiationsinthosebackroomsforfearthatitwoulddrawattentiontowardhimselfandawayfromhisleader,Dr.King.

ItwasnotthelocalorstategovernmentthatfirstintegratedtheAmericanSouth,itwasthebusinesscommunity.Andthiswasachievedthroughauniquecollaborationbetweentwoservantleadersandsoldiersforgood:Dr.MartinLutherKingJr.andAndrewYoung.

Thephilosophyfornegotiatingwiththebusinesscommunity—inthiscase,partoftheoppressorclass—wassimple:“Talkwithoutbeingoffensive.Listenwithoutbeingdefensive.Andalways,alwaysleaveevenyouradversarywiththeirdignity.Becauseifyoudon’t,theywillspendtherestoftheirlivesworkingtomakeyoumiserable.”Thosearethewordsofmyfriendandmentor,ReverendDr.Cecil“Chip”Murray.ButtheyjustaseasilycouldhavebeenwrittenbyDr.King.

Dr.Kingbelievedoppressorsneededtobeleftwiththeirdignityand—moreso—adignifiedwayoutoftheirownpredicament.Kingalsobelievedthataminoritygroup,havingnomilitary,bombs,bullets,oranyrealstructuralpowertofightbackwith,neededasamatterofstrategytoclaimthehighermoralgroundineverysituation,rallyingtheheartsandmindsofanationbehindtheirnoblecalling.Inthiscause,AndrewYoungbecameDr.King’sconstantsecretweapon.NowonderYounglaterbecameAmbassadorAndrewYoung.Hewasaglobalnegotiatorforgoodamongallpeople.

Insmalltownaftersmalltown,Dr.KingwouldsetitupandAndrewYoungwouldhelptopayitoffasamatteroftheirsharedstrategy.Afterward,Youngwouldhandanypublicsuccessbacktohisfriendandmovementleader,Dr.MartinLutherKingJr.Theirrelationshipremainsanalmostperfectexampleofaservantleadershippartnershipbetweentwogreatmen.Itisalsoamostlyunrecognizedstrategythatbroughtaboutchangetomaketheworldweknowtoday.

JohnHopeBryant(www.johnhopebryant.com)isanAmericanentrepreneur,author,philanthropist,andprominentthoughtleaderonfinancialinclusion,economicempowerment,andfinancialdignity.Heisthefounder,chairman,andCEOofOperationHOPE,Inc.;chairmanandchiefexecutiveofficerofBryantGroupVentures,andcofounderofGlobalDignity.BryantistheauthorofHowthePoorCanSaveCapitalism,LoveLeadership,andhislatest,TheMemo:FiveRulesforYourEconomicLiberation.

Note1.TolearnmoreaboutAndrewYoung’sworkwithDr.MartinLutherKing

Jr.,seeYoung’sAnEasyBurden:TheCivilRightsMovementandtheTransformationofAmerica(NewYork:HarperCollins,1996).

Chapter28PatSummitt

SteelyEyes,ServantHeart

TAMIKACATCHINGS

IhavenevermetTamikaCatchingsbutIfollowedherwhensheplayedforPatSummittattheUniversityofTennessee.PatandIwerespeakersonanumberofprogramstogetherandwecametoadmireeachother’sservantleadershipphilosophies.Somethinkservantleadershipissoftmanagement,butasTamikawillsharewithyou,thatdoesn’tdescribethewayPatSummittservedandmotivatedherplayers.Shewasafiercecompetitorbutherplayersalwayscamefirst.Whenshepassedaway,theworldlostagreatpersonandagreatcoach—butPatSummitt’slegacyasagreatservantleadershiprolemodellivesonthroughpeoplewholearnedfromherandlovedher—peoplelikeTamika.—KB

WHENITHINKofservantleadership,IthinkofPatSummitt.1PatwasmybasketballcoachattheUniversityofTennessee(UT)from1997to2001.AndIknowIamspeakingforallofthe161youngwomenwhowerefortunateenoughtoplayforherwhenIsaythatPatwasmuchmorethanourcoach.Shewasourfriend.Shewasourmentor.Shewasourmother.Shewasourinspiration.Andshewasatrueservantleader.

PatpassedawayonJune28,2016,butshewillbeapartofmeforever.There’snotadaythatgoesbythatIdon’tfeelherimpactonmylife.

Pat’sprofessionalrecordislegendary.Duringher38yearsatUT,shecoachedthe“LadyVols”to112victoriesinNCAAtournamentgames,18NCAAFinalFours,and8NationalChampionships.Her1,098totalwinsstillholdtherecordforthemostwinsofanyDivision1collegebasketballcoach—maleorfemale.ShereceivednumerousawardsincludingNaismithBasketballCoachoftheCentury,theArthurAsheCourageAward,thePresidentialMedalofFreedom—andlet’snotforgethertwoOlympicgoldmedals.

Pat’saccomplishmentsonthecourtarewhatwehearaboutalot,butshewassomuchmore.BasketballsidelinesaroundourcountryarefilledwithcoachesatalllevelswhocanpointdirectlytoPat’sinfluenceasthereasontheyarewheretheyaretoday.Sheputherselfoutthereeverydayforherplayers,herfans,andjustaboutanyonewhowaswillingtolookbeyondthosesteelyblueeyestogetafewmomentswithher.Itwasneverabigdealforhertoserveothers.Idon’tthinkshesawitasabigthingtocomeinearly,staylate,ortodoanyoftheextrastuffshedid—itjustgotdone.HerplayerswouldneverthinkWow,Ican’tbelieveshejustdidthat.Patwasoursuperwoman.Wejustknewwherethere’sawill,there’sawayandshewasgoingtogetitdone,whateveritwas.

Igrewupinabasketballfamily.Myfather,HarveyCatchings,playedintheNBAforelevenyears.Soccerwasmyfirstorganizedsport,followedbysoftball,andthenbasketballinthethirdgrade.Mysister,Tauja,playedbasketballincollegeandbeyond.Mybrother,Kenyon,wasastellarbasketballplayerinhighschoolbeforehewassidelinedwithCrohn’sdisease.IplayedforPatatUTandthenplayedforfifteenyearsintheWNBAfortheIndianaFeveruntilIretiredinSeptember2016.

IwasintheeighthgradewhenIfirstlaideyesonPatHeadSummitt.Iwashomefromschool,sittingonthecouchchannelsurfing,andsuddenlyithappened.Thoseicyblueeyeswerestaringatmefromthescreen,andinthatmomentIwascompletelytransfixedandunabletoturnaway.Whiletheplayersdressedinorangeweregoingupanddownthecourt,mygazewasfixatedontheladywiththeeyes.Shewasstompingupanddownthesidelines,yellingtoherteam,staringthemdownanddemandingrespect.Ilovedit!Iwasdrawntoit.MyfirstthoughtwasWhoa!Thatladyisintense!ButmynextthoughtwasWow,ifIevergetgoodenough,Iwanttoplayforher.Itwouldbethebestthingever.Idon’tknowhowmuchmoreofthegameIwatched,butIhadbeenmesmerizedbythatwoman.Oneminuteshewouldbeshootingthatsteelyglareandthenextminuteshewouldbesmilingandgrabbingoneoftheplayersinabearhug.ThatwasthedayIstartedthinkingaboutgoingtocollege,wearingthatorangeuniform,andplayingfortheladywithicyblueeyes.

Justtwoyearslater,therecruitingprocessbeganforme.Ireceivedalltypesofofferstodifferentschools,butsomehowevenasayoungsterIdidn’tgetcaughtupinanyofthat.AsIthoughtaboutwhereIwantedtoplay,Iwaslookingforsomebodywhohadthesamevaluesasmymomanddad—thevaluesIhadbeenraisedwith.Therewasonecoachwhohadallofthosevaluesandmore:CoachPatSummitt.

IrememberthedayduringmyjunioryearofhighschoolwhenPatsatinmylivingroomforahomevisit,tellingmewhatitwouldbeliketohavemeplayingonherteam.Itwassocool.ThethingIlovedthemostabouthervisitwasthatshedidn’tpromiseaspecificamountofplayingtime,orthatIwouldstartorevenhaveachancetoplay.Shesaidshetreatedallherplayersthesame—theyhadtoearntheirminutesandtheirpositionontheteam.Sheexpectedeveryonetostrivetobetheirbest,everysingleday.AndshetoldmeshewouldhelpmakemethebestplayerIcouldbe.That’sthethingIlovedthemost—beingchallenged.

SoIchoseTennesseeandPat.Readingmyacceptanceletter,whichcamedirectlyfromPat,wasadreamcometrue.ItwassomethingIhadhopedforsincethedayIsawherlaserblueeyesglaringbackatmefrommyTVscreen.

CoachesatotherschoolsIhadvisitedhadshownaclearleniencytowardtheirplayers.ButPatwasstrictandherexpectationswerehighforeveryone.Herplayersknewwhattheyweregettingintowhentheycametoplayforher—itwasgoingtobealotofwork.Butwhenyouwanttobethebest,youknowwhatyouhavetoputoutthere.Mostofushadcomeoutofhighschoolasstarswithnumeroustitlesandaccolades,butwewerenowallonthesamelevel.Soifaplayercameinactinglikeadiva,Patwouldputherinherplacereallyfast.“Ifyou’regoingtoplayforme,thesearethethingsIexpect,”shewouldsay.Shewantedourall.

Everyday,Patdrilledintousherteam-firstphilosophy:it’snotaboutyou—it’sabouttheteam.Everygamewasateameffort.It’sjustlikelife:youneedyourpeoplearoundyoutobesuccessfulandtohelpyougetthroughit.Despiteherlegendaryglare,stomping,andshouting,Pat’sultimategoalandpurposewastohelpeachofusbebetter—notjustbetterplayers,butbetterpeople.Isn’tthatwhatservantleadershipisallabout?

PatchallengedmeinwaysIhadneverbeenchallengedbefore,andIlovedit.IhadneverworkedashardasIworkedinherpracticesduringthoseyears.Practiceswerealwayscompetitivebetweentheplayers—evenbloodyattimes!Butoffthecourt,wewerefamily.Patmadesuretherewerenogrudgesheld.Shealwayshaduspracticeagainstmaleplayersbecauseshewasalways

thinkingaboutthegameandhowshecouldbestprepareherteam.Itwasneveraboutgirlsvs.boys—Patknewifwepracticedagainstpeoplewhowerequicker,stronger,taller,andmoreathletic,itnaturallywouldconditionustobebetterplayers.Shealwayssaid,“You’vegottopracticeagainstthebesttobeabletoplayagainstthebest.”AftergoingthroughPat’spractices,thegameswerealmosteasier.

EmblazonedonthewallinourlockerroomatUTwasalistwiththetitle“TheDefiniteDozen.”TheywerePat’srulesforsuccess—herblueprintforwinning,notjustinbasketballbutinlife.Shesawtheseethicalprinciples,developedthroughheryearsasacoach,asthereasonforhersuccess.Andeveryyearshedrilledthemintoherteam.TheDefiniteDozenwere:

1.Respectyourselfandothers2.Takefullresponsibility3.Developanddemonstrateloyalty4.Learntobeagreatcommunicator5.Disciplineyourselfsonooneelsehasto6.Makehardworkyourpassion7.Don’tjustworkhard,worksmart8.Puttheteambeforeyourself9.Makewinninganattitude10.Beacompetitor11.Changeisamust12.Handlesuccesslikeyouhandlefailure

Patwantedustobethebestateverythingwedid—notjustbasketball.Yes,shefocusedonthegameandwantedourbestonthecourt.Butshealsowantedourbestintheclassroom.Shewantedourbestwhenwewentoutintothecommunity.Shecontinuallypressedallofustobegreatplayers,greatstudents,andgreatpeople.WhenIgobacktovalues,that’swhatstoodoutforme.ShewantedmetobethebestmeIcouldbe.Shedidn’twantmejustbecauseIwasagoodbasketballplayer—itwentwaybeyondthat.

Iwasbornwithahearingdisabilityandworehearingaidsataveryyoungage.SinceIneverreallyknewanythingelse,Ididn’tgiveitmuchthoughtuntilIstartedsecondgradeinanewtown.Theotherkidsmadefunofmerelentlessly,laughingatmybig,clunkyhearingaidsandthewayItalked.SoonedaywhenIwaswalkinghomefromschool,IthrewthosehearingaidsasfarasIcouldintoafieldfulloftallgrass.Myparentsweren’thappyanddecidednottoreplacethem.Ididn’tcare;Iwasfree!AndIdidn’twearhearingaidsagain—untilPat

them.Ididn’tcare;Iwasfree!AndIdidn’twearhearingaidsagain—untilPatgotinvolved.

Likemanygreatleaders,Pathadanopendoorpolicy.Ifwehadsomethinggoingoninourpersonalliveswewantedtosharewithher,shewasthere.Anditwentbothways:ifPatwascuriousaboutsomething,shewasn’tshyaboutfindingoutwhatsheneededtoknow.

Onedayafterpractice,Pataskedtospeakwithme.Alongwithourathletictrainer,JennyMoshak,wesatdowninthetrainingroomandPatbeganaskingmesomeseeminglyrandomquestions.

“Tamika,whenpeoplecan’tseeclearly,whatdotheyneed?”“Glasses,”Isaid,oblivioustowhatwashappening.“Andwhensomeonewalkswithalimp,whatdotheyneed?”“Iguesssometimestheyneedtowearsomethinginsidetheirshoe?”Thequestionscontinued.Andthen:“Andwhenpeoplecan’thear,whatdotheyneed,Tamika?”Isuddenlyrealizedwhywewerehavingthistalk.Ohman,shegotme!“Theyneed...hearingaids,”Isaidwithasmirk.Pattoldmeshehadcalledandspokenwithmymom.Shehadnoticedmore

thanoncethatIhadn’theardsomethingshe’dsaid,andshewantedtofindoutiftherewasanythingsheneededtoknow.Ofcourse,myfirstthoughtwashowmadIwasatmymom.ButPathadamessageformethatdaythatI’llneverforget.

“Tamika,thinkofwhereyouwanttogo,whatyouwanttodo,andwhoyouwillbeoneday.You’llhavesomanyopportunitiestoimpactpeople’slives.You’llbeabletoshowkidswhoaregoingthroughthesamethingyoudidwhenyouwereyoungerthatitdidn’tstopyou—andthatthey,too,candoanythingtoreachtheirdreams.You’llbeabletoencourageparentswhohaveachildwithadisability.Youdon’tgetitrightnow,butyouhavesomuchtooffer.Onedaybyusingyourvoiceyouwillmakeadifferenceinsomanylives.Youneedtostartpreparingforthatrightnow.”

Igotthemessage,immediatelybeganspeechtherapy,andwasfittedfornewhearingaids.Patwasright,ofcourse.Shewasalwaysright.

PatwashonoredwhentheydedicatedthePatSummittPlazaandstatueatUTin2013—butshekeptsaying,“It’snotaboutme,it’snotaboutme.”AndIsaid,“Pat,itis.Weallarewhereweareandhavehadthesuccesswe’vehadbecauseofyou.”ButthatwasPat.Shewasanextremelyhumblepersonwhonevergravitatedtowardthespotlight.Shewouldalwaysturnitaroundandshineitonherplayers.That’sthekindofpersonandthekindofleadershewas—aservant

first.AfterIgraduatedfromTennesseeandwenttotheWNBA,PatandIstayed

close.Ilookedtoherforsupportanddirectionnavigatingtheupsanddownsofprofessionalbasketball.Shewasalwaysonlyaphonecallaway.Fromthebeginning,Patseemedinvincibletome.But,well,lifeshowsusdifferently.

TherearestilldayswhenIcan’tbelieveshe’snotphysicallyhere.Ithitsmeattheweirdestmoments.Butthensomethingsnapsmeoutofit.It’salmostlikePat’stheretellingmeshe’sokay—“Catch,yougotthis.”IknowIwouldnotbethepersonIamtodaywithoutherpresenceinmylife.TherewillneverbeanotherPatSummitt.Butherlegacyshinesbrightthroughtheplayersshecoached,thestaffwhoworkedtirelesslyaroundher,andthemanyfansandpeopleacrosstheglobewhoPatencouragedandinspired.Whilewedon’tgettoseehereveryday,hermemorywillliveonforever.

TamikaCatchingsplayedbasketballforCoachPatSummittwiththeUniversityofTennesseeLadyVolsfrom1997through2001.Shewasamemberofthe1997NationalChampionshipteamatUT,andisafour-timeAll-American.TamikaretiredfromWNBAbasketballinSeptember2016afterspendingherentirefifteen-yearprofessionalcareerwiththeIndianaFever.ShewastheWNBAMVPin2011andtooktheFevertotheirfirstWNBAChampionshipin2012.SheisthefounderoftheCatchtheStarsFoundation,whichprovidesandpromotesfitnessandliteracyprogramsforunderservedyouth.In2016shepublishedherautobiography,CatchaStar:ShiningthroughAdversitytoBecomeaChampion.Followingherlovefortea,shepurchasedTea’sMeCaféinIndianapolisin2017andhasplanstofranchisethecompany.

Note1.FormoreinformationonPatSummitt,readherautobiography(withSally

Jenkins):SumItUp:AThousandandNinety-EightVictories,aCoupleofIrrelevantLosses,andaLifeinPerspective(NewYork:CrownArchetype,2013).

Chapter29DallasWillard

TheSmartestManIEverMet

TONYBARON

IfirstmetTonyBaronwhenhewasrunningtheServantLeadershipInstituteatDatronWorldCommunications.AsIgottoknowhim,Irealizedhewasnotonlyawonderfulteacherbutalsoagreatauthorandspeaker.WhenTonyvolunteeredtowriteanessayabouthismentor,DallasWillard—aclassicservantleaderIhadalwayswantedtomeet—Iwasexcited.IbelieveTonyhascapturedtheessenceoftheamazingservantleaderthatDallaswas.Whenyoureadthis,Ithinkyouwillagree.—KB

THESMARTESTMANIevermetwasmydoctoralprofessoratFullerTheologicalSeminary.Hetaughtaclassonspiritualityandministryduringatwo-weekseminarheldattheMaterDolorosaCatholicmonasteryinthehillsofSierraMadre.Itwasalacklustertopic,tobesure,butafairlytypicaloneforgraduateschool.ThetitleoftheclassdidnotdojusticetotherichnessIexperiencedduringmytimestudyinginthatbeautifulretreatsettingundertheguidanceofDr.DallasWillard.1

SomemaynotbesurprisedthatIcallDallasthesmartestmanIevermet,assumingitisduetohisacademicqualifications.HeheldaDoctorofPhilosophydegree,specializinginepistemology—howitisthatweknowwhatweknow.BesideshisworkatFuller,DallastaughtphilosophyfornearlyfiftyyearsattheUniversityofSouthernCalifornia,wherehewasvotedOutstandingFacultyMemberbythestudentsenate.Hewaswelllovedandwidelyrespected

FacultyMemberbythestudentsenate.Hewaswelllovedandwidelyrespectedasaprofessor.Isupposeit’salsopossibleIrefertohimasthesmartestmanIevermetbecauseofhismanywritingsonphilosophyandspirituality,whichofferreadersaglimpseintohisgenius.

IcallDallasWillardthesmartestmanIevermetforthisreason:IhaveneverknownanotherhumanbeingwhowassointegratedwiththewaysofJesus,theiconofservantleadership(Mark10:45).HeunderstoodhowtolivelifeasourFatherinheavendesignedustoliveit.NooneIevermetepitomizedservantleadershipmorethanmyprofessorandfriend.

TheRoleofaServantLeaderToparaphraseRobertK.Greenleaf,Ibelievealeadermustbeaservantfirst.2Servantleadersmustleavepeopletheyareservingbetteroffemotionally,physically,spiritually,orpsychologicallyforhavinghadencounteredthem.Servantleadersmustalsoseekwhatisgoodandtrueandmodelanddispensewisdomonhowtolivelifeinthecontextofone’ssurroundings.

DallasWillardlivedoutthreedimensionsofservantleadershipthatprofoundlychangedmylifeasaprofessor,pastor,parent,coach,andperson.Heinspiredgreatness,hewasahumbleteacher,andhewasacompassionateencourager.

DallasWillardInspiredGreatnessMostleadersinspiregreatnessinothersthroughtheirwords.Afteralltheseyears,MartinLutherKing’s“IHaveaDream”speechstillmovesus.Aprofoundsermonorspeechoftencompelsustobemoreordomore.Throughwords,wearemotivatedtothinkbiggerandlivewithgreaterpurpose—tobeabetterperson,amoreeffectiveservantleader,oramoreobedientfollowerofJesus.

Someleadersinspiregreatnessbeyondtheirwords—theirdailylivesdemonstratetherichnessandweightoftheirwords.Theyliveandspeakwhatistrue.Wefindourselvesmarkedbytheauthenticityoftheirstatementsandwonoverbytheirconvictions.Leadersofthiscaliberinspiregreatnessbecausetheyaligntheirwordswiththeiractions.TheyconveywisdomwithkindjusticetowardothersandgreatresponsibilitytowardGod.Theyhaveaninstinctforwhatisimportantinlife.Theyaremindfulaboutwhatneedstochangetomaketheworldbetter.NelsonMandelaandMahatmaGandhicometomind.Morethantheirwordsalone,theirlivesstirgreatnessinothers.Inthesameway,DallasWillardinspiredpeopletomakeadifferenceintheworld.Theripplescan

beseenintheverypubliclivesoftheologianssuchasRichardFosterandJ.P.MorelandandpastorssuchasJohnOrtberg.Tensofthousandsofstudents,faculty,clergy,philosophers,scholars,churchmembers,andtruthseekershavebeeninspiredbyDallasWillard,andIamamongthem.

DallasWillardWasaHumbleTeacherNoonecanbeatransformationalteacherorservantleaderwithouthumility.Arrogantteachersmayprovideknowledgetotheirstudents,butrarelywisdom.Humilityisthehonestappraisalofone’sgiftingwithoutcompetitivecomparisonstoothersandwithfullrecognitionthatGodistheprovider.Inessence,humilityispersonalpowerundercontrol.

ItisoftensaidthategostandsforEdgingGodOut,andIwouldagree.ButIwouldalsosaythatanunhealthyegoisEdgingGrowthOut.Humilitydemandsthatwebelifelonglearnersofworthythings.

WhatmadeDallasWillardsuchagiftedandhumbleteacherwasthathewasaseekeroftruthandknowledge;aservanttohisLordforthebenefitofothers;andasageforallthosewillingtohearandlearnhowtolive“onearthasitisinheaven.”Dallasincarnatedwhatheimparted.

DallasWillardWasaCompassionateEncouragerIwillneverforgettheopportunitiesIhadtovisitoneononewithDallas.HehadawayofmakingmefeelasifIwere,atthatverymoment,themostimportantpersonintheworld.Someoneelsewithhisimpressiveintellectmightmaketheotherpersonnervousorthegive-and-takeofgoodconversationdifficult,butnotDallas.Hisgentledemeanorwasconsistentwithhisremarkablelisteningskillsandwarmeyecontact.Hegenuinelycaredabouteachpersonasanindividual.

BeforeImetDallas,myclosefriendKeithMatthews,alsoateacherinmydoctoralprogram,hadalreadytoldhimaboutme,mywork,andalittlebitofmyheart.DallasknewIwasanAnglicanpriestservingasseniorpastorofaSouthernCaliforniachurch.Althoughthechurchwashealthierthaneverinitshundred-yearhistory,Iwasphysicallytiredandattimeswouldexperiencespiritualburnout.Thenumbersweregrowing,thepeopleseemedresponsive,butIwonderedifthechurchwasreallymakingdisciplesofJesusfortheworldorjustbetterchurchmembersfortheparish.Afterfiveandahalfyears,IwaswonderingifIcouldcontinuetobeaninstrumentofGod—andifIwastheproblem.

AsItalkedwithDallas,itdidn’ttakelongforhimtogettomyheart.My

tearsflowedfreely.Dallastouchedmyhandandlookedmeintheeyes.Hiswordswereencouragingandrefreshingwatertoadrysoul.Iwastrulynourishedbythem.IsuddenlyunderstoodthatIwascalledtostayatthatministryandcontinueon.ItwasasifJesusHimselfhadtoldmethatHewaspleasedwithmyministry.Noexaggeration—theburnouttotallyevaporatedinthatmoment.

IhadseveralconversationswithDallasinmorecasualsettingsovermealsandinfrontofotherfriends.Healwaysencouragedmewithatouch,alook,oravoicethatexpressed“Ibelieveinyou.”

IknewIwasnotalone.ManypeoplecalledDallasadearfriendsimplybecausehewasavailabletolistenandpraywiththem.WhenIbecamepartofthefacultyatAzusaPacificUniversity,hetoldmehewaspleased.Hisaffirmationwastimelyanddeartome.ItconfirmedtomethatbecomingaprofessorwasthenextnaturalstepinmyjourneyasanapprenticeofJesus.

ThirteenyearshavepassedsinceItookDallas’scourseonspiritualityandministry.Istillmisshimdeeply.Hislifeandministrycontinuetoimpactmeinprofoundways.

AsIgetolder,Icontinuetoprunemylibraryandgivebookstomystudents,friends,andfamily.Mywifehasgraciouslymanagedtomakeroominourhomefor1,500books.Needlesstosay,IhavenotgivenawayanybookswrittenbyDallasWillard.Ineedthem.

Oncewhenclearingbooksfromstorage,IdiscoveredanotefromDallas.Itwaskind,positivefeedbackaboutoneofmymajordoctoralpapers.IbelieveitwasadivineappointmentbyGodtorecoverthisnotewhenIdid,becauseIhadbeenquestioningmyskillsasawriter—andatthatmomentreadingthesewordsmademefeelasifIweresharingmystruggleswithDallasfacetoface:

DearTony,Youareanexcellentwriterineveryrespect....Yourpaperisaprofoundmeditationontheexperienceanduseofsilencebyadisciple....Youareverystrongonbothdepthofunderstandingandoriginalityofideas....Thankyouforbeingoneofthebestcontributorsinclass.

ThenotewasagreatboostatatimewhenIwaswrestlingwithhowtocommunicateleadershipandspiritualformationideaswithoriginalityandunderstanding.Dallasencouragedmetokeepexpressingmythoughtsinwriting.

Dallashadthiskindofeffectoncountlessothers.Whenhepassedaway,theWillardfamilyopenedaninvitationontheirwebsitetoanyonewhohadbeenimpactedbyDallas.Theyencouragedpeopletosharetheirthoughtsandstories.Hundredsofpeopleposted.Timeaftertime,thepostsspokeofhisministryof

encouragementwhilesharingtransformingtruth.DallasWillard,asaservantleader,wasacompassionateencourager.

DallasWillard’sPassageintoHeavenDallasoftendescribeddeathasatransitionfromoneroominthehousetoanother.Heevensurmisedthatwhenhistimecame,itmaybeawhilebeforeherealizedhehaddied.OnMay8,2013,theservantleaderwhochangedhundredsofthousandsoflivesinhisseventy-sevenyearsonearthpassedpermanentlytoanotherroom.

DallasWillardinspiredgreatnessanddemonstratedcompassionandhumilityashetaughtandencouragedpeoplehemetonhisjourney.IamsureheisstilllearningandgrowinginthepresenceoftheLord.IwouldliketothinkhehasbeenpromotedfromanApprenticeofJesustoaMasterApprentice—althoughinmymindhealreadyhadachievedthatstatushereonearth.

Althoughbarelyabletospeakinhisfinalmoments,Dallasutteredtwolastwords:“Thankyou.”Iamtoldbythosewhoweretherethattheywereunsurewhathewasgratefulfor—although,ofcourse,thereweremanythings.Wasithiswife,Jane?Hisfamily?Hislife?Nooneknowsforsure.However,itwouldn’tsurprisemeifthishumbleservantleaderwassimplyrespondingtoJesusattheheavenlygatesafterhearingourLordsay,“Welldone,goodandfaithfulservant.EnterinthejoyofyourMaster.”

TonyBaron(www.drtonybaron.com)isaprofessoratAzusaPacificUniversityandaninternationallyrecognizedspeaker,writer,andconsultantonthesubjectofcreatingservantleadersandtransformingchurchesandcorporations.Healsoservesasscholar-in-residenceforCenterforExecutiveExcellence(www.executiveexcellence.com)andistheauthorofsixbooks.Tonyholdsadoubledoctorateinpsychologyandtheology,isboard-certifiedinforensicmedicine,andisadiplomatintheAmericanBoardofPsychologicalSpecialties.

Notes1.TolearnmoreaboutDallasWillard,visitwww.dwillard.org.2.SeeRobertK.Greenleaf,“TheServantasLeader”(Atlanta:TheGreenleaf

CenterforServantLeadership,1970).

Chapter30HenryBlackaby

ALifelongServantLeader

RICHARDBLACKABY

IhaveworkedwithandbeeninspiredbyHenryBlackaby,whoishighlightedherebyhisson,Richard,asatrueexemplarofservantleadership.Henry’sbook,ExperiencingGod,coauthoredwithRichard,hasimpactedmillionsofpeople.OneofHenry’skeyphilosophiesis“FindoutwhatGodisdoing,andthenjoinin.”HehelpedmerealizethatIshouldn’tbeprayingforGodtosupportmyagenda,butratherfiguringoutifmyagendasupportsHis.Henryalsoconvincedmethat“Goddoesn’tcallthequalified;Hequalifiesthecalled.”Thanks,Richard,forsharingyourwonderfulfatherwithusall.—KB

“LEADERSHIPISONEofthemostobservedandleastunderstoodphenomenaonearth.”ThusJamesMacGregorBurnsintroducedhisseminalworkonleadership,titledLeadership.1Iwouldaddthatwithinthefieldofleadershipstudies,fewphilosophiesarecitedmoreoften—andmoreincorrectly—thanservantleadership.

Irecalltalkingwithaministertocollegestudentswhoproudlyinformedmethathewasteachinghisstudentslessonsonservantleadership.Herelatedhowhehadtakenhisprotégéstoadowntownlocationwheretheyhadservedsouptothehomeless.Thisman,whilesincere,wasmisguided.Serviceisnotidenticaltoservantleadership.Noteveryonewhoservesisaleader—while,paradoxically,notrueleaderleadswithoutserving.

notrueleaderleadswithoutserving.In1977,RobertK.GreenleafpublishedhisinfluentialbookServant

Leadership:AJourneyintotheNatureofLegitimatePowerandGreatness.2Init,hewrote“Anewmoralprincipleisemergingwhichholdsthattheonlyauthoritydeservingone’sallegianceisthatwhichisfreelyandknowinglygrantedbytheledtotheleaderinresponseto,andinproportionto,theclearlyevidentservantstatureoftheleader.”Greenleafchallengedtheprevailingcommand-and-controlapproachtoleadershipbyasserting“theservant-leaderisservantfirst.”Hewentontosuggestthat“thebesttest,anddifficulttoadminister,is:Dothoseservedgrowaspersons?Dothey,whilebeingserved,becomehealthier,wiser,freer,moreautonomous,morelikelythemselvestobecomeservants?”

Servantleadersprimarilydotwothings.First,theyenhancethelivesoftheirpeople.Despotsusetheirpeopleanddrainthemoftheirvitality.Servantleadersinspire,enable,andblessthosetheyworkwith.Second,servantleadersdeveloporganizationsthatnotonlyachievetheirmissionbutalsobenefitthosewhoparticipateinit,whethertheyareemployees,shareholders,orcustomers.AsMaxDePreeobserves:“Thegoalsoftheorganizationarebestmetwhenthegoalsofpeopleintheorganizationaremetatthesametime.”3UnlikenotoriousCEOswhoplundertheircompaniesforprofitsorcallouslydiscardemployeestoimprovethebottomline,servantleadersbuildhealthyorganizationsthatenabletheirpeopletothrive.Withoutaservant’sheart,leaderswillnotproperlycarefortheirpeople;absentofleadershipskills,leaderswillbeunabletobenefittheirpeopleoverprolongedperiods.

Societyhasbeeninundatedwithreportsofhigh-profileleaderswholedselfishly,greedily,unethically,andultimatelyillegally.Yet,despiteregulatorylawsandacacophonyofmoralindignationbroadcastbythemedia,thedisturbingtrendcontinues.Whatisneededisafreshunderstandingof,andappreciationfor,servantleadership.

Servantleaderscanthriveinanywalkoflife.RobertK.GreenleafledinthatmannerasheworkedforoneofthelargestcompaniesinAmerica.AbrahamLincolnonceclaimedhewouldtendGeneralMcClellan’shorseifhewouldwinvictoriesfortheUnion.InthesepagesIwanttointroduceyoutotheservantleaderIknowbest:myfather,HenryBlackaby.4

HenryBlackabybeganhiscareerasanunassuming,unlikelyleader.BorninCanada,hewasshyandsoftspoken.AftermigratingtoCaliforniatoattendgraduateschool,hebecamethepastorofatroubledlittlechurchintheSanFranciscoBayarea.Gangviolence,murder,anddrugswererampantintheblue-

collarcommunity.Yetmyfather’schurchbegantoregainhopeandtogrow.Whenthecrimeratedippedsignificantly,thelocalpoliceattributedmuchofthecredittomyfather’shumblecongregation.HissecondchurchwasinLosAngeles.Thecongregationhadenduredadevastatingsplitinwhichithadlostnumerousmembers.Onceagain,thecongregationbegantoregainitshealth.Inbothchurches,myfatherfeltcalledtoleaveafterhopeandvitalityhadbeenrestored(and,Imightadd,shortlyafterhiscongregationfinallybroughthissalarytoalivablelevel).

ItwasinhisthirdcongregationthatHenryBlackabyeventuallybegantogarnerattention.FaithBaptistChurchinSaskatoon,Saskatchewan,onlyhadtenmembersremainingwhenitcalledmyfatherasitspastor.Thechurchhadposteda“ForSale”signanddeterminedthatifmyfatherrejectedtheirinvitationitwoulddisband.Yearsofbickeringanddeclinehadbroughtthecongregationtothebrinkofextinction.Again,myfatherrestoredhealing,hope,andhealthtothecongregation.Attendancegrew.Thebuildingwasremodeledandexpanded.Joyandlaughterfilledthepreviouslyvacanthallways.

Throughouthiscareer,HenryBlackabyledinatwofoldmanner.First,healwayssoughttoascertainthebigpicture.Wherewasthisorganizationtogo?Whatwerethepossibilities?HavinganunboundedfaithinGod,myfatherclaimedthatifGodwereaspowerfulasChristiansclaimedHewas,thennothingwasimpossible.Intheearlydays,operatinginadilapidatedbuildingwithahandfulofbickeringmembers,myoptimisticfathersoundedmorelikealunaticthanaleader.Butsomethingastoundingalwayshappenedinorganizationsledbymyfather.Onewouldlookinvainforhiscutting-edgemarketingstrategy,innovativeuseofmedia,orenlistmentofprominentinvestors.Yetitwouldalwayshappen:hope,excitement,andexpectation,alongwithradicallytransformedlives,inevitablyresultedfromhisleadership.

AtFaithBaptistChurch,universitystudentsbeganattendingindroves.Asthoseenthusiasticstudentsweretrained,theyweredispatchedacrosstheprovincetobeginnewchurches.Duringthetwelveyearsmyfatherledthechurch,hismodestcongregationbeganthirty-eightmissioncongregations.Buthewasnotmerelyavisionary.Hewasaservant.Irecallnumerousoccasionswhenhebroughtcollegestudentstoourhomeandspenttheeveningspeakingintotheirlives.Attimesthoseyoung,aspiringministerswouldfailandendupinourdrivewayoraroundourdinnertable.Myfatherpouredhislifeintothepeopleheled.Manyofthosepeopleareprominentleaderstoday.

Myfatherrepeatedhisservantleadershipstylewhenheassumedtheroleofdenominationalleader.Whilewithoutformalauthorityoverfellowministers,heexertedenormousinfluenceintheirlivesbybothservingandinspiringthem.As

exertedenormousinfluenceintheirlivesbybothservingandinspiringthem.Asaresult,overtheyearsheexercisedprofoundinfluenceoverothers.

HenryBlackabyhasbeeninvitedtospeakattheUnitedNations,theWhiteHouse,andthePentagon.HehasmentoredCEOsofFortune500companies.Hehastraveledto115countriesandspokentotheirleaders.Hehasneverpossessedsignificantfinancialresourcestodistribute,norhashehadthepowertodispensepromotionsorbonuses.Myfather’sgreatestresourcehasalwaysbeenhimself.Peoplewanttobewithhim.Peoplehavetraveledacrossthecountrytoseekhiscounsel,ortojustbearoundhim.

Ihaveheardmorethanoneaspiringleaderaskmyfatherthesecrettohisinfluence.I’mnotsuremyfatherfullyunderstandsittothisday.HehasalwayshadanunparalleledbeliefandconfidenceinGod,andheinstillsthatfaithinothers.Hehasthatuncannyability—possessedbyallgreatleaders—tomakethepeoplearoundhimbetter.Heraisespeopletogreaterheightsthroughhisencouragementandpersonalexample.

Weliveinanagethatisdesperateforservantleaders.Inthelongrun,servantleadersexertenormousinfluence.Myfathercertainlyhas,notonlywithourfamilybutwithpeoplearoundtheworld.Perhapsit’sbecausehehasalwaysunderstoodthat,ultimately,wedonotleadorganizations—weleadpeople.Andwhenweimpactpeople,wechangetheworld.

RichardBlackaby(www.richardblackaby.com)ispresidentofBlackabyMinistriesInternational(www.blackaby.net)andlivesinAtlanta,Georgia.Hetravelsinternationally,speakingonspiritualleadership,andregularlyministerstoChristianCEOsaswellaschurchandfamilyleaders.Hehasauthoredorcoauthoredmorethanthirtybooks—manywithhisfather,Henry.

Notes1.JamesMacGregorBurns,Leadership(NewYork:HarperandRow,1978).2.RobertK.Greenleaf,Servantleadership:AJourneyintotheNatureof

LegitimatePowerandGreatness(Mahwah,NJ:PaulistPress,1977).3.MaxDePree,LeadershipJazz(NewYork:CurrencyDoubleday,1992).4.TolearnmoreaboutHenryBlackaby,visitwww.blackaby.net/about-

us/bmiteam.

Chapter31FrancesHesselbeinToServeIstoLive

JIMDITTMAR

ImetJimDittmarwhenhewasdirectingtheServantLeadershipInstituteatGenevaCollegejustoutsideofPittsburgh.Everyyearhebroughtinoutstandingspeakerswhohadaheartforservantleadership.FrancesHesselbeinwasoneofthebest.IgottoknowFrancesevenbetterthroughherroleattheDruckerFoundation.Despiteheramazingaccomplishments,sheexudeshumility.WhenMarshallGoldsmithinterviewedFrancesrecentlyandaskedherthekeytohersuccess,shesaiditwasherbloodtype—“Bpositive.”WhenyoureadJim’sessayonthislegendaryservantleader,you’llseewhythatistrue.—KB

FRANCESHESSELBEIN1WASCEOofGirlScoutsoftheUSAfrom1976to1990;cofounderin1990andCEOofthePeterF.DruckerLeadershipInstitute(renamedtheFrancesHesselbeinLeadershipInstitutein2012);recipientin1998ofthePresidentialMedalofFreedom;andoneofFortunemagazine’s“World’s50GreatestLeaders”in2015.ThecompletelistofFrancesHesselbein’saccomplishments,awards,andhonorswouldtakeyourbreathaway.Yetthereasonsheissoadmired,respected,andlovedbypeoplefromaroundtheworldhaslittletodowiththetributesshehasreceived.Thereasonisallaboutwhosheis—asapersonandasaleader.

“Theawardsarenotwhat’simportantinlife,”saysFrances.“Youhavetohavevaluesthatarethebasisofallyoudo.Youhavetoliveyourvalues.After

havevaluesthatarethebasisofallyoudo.Youhavetoliveyourvalues.Afterall,leadershipisamatterofhowtobe,nothowtodo.”

IhavehadtheprivilegeofknowingFrancesasafriendfornearlyfifteenyears.DuringthetimesthatIhavevisitedwithher,watchedherspeakandconductmeetings,observedherinteractionswithavarietyofpeople,andlistenedtoothersspeakabouther,Ihavereachedthesameconclusionasmanyothers:Francesisahumble,energeticleaderofinfluence.Sheisamasterfulchangeagentwhosecharacterresonatesintegrity,steadfastness,civility,andtrustworthiness.Inheroftenquotedmantra,“Toserveistolive,”sheembodiesthequalitiesthatsetherapartasanexemplarofservantleadership.

Francesdescribesherday-to-daylifeofservicethisway:“EverydayIfindawaytomakeadifference,tohelpsomeone,evenifIdon’tknowthem.AndthenatnightIaskmyself‘WhatdidIdotodaythathelpedsomeone,somegroupororganization?InwhatwaysdidImakeadifferenceinsomeone’slife?’Ineverfailtoaskthatquestionattheendoftheday.”

HowdidFrancesHesselbeindevelopintotheexemplaryservantleadershehasbeenfordecades—onewhoserves,valuesinclusion,breaksdownculturalbarriers,andworkstirelesslyforthegreatergood?Whathappenedearlyinherlifethathadsuchaformativeinfluenceonhercharacterandbehavior?Inanswertothesequestions,whatfollowsisaportionofherstorythatisabouthumblebeginnings,life-shapingexperiences,richfamilialinfluence,andwalkingthroughopeneddoors.

FrancesgrewupinJohnstown,Pennsylvania.Aftergraduatingfromhighschool,sheenrolledintheJohnstownJuniorCollege,UniversityofPittsburgh.ShelatermarriedJohnHesselbeinandtheyhadason,alsonamedJohn.

Frances’shometownexperienceswereacrucialsourceofpersonaldevelopment:“AsIlookback,everythingIlearnedinJohnstownpreparedmeformylifeinleadership.Growingupandgoingtoschoolwithchildrenwhosefathers,grandfathers,andgreat-grandfathershadcometoJohnstownfromallovertheworldtoworkinthecoalminesandsteelmillsgavemeexposuretoandanappreciationforarichdiversityofcultures.”

ThejourneythateventuallyledtoFrancesbecomingtheCEOoftheGirlScoutsUSAwasacircuitousroute—onethatbeganinawaythatsheneverimaginedwouldleadtotheorganization’stoprole.In1960,GirlScoutTroop17—thirty10-year-oldgirlswhometinthebasem*ntoftheSecondPresbyterianChurch—wasdisbanding.Theirleaderhadlefttobecomeamissionaryandnoonehadsteppedforwardtoreplaceher.Franceswasinvitedtobetheirvolunteerleader.Shedeclinedtheofferseveraltimesbeforefinallyagreeingto“doitforsixweeks,untilwefindarealleader,”shethought.Whatwastobeasix-week

sixweeks,untilwefindarealleader,”shethought.Whatwastobeasix-weekcommitmentcontinueduntilallofthegirlshadgraduatedfromhighschool,sixyearslater.

In1970,FranceswasaskedtobecometheexecutivedirectoroftheTalusRockGirlScoutCouncilandsheaccepted.In1974,sheagreedtotakethesamepositionwiththePennLaurelCouncilineasternPennsylvania.

OtherdoorsofleadershipopportunitiesinJohnstownalsoopenedtoFrances.In1970,FranceswasappointedthechairmanoftheJohnstownUnitedWaycampaign,thefirsttimeawomanhadheldthepositioninJohnstownortheUnitedStates.Responsibleforleadingitsmostimportantfundraisingeffortoftheentireyear,Francesimmediatelygatheredacoalitionoflaborunionandsteelmillexecutivestohelpsecureitssuccess.Together,theymobilizedtheregiontoraisethehighestpercapitaleveloffinancialgivingofanyUnitedWaycampaigninthenation.

BesidestheseexperiencesinJohnstown,Frances’sfamilywasveryinfluentialinhelpingshapehercharacterandherperspectiveonlifeandleadership.Ofherfather,Francesstates:“Hisexampleofwritingandstorytelling,hissenseofhistoryandourheritage,andhisloveoffamilyandservicewalkaroundme.Ithinkofhimeverydayandamgratefultoasoldier,‘anofficerofgreatcharacterandcourage,’whoadoredhischildren;understoodthepoweroflove,language,andexample;andtriedtoprepareTrudy,John,andmeforalifewelllived—alifeofservice.”

Anotherexampleofsignificantinfluence,whichFrancescallsher“definingmomentinlife,”camewhenshewasvisitinghergrandmother,MamaWicks,wholivedinSouthFork,Pennsylvania.Franceswasveryclosetohergrandparentsandspentconsiderabletimeintheirhomewhilegrowingup.InMamaWicks’shome,twobeautifulChinesevasesstoodonashelfabovealargepipeorgan.FranceswasveryfondofthesevasesandoftenshewouldaskherGrandmotherWicksifshecouldplaywiththemorsimplytouchthem.Eachtimehergrandmotherwouldsayno.Duringonevisit,whenFranceswaseightyearsold,sheagainpleadedthatshebeallowedtoplaywiththevases.Hergrandmothertookheraside,satdownwithFrancesandtoldherthisstory:

“Longago,aChineselaundrymannamedMr.Yeelivedaloneinasmallshednearourhome.Eachweekhepickedupyourgrandfather’sshirtsandbroughtthembackinafewdays,washed,starched,andironedperfectly.Mr.YeeworetraditionalChinesedress—alongtunicandacapwithhishairinaqueue.SomedaysyourmotherandhersisterswouldcomehomefromschoolcryingthatbadboyswerechasingMr.Yee,callinghimbadnames,andtryingtopullhisqueue.

tryingtopullhisqueue.“Onedaytherewasaknockonthekitchendoor.WhenIopenedit,there

stoodMr.Yeewithalargepackageinhisarms.Iaskedhimtocomeinandsitdown,buthejusthandedmethepackage,saying,‘Thisisforyou.’IopenedthepackageandinitweretwobeautifuloldChinesevases.

“Isaid,‘Mr.Yee,thesearetoovaluable,Ican’tacceptthem.Whydoyouwantmetohaveyourbeautifulvases?’Hesaid,‘Mrs.Wicks,Ihavebeeninthistownfortenyears,andyouaretheonlyonewhoevercalledmeMr.Yee.Theywon’tletmebringmywifeandchildrenhere,andImissthemtoomuch,soIamgoingbacktoChina.ThevasesareallIbroughtwithme.Iwantyoutohavethem.’Thereweretearsinhiseyesashesaidgoodbye.”

Attheageofeight,thatstorytaughtFrancesthelessonofrespectforallpeopleandbecamethebasisforhercommitmenttodiversityandinclusion.

AnothermajorsourceofinfluenceforFranceswasherfriendandmentor,PeterDrucker,whomshefirstmetin1981.ShehadbeeninvitedbythechancellorofNewYorkUniversitytohearPeterspeak.AftermeetingandspeakingwithFrances,PeterbecamedeeplyinvolvedwiththeGirlScoutsUSA,metit*leaders,andsharedhismanagementinsightswiththemforthenexteightyears.ForFrances,itmarkedthebeginningofamentorrelationshipthatlasteduntilPeter’sdeathin2005.

Theirregardforoneanotherwasmutual.Duringaninterview,Peterwasonceaskedwhowasthegreatestleaderhehadeverknown.Hisanswer?“FrancesHesselbein.”“Oh,youmeaninthenonprofitsector,”theinterviewerreplied.Petercountered,“FrancescouldmanageanycompanyinAmerica.”

AfterhavingservedasexecutivedirectorfortheTalusRockandPennLaurelGirlScoutCouncils,in1976anotherdooropenedforFrances—thistimeaninvitationtointerviewforthepositionofCEOofGirlScoutsoftheUSA.Francesdescribesthatexperience:

Ineverwouldhaveappliedonmyown.For67years,theyhadneverbroughtupsomeonefromwithintheorganization.Ididn’twanttobeinterviewedbutmyhusbandwasmarvelous.Hesaid,‘I’mdrivingyoutoNewYork—it’stheperfectjobforyou.’SoIwentandinterviewed,andbecauseIwasnotinterestedinthejob,Iwasveryopenandrelaxed.Finally,theyaskedme,‘Ifyoudidtakethisjob,whatwouldyoudo?’Igavethemthisalmostrevolutionary,totaltransformationalplan.Twodayslater,Igotthecall:CometoNewYork.ItwasJuly4,1976,andforthenext13years,asCEOofGirlScoutsoftheUSA,Ineverhadabadday.

SoFrancesandherGirlScoutsoftheUSAleadershipteamsetouttomakethechangesnecessaryfortheorganizationtothrivewellintothefuture.TheyappliedleadershipprinciplesFranceshadacquiredthroughherexperiencelearningbydoingasalocalGirlScoutleader,aswellasthelessonsoflifetaughttoherbyherfamilyandfriendsand,later,byhermentor,PeterDrucker.Francesandherteamworkedtoestablishorganizationalstructuresandaculturethatencouragedsharedauthorityanddecisionmaking,emphasizedaspiritofservice,and,aboveall,embracedinclusion.

ForFrances,inclusionmeantreplacinghierarchical,top-downauthoritywithamodelofsharedgovernanceanddecisionmakingthatutilizedtheinputofGirlScoutleadersnationwide.FrancescalledthismodelCircularManagement.ItmeantfindingwaystoencouragegirlsofallracesandethnicbackgroundstobecomeGirlScouts.ItmeantmakingsurethatadultsinGirlScoutsleadershipincludedmembersofthosesameracialandethnicbackgrounds.

ToattractsuchdiversityamongtheGirlScoutsandhelpgirlsandleadersinfiveracialandethnicgroupsfindthemselvesinGirlScouting,Francesadoptedamarketingandrecruitingapproachthatspokerespectivelytoeachofthesegroups.Forexample,fiverecruitmentposterswerecreated,eachonefeaturingaGirlScoutandherleaderwhowereeitherAfricanAmerican,Asian,Caucasian,Hispanic,orNativeAmerican,withasceneandamessagethatwereculturallyspecific.Theeffectofthiseffortwasverypositiveandresultedindoorsbeingopenedtogirlsandleadersthathadnotbeenopenedbefore.

FrancesalsofeltthattheGirlScoutsoftheUSAwasseriouslyoutofdate.WhenshewasappointedCEOin1976,sherealizedtheprogramhandbooksinusehadnotbeenrevisedsincetheywereoriginallydevelopedin1964.Toaddressthisconcern,shebroughttogetherateamofoutstandingcontemporarywriters,researchers,andillustratorstocreatenewprogramhandbooksthatwererelevanttotheyounggirlsofthemid-1970s.Thesehandbookswereheavyinmath,science,andtechnology.AndthroughouteachhandbookwereillustrationsthatrepresentedthediversityofgirlswhoweremembersoflocalGirlScouttroops.

AllofthesechangesandmoretransformedtheGirlScouts,whosemissionis“Tohelpeachgirlreachherownhighestpotential,”intoanenergized,relevant,inclusive,andgrowingorganizationthatembracedthefuturewithahopefulsensethatGirlScoutsoftheUSAcouldmakearealdifferenceinthelivesofitstroopmembers.Asaresult,by1990,GirlScoutshadgrowninnumberto2.3millionmemberswith788,000adultleaders.

AtthelastgatheringofnationalGirlScoutsleadersbeforeFrancesretired,PeterDruckerwasinattendance.Aspartofherfinalgoodbyetoallthosein

PeterDruckerwasinattendance.Aspartofherfinalgoodbyetoallthoseinattendance,FrancesandPeterweretoengageinadialoguewhilesittingontheauditoriumstage.Astheypreparedtobegintheirpresentation,PetersaidtoFrances,“We’veplayedatrickonyou.I’mgoingtointerviewyou.”Astheinterviewnearedcompletion,PetertoldFrances,“Aportraitofyouwillbehunginthehallofthisbeautifulfacility(theEdithMacyConferenceCenterinNewYork).Whatshallthebrassplateonitsay?”Francesanswered,“IhopeitwillsaythatIneverbrokeapromise.”“No,”Peterreplied,“Itwillsay,‘Shekeptthefaith.’”

Franceshasindeedkeptthefaith.Shehaskeptthefaithofallthosewhoseinfluencehelpedtomakeherthepersonshehasbeenthroughoutherlife.Shehaskeptthefaithwhilewalkingthroughdoorsopenedtoher.Andshecontinuestokeepthefaithasshelivestoserve.

ThisstatementfromFrancesdelightfullycapturesthethemesofherlifeofservice:

Leadershipisnotadestination;itisajourney.Andalongthewaywefindfellowtravelerstosharethejourney.Weopendoorsthattelluswhereweshouldbe—andthen,oncewehaveserved,weclosethoseandthenweopennewdoors.

JimDittmarispresidentandCEOof3RiversLeadershipInstitute(www.jimdittmar.com/home),whichprovidesleadershipdevelopmentandtrainingthatistransformational.Utilizinginsightsgainedoverthepastthirty-sevenyearsasaleader,teacher,andtrainerofworkingprofessionals,Jimcreateslearningexperiencesthatareexceptionalincontentandinteractiveandengaginginprocess.Heisexcitedabouthisnewbook,ALeadershipCarol,coauthoredwithJohnStanko.

Note1.TolearnmoreaboutFrancesHesselbein,readherautobiography:MyLife

inLeadership:TheJourneyandLessonsLearnedalongtheWay(SanFrancisco:Jossey-Bass,2011).

Chapter32Charlie“Tremendous”Jones

ASermonSeen

MARKSANBORN

ItwarmedmyheartwhenMarkSanborn,whomI’vesharedaspeakingplatformwithanumberoftimes,decidedtowriteanessayaboutCharlie“Tremendous”Jones.Charlie’spositiveattitudehadamajorimpactonmyfaithandmylife.I’llneverforgetthelasttimeItalkedtoTremendous,justbeforehisdeathfromcancer.Isaid,“Whenyougettoheaven,willyoutelluswhatit’slike?”Tremendouswasweakbuthisanswerillustratedwhatkindofguyhewas.“Iwouldn’thavethewordstodescribeit!IfIdid,you’dprobablycommitsuicide!”Thanks,Mark,forsharingaboutsuchagreatservantleader—myfriendandmentor,Charlie“Tremendous”Jones.—KB

EDGARGUESTWASborninEnglandbutmovedtotheUnitedStateswherehebecameknownas“ThePeople’sPoet.”Hepennedmorethan11,000poems,whichweresyndicatedin300newspapersandcollectedinmorethan20books.Oneofhisbest-lovedpoemsisaclassicfamiliartomanycalled“SermonsWeSee.”Inithesays,“I’dratherseeasermonthanhearoneanyday/I’dratheroneshouldwalkwithmethanmerelytelltheway.”

Servantleadershipisaboutbeingasermonseen;aboutlivingoutaninnerphilosophy.Thebestservantleadersdon’tjusttellushowtolead,theyshowus.AndIdon’tthinkIeversawabettersermonaboutservantleadershipthanmy

friendCharlie“Tremendous”Jones.ManyrecallCharlieasapowerfulspeakerandsuccessfulauthor.Hisbook

LifeIsTremendoushassoldmorethantwomillioncopiessince1967.1WhenCharliespoke,peoplelistenedinraptattention.Hisboomingvoiceandphysicalinteractionwiththeaudiencewerehistrademarks.Charliehadthegiftofengagingthebrainbyappealingtothefunnybone,andfewwhoexperiencedoneofhislivepresentationseverforgotit.

Heisprobablybestknownforhisdeclaration:“Youwillbethesamepersoninfiveyearsasyouaretodayexceptfortwothings:thepeopleyoumeetandthebooksyouread.”

Charliecombinedhisloveofbooks,leadership,andlearningwithhisspeakingandpublishingcareer.CharliefoundedExecutiveBooks(nowTremendousLifeBooks)asawaytogetaffordableandupliftingbooksintoasmanyhandsaspossible.Heleveragedtheserviceprovidedbyhisbookcompanyintoanongoingconduitforphilanthropy:apercentageoftheearningseachyeargoestosupportthecharitiesandorganizationsthatwerenearanddeartoCharlie’sheart.

HereareafewreasonswhyIthinkCharliewasanexemplaryservantleader.

CharlieWasLargerThanLifeIdedicatedmybookTheEncoreEffecttoCharlie,andinitIreferredtohimas“largerthanlife.”2Inthebestsenseofthatphrase,Charliedemonstratedthatwecanlivelifelargerthanweare.Hewasarolemodelofalifelivedlarge,andthatisthelegacyhelefttousall.

Charlielitupaplacewhenheentered.I’msuresomepeople,uponfirstmeetingCharlie,wonderedifhewasforreal.Wehaveallmetpeoplewhoseenthusiasmormannerismswereanact.Charliewastherealdeal.Hisenthusiasmwascontagiousand,frankly,irresistible.OvertheyearsI’veseenmanycynicswonoverwheninCharlie’spresence.Itwasimpossiblenottogetcaughtupinhistremendousspirit.

CharlieHadaPassionforOthersCharlie’sloveofbookswassecondonlytohisloveofpeople.Ismilethinkingofhowhewouldpresentsomeonewithagoodbook:he’dholdittohischest,sighdelightedly,andgentlykissthecoverbeforehe’dhanditover.Youknewyouweregettinggoodstuff.Idon’tthinkwecanevercounthowmanypeoplefellinlovewithbooksbecauseofCharlieorhadtheirliveschangedthroughabookheencouragedthemtoread.Charlie’sgreatloveaffairwithbookswas

bookheencouragedthemtoread.Charlie’sgreatloveaffairwithbookswasbecauseheknewthepowerofbookstodramaticallyimpactthereader’slife.

Helovedandacceptedeveryone,evenpeoplewhoweremeantohim.Itiseasytolikenicepeople.Charlieprovedthatyoucanloveeventheunlikable.Heespeciallylovedbabiesandlittlechildren.ItwashardtogetthroughastoreorotherpublicareawithoutCharliestoppingtointeractwithandkissthelittleonesheencountered.

IfyouevertriedtoprayforCharlie,especiallyashewasbattlinghiscancer,he’dadmonishyoutosaveyourprayersforsomebodywhor*allyneededthem.“YoumightgettoheavenbeforeIdo,”he’dboom,“sodon’tprayforme.”HisuniqueandhumorousperspectiveprovedthatCharliewasmoreworriedaboutothersthanhewasabouthimself—themarkofatrueservantleader.

Charlie’sHighestDesireWasServiceCharliewasneveraboutCharlie.HewasallaboutJesus,andthereforehewasallaboutothers.Helivedoutwhathefeltwashismandate:todemonstrateJesus—thegreatestservantleaderofall—toeveryonehemet.

Ibelieveambitionandleadershiparetwodifferentthings.Ambitioncreatesbenefitsfortheambitious;leadershipcreatesbenefitsforthegreatergood.Whileaneffectiveleaderenjoysbenefits,servantleadershipalwaysbenefitsothers—thelargercommunity.Charlie’sambitionwaschanneledintohowhecouldserveothers.

Charlielivedmodestlywhenhecouldhaveenjoyedamuchmorelavishlifestyle.That’sbecausehe’drathergive—or“return,”ashesaidlaterinhislife.Onegreatexampleisthejoyhefoundintakingfriendstoafavoritefactoryoutletstorewhereyoucouldgetanamazingdealonqualityclothing.Oncethere,youlearnedthatCharliepurchasedfarmoreforothers—shirts,ties,andotherdressclothestogivetomissionaries—thanheeverdidforhimself.

HeWasCongruentTherewasnodistinctionbetweenCharlie’sprofessionallifeandhispersonallife.Hisfaithinfusedeverythinghedid.WhilesomemaynothaveagreedwithCharlie,nobodycouldquestionhissincerity.Hewasseriousabouthisworkbutalwayshadfun.Helovedtosingandlaughandheenjoyedthesimplepleasuresasmuchasthebigones.Andhisgreatestjoywasinhelpingothershavefun.

CharliededicatedthelowerlevelofoneofhisbuildingsasaChristmasroom,fullofseasonaldelightsthatcouldbeenjoyedbypeopleyearround.Hefoundgreatjoyinbringingunderprivilegedchildrentovisitsotheycouldexperience

theChristmasmessage.Theroomwasfilledwitheasy-to-playinstrumentsandCharlieoftenconductedmakeshiftperformancesbygivingeveryoneaninstrumentandaskingthemtoplay.

HeWasaConduitTome,CharliewasaconduitofJesus’slove.Itgavehimsuperhumanenergy,amazingpatience,incrediblecompassion,andunlimitedgrace.BecauseofCharlie,I’mabetterhusband,father,son,brother,friend,andChristian.

Author,teacher,andpreacherSamuelBrenglesaid,“Thefinalestimateofmenshowsthathistorycaresnotaniotafortherankortitleamanhasborne,ortheofficehehasheld,butonlythequalityofhisdeedsandthecharacterofhismindandheart.”ThequalityofCharlie’sdeedsandthecharacterofhismindandheartmadehimthemosteffectivesermonseen—aservantleaderwhor*alizedhisgreatestpurposeandjoybyputtingothersaheadofhimselfandlovingthemunconditionally.

MarkSanborn(www.marksanborn.com)ispresidentofSanborn&Associates,Inc.,anideastudiodedicatedtodevelopingleadersinbusinessandinlife.HeistheauthorofeightbooksincludingTheEncoreEffect,YouDon’tNeedaTitletoBeaLeader,andhisnationalbestseller,TheFredFactor.Markisanotedexpertonleadership,teambuilding,customerservice,andchange.

Notes1.Charlie“Tremendous”Jones,LifeIsTremendous(Wheaton,IL:Living

Books,1968).2.MarkSanborn,TheEncoreEffect:HowtoAchieveRemarkable

PerformanceinAnythingYouDo(NewYork:CrownBusiness,2008).

PartFivePuttingServantLeadershiptoWork

FirsthandAccountsofPeopleWhoHaveMadeServantLeadershipComeAliveinTheirOrganizations

•ColleenBarrett,in“TreatYourPeopleasFamily,”detailstheamazingimpactservantleadershiphashadonthesuccessofSouthwestAirlinesformorethanfortyyears—deliveringbothgreatresultsandgreathumansatisfaction.

•RobinBlanchard,in“DevelopingandUsingServantLeadershipintheMilitary,”relateshowthemostrewardingexperiencethroughouthercareerhasbeenwatchingherpeoplesucceed.

•DaveRamsey,in“LeadingIsServing,”tellsthestoryofsharingwithhissonhisphilosophythatservantleadersarepowerful,notsubservient—butwiththatpowergoesaheavyresponsibilitytoeveryonetheylead.

•ShirleyBullard,in“ServingfromanHRPerspective,”sharesthat,ingoodtimesandbad,beingaservantleaderinHRismoreaboutservingthanitisaboutleading.Youneedbothtobeeffective—especiallywhenthere’snoscript.

•JamesH.Blanchard,in“It’sHowYouTreatPeople,”discusseshowtheintenttoservefromdayoneplayedamajorroleinSynovusFinancialbeinginductedintoFortune’sBestCompaniestoWorkForHallofFame.

•In“HowServantLeadershipHasShapedOurChurchCulture,”MilesMcPherson,pastorofRockChurchinSanDiego,describeshowloveasthecentralthemehascausedthisservantleadership-basedchurchtoflourish.

Chapter33TreatYourPeopleasFamily

COLLEENBARRETT

OneofthemostenjoyablewritingexperiencesI’veeverhadwascoauthoringLeadwithLUV:ADifferentWaytoCreateRealSuccesswithColleenBarrett,formerpresidentofSouthwestAirlines.Theairlineindustry,initshistory,haslostmoney.ButSouthwestAirlines,yearafteryear,hasturnedaprofit.Why?BecauseColleenandfounderHerbKelleherhavealwayshadservantleadershipintheirveins.You’llseeitinthewaysheinsistsoncapitalizingwordssuchasMechanic,People,Customer,andLeader!ThisessayisaboutSouthwest’sservantleadershipstory.—KB

OVERTHEYEARS,allofourLeadersatSouthwestAirlineshavetriedtomodelServantLeadership.HerbKelleher,ourFounder,ledthewayclearly—althoughIdon’tthinkheevenknewwhattheexpression“ServantLeadership”meantuntilwetoldhim.Tobehonestwithyou,neitherdidI,untilmyfriend,thevisionaryleaderAnnMcGee-Cooper,introducedmetothebookRobertK.Greenleaf:ALifeofServantLeadershipbyDonFrick.1

ButwhileourrecognitionofthetermServantLeadershipmighthavecomelate,foroverfourdecadesHerbandIhavesaidthatourpurposeinlifeasSeniorLeaderswithSouthwestAirlinesistosupportourPeople.Tous,thatmeanstreatingPeopleasfamily.ToquoteHerb’sforewordtothebookIcoauthoredwithKenBlanchard,LeadwithLUV:

Mostpeoplearelookingnotonlyformonetarysecuritybutalsoforpsychicsatisfactionintheirwork.Thatsatisfactionisprovidedinourpersonallivesbytheloveandaffectionoffamilyandfriends.Whyshouldn’tabusiness

simplybeanenlargementofourcircleoffamilyandfriends?2

HowdoesthatplayoutforusatSouthwest?Firstofall,wewanteachofourPeopletorealizetheyhavethepotentialtobe

aLeader.Theycanmakeapositivedifferenceinanybody’sworkandlife,regardlessofwhethertheyareinamanagementposition.SowetrytohireLeaders,nomatterwhatrolewewantthemtofill.

Second,ourentirephilosophyofLeadershipisquitesimple:treatyourPeopleright,andgoodthingswillhappen.WhenwetalktoourEmployees,wetellthem:

YouarethemostimportantPersontous.YouareourmostimportantCustomerintermsofpriority.Therefore,we’regoingtospend80percentofourtimetreatingyouwithGoldenRulebehaviorandtryingtomakesurethatyouhaveanenjoyableworkenvironmentwhereyoufeelgoodaboutwhatyoudo,aboutyourself,andaboutyourpositionwithinthisCompany.Butifwedothat,whatwewantinexchangeisforyoutodothesamethingbyofferingourPassengers—whoareoursecondCustomerintermsofpriority—thesamekindofwarmth,caring,andfunspirit.Ifyoudothatconsistently,ourPassengerswillrecognizehowsignificantlydifferentthisisfromthebehaviortheywitnessatotherbusinesses,andtheywillcomebackformore.

TheQuadrupleBottomLineAsyoucantell,tomeaServantLeader’senergyisfocusednotonjustthefinancialbottomline,butalsoonthesethreebottomlines:beingtheemployerofchoice,providerofchoice,andinvestmentofchoice.

IthinktheentiresuccessofaCompanybeginswithbeingtheemployerofchoice.WetryineverywaytoletourEmployeesknowtheyareimportantandareempoweredtomakeapositivedifferenceonadailybasis.That’soneofthereasonswhy,inourcorporateheadquartersinDallas,thereisahugeinscriptionontheglasselevatorwallinourlobbythatsays:

ThePeopleofSouthwestAirlinesarethecreatorsofwhatwehavebecome—andofwhatwewillbe.OurPeopletransformedanideaintoalegend.Thatlegendwillcontinuetogrowonlysolongasitisnourished—byourPeople’sindomitableSpirit,boundlessenergy,immensegoodwill,andburningdesiretoexcel.Ourthanks—andourlove—tothePeopleofSouthwestAirlinesforcreatingamarvelousFamilyandawondrousairline!

WeareconcernednotonlyaboutourPeople,ourCustomers,andourfinancialwell-being,butalsoabouthowwegivebacktothecommunity.WehavealwaysencouragedourPeopletobeactiveintheircommunities.Wewantthemeachtobethecitizenofchoice.Soinmanyways,wefocusonthequadruplebottomline:beingtheemployerofchoice,providerofchoice,investmentofchoice,andcitizenofchoice.

ThreeServingValuesThehighestpriorityforallofourEmployeesissafety,whichwenevercompromise.Beyondthat,wehaveidentifiedthreekeyvalues—WarriorSpirit,Servant’sHeart,andFun-LUVingAttitude—thatwewantourPeopletoengageineverysingleday.

WhilehavingaWarriorSpiritisaboutbeingcompetitive,it’snotinawarlikeway.Basically,itmeansthatyouhavetohaveafightingspirittobesuccessful.Youwanttobethebest,workhard,becourageous,displayasenseofurgency,persevere,andinnovate.Youwanttobeawinner.Peopledon’twanttoworkforaloser.Youwanttowinatwhatyousetouttodo.That’swhywecanstillturnaplanearoundfasterthananybody.

It’ssimilartooneofthetwocharactertraitsthatJimCollins,inhisbookGoodtoGreat,3usedtodescribegreatleaders:will,orresolve.It’sthedeterminationtofollowthroughonavision,mission,orgoal.Thefocusisongivingyouralltogetthebestresultsoeveryonewins—yourPeople,yourCustomers,yourowners,andthecommunitiesinwhichyouserve.Wethinkthere’snothingwrongwithwantingtobethebestatwhatyoudo.

OursecondvalueisaServant’sHeart,whichisthecoreofknowinghowtoleadwithlove—orLUV,aswespellitatSouthwestAirlines.(LUVisSouthwestAirlines’symbolontheNewYorkStockExchange.TheairlinefirststartedflyingoutofLoveFieldinDallas.AtSouthwest,LUVcontinuestobethecommonspellingofthewordlove,whichisused,alongwiththesymbolofaheart,inmarketing,correspondence,anddécorthroughouttheorganization.)

Whenweinterview,hire,andpromote,we’relookingforPeoplewhoareServantLeaders—nomatterwhattitleorpositiontheyaregoingtohold,theyhavetowanttoserve.TheyneedtohaveaServant’sHeart—apassionforservingothers.WewantallofourEmployeestofollowtheGoldenRule,adheretoourbasicprinciples,treatotherswithrespect,putothersfirst,beegalitarian,demonstrateProactiveCustomerService,andembracetheSouthwestAirlinesfamily.Asaresult,whileweobviouslywouldn’thireaPilotwhocan’tfly,wealsowouldn’thirePilotswhothinktheyareabigdealandmoreimportantthan

therestofourPeopleorourCustomers.OurPilotshaveevenbeenknowntohelpcleancabinsinourplaneswhenthereisatimecrunchbetweenflights.

Ourthirdday-to-dayvalueisaFun-LUVingAttitude.Ican’ttellyouhowhardweworkedontheproperdescriptivewewantedtouse.Weendedupwith“Fun-LUVing”toonceagainhighlightourLUVsymbolontheNewYorkStockExchange.

Basically,aFun-LUVingAttitudemeansjustthat:wewanttoenjoyourworklifeasmuchaswedoourhomelife.WewanttoshoweachotherandourvaluedCustomersthatwecareaboutthem,andwewantthemtofeellikeextendedfamilymemberswhiletheyareinourpresence.Wehavefun,wedon’ttakeourselvestooseriously,wemaintainperspective,wecelebratesuccesses,weenjoywork,andwearepassionateTeamplayers.

OurFun-LUVingAttitudeispersonifiedbyourFlightCrews.TheyarealwaysthinkingofcreativewaystomakeflightsinterestingandfunforourPassengers.

Forexample,wereceivedaletterfromaCustomerwhotoldusthatbeforeherflightlefttheground,oneofourFlightAttendantsmadeanannouncementthattheFlightCrewhadhadalongdayandtheyweretired.Forthisreason,insteadofpassingoutthepeanutstheyweregoingtoputtheminapileatthefrontoftheplaneandwhentheplanetookoff,thepeanutswouldslidedowntheaisleandeveryonecouldgrabapacket.Passengerslaughedandthoughthewasjoking,butthentheysawhimdumpapileofpackagedpeanutsintothecenteraisle.Sureenough,duringthesteeptakeoffallofthepeanutsbegantoslidetowardthebackoftheplane.Everybodystartedlaughing.PeopleintheaisleseatsgrabbedpeanutsandpassedthemovertootherPassengerswhostretchedouttheirhands.

DoIhavetosayanythingmoreabouttheFun-LUVingAttitudeofourPeople?Ithinkalotofthemmusthavecoloredoutsidethelinesaschildren.

TheLeadershipAspectofServantLeadershipThestrategic,orleadership,aspectofServantLeadership,whichistheresponsibilityofthehierarchy,isroundedoutwithshort-termgoalsandinitiativesthattellourPeoplewheretheyshouldputtheirattentionrightnow.

AtSouthwest,wehaveannualgoalsandinitiativeswewantourPeopletoalwayshavetopofmind.Butthosethingsaretiedtothebigpicturethatwewantthemtoalsofocusoncontinuously—thatweareintheCustomerServicebusinessandhappentoflyairplanes,wewanttodemocratizetheairways,andthateveryone,everyday,needstoliveourvaluesofsafetyandhavingaWarrior

Spirit,aServant’sHeart,andaFun-LUVingAttitude.

TheServantAspectofServantLeadershipWhenitcomestotheservantaspectofServantLeadership,Herbwasmyrolemodel.Hehadnotroublephilosophicallyinvertingthetraditionalpyramidalhierarchy.Tohim,onceeverybodyknewwhereweweregoing,whatwewantedtoaccomplish,andwhatourvalueswere,heworkedforourPeopleandourCustomers.

OneofourrelativelynewLeadersoncetoldmethathisbestexampleofaServant’sHeartwassomethinghesawHerbdoatoneofourSpiritparties.Spiritpartiesareheldonceayearatdifferentfunlocationswhereeverybodyhaslotsofspacetomovearoundandvisit.ThisLeaderhappenedtobestandingnearthedoorwaywhenHerbenteredtheroom.He’dheardaboutwhata“rockstar”HerbwaswithourPeople,buthestillmarveledoverwhathesaw.

HewatchedHerbtalktoaMechanicinworker’sclothesforatleastfifteenminutes—eventhoughtherewereliterallyhundredsofPeoplecirclingHerbforhisattention.Herbneverlookedovertheguy’sshouldertoseewhoelsemightbethere,andneverdivertedhiseyesfromthismanwhiletheyweretalking.Herbwascourteoustoeveryonewhowastryingtoshovetheguyoutofhisspacesothattheycouldfillit,buthegavethismanhistime.ItwascleartothisnewLeaderthatHerbhadnohierarchicalconcerns—hewascompletelyinterestedinwhattheMechanicwastryingtotellhim.ThathadaprofoundimpactonthisLeader,andheremembersittothisday.Hehasbeenwithusmorethantwentyyearsnow.

NotonlydoweserveandcareaboutourPeople,butweempowerthemtousecommonsenseandgoodjudgment.Yes,wehavewrittenrulesandprocedures,andyoucangolookatthem,butwesaytoourfolkseveryday,“Therulesareguidelines.Wecan’tsitinDallas,Texas,andwritearuleforeverysinglescenarioyou’regoingtoruninto.You’reoutthere.You’redealingwiththepublic.Youcantellinanygivensituationwhenaruleshouldbebentorbroken.Youcantellbecauseit’ssimplytherightthingtodointhesituationyouarefacing.”

OurfolksaremarvelousabouthandlingallkindsofsituationswithourCustomers.WehavehadPilotspayforhotelroomsbecauseourCustomersweregettingoffatdifferentcitiesthantheyintendedforthenight,andthePilotscouldseethatthepeopleneededhelp.Theydon’tcallandask,“Isitokay?WillIgetreimbursed?”Theydothesethingsbecausethat’sthekindofPeopletheyare.

WhenourPeoplerealizetheycanbetrustedandthey’renotgoingtogetcalledonthecarpetbecausetheybendorbreakarulewhiletakingcareofa

calledonthecarpetbecausetheybendorbreakarulewhiletakingcareofaCustomer,that’swhentheywanttodotheirbest.OurPeopleunderstandthataslongasthedecisionstheymakearenotillegal,unethical,orimmoral,theyarefreetodotherightthingwhileusingtheirbestjudgment—evenifthatmeansbendingorbreakingaruleoraprocedureintheprocess.ServantLeadershipandempoweringyourPeopleisnotsoftmanagement.ItismanagementthatnotonlygetsgreatresultsbutgeneratesgreathumansatisfactionforbothourEmployeesandourCustomers.

ColleenBarrett(http://bit.ly/2uI0lv8)ispresidentemeritusofSouthwestAirlines.ShejoinedSouthwestin1978ascorporatesecretary,servinginVPandexecutiveVProlesbeforebecomingpresidentandCOOin2001.Shesteppeddownaspresidentin2008.ColleenhasbeentherecipientofmanynotableawardsoverhercareerincludingtheTonyJannusAwardin2007andtheprestigiousWrightBrothersMemorialTrophyin2016.

Notes1.DonM.Frick,RobertK.Greenleaf:ALifeofServantLeadership(San

Francisco:Berrett-Koehler,2004).2.KenBlanchardandColleenBarrett,LeadwithLUV:ADifferentWayto

CreateRealSuccess(UpperSaddleRiver,NJ:FTPress,2011).3.JimCollins,GoodtoGreat:WhySomeCompaniesMaketheLeapand

OthersDon’t(NewYork:HarperBusiness,2001).

Chapter34DevelopingandUsingServantLeadershipinthe

Military

ROBINBLANCHARD

RobinBlanchardisthedaughterofmycousin,Bob,whowasoneofthetopschoolsuperintendentsinthecountry,finishinghiscareerinPortland,Oregon.WatchingherfatherasaleadermotivatedRobintobecomeagreatservantleaderherself.Ithinkyou’llrealizeinthisessaythatsheaccomplishedhergoalthroughservingourcountryinthemilitary.—KB

RECENTLY,WHILELOOKINGthroughdocumentsmymotherkeptfrommychildhood,IfoundanaptitudetestIhadtakenintheseventhgrade.Myhighestscorewasinleadership.WhowouldhaveknownthenthatIwouldfollowapathleadingtothehonorofservingasthefirstfemalebrigadecommanderintheWashingtonNationalGuard!

Ihavealwaysfeltdrawntoservingothers.Someinthemilitarydidnotalwayssupportmyservantleaderphilosophy.Buttheydidn’tunderstandthataservantleaderhasflexibility—althoughwealwaysputourpeoplefirst,weareabletobeverydirectivewhennecessary.Nodiscussionisneededwhenamilitaryleadersays,“Takethathillandholdit.”Soldiersmustmoveoutquicklytoaccomplishwhatevertheyaredirectedtodo.Theyarededicatedtothemissionofprotectingthisnation’sfreedomsandwillalwaysdotheirbesttothatend.However,followershipmustbeearned.Someleaderswintheheartsandmindsoftheirsoldiersandhavecommentsmadeaboutthemsuchas“Iwouldfollowthemanywhere.”Otherleadersfindthattheirpeopleonlyfollowthemwhenitisrequired—orwhensomeoneiswatching.

What’sthedifference?Iwouldpositthatsomeleadersunderstandservantleadershipandsomedon’t.Aservantleadermustbetechnicallycompetent;buttomotivateotherstheyalsomustearntrustandrespect.Beforealeadercanhavesuccessonthebattlefield—whenordersmustbefollowedquicklyorsomeonemightdie—theyalreadymusthaveearnedtheheartsandmindsoftheirtroops.Thattakesaservantleader.

Duringmytwenty-eightyearspracticingservantleadershipinthemilitary,Irealizedtwocriticalthingsaboutleadingothers:(1)Peopleneedtofeelvaluable;and(2)Peopleneedtobeequippedforsuccess.

LetPeopleKnowTheyAreValuedIwantedmypeopletoknowIvaluedthem.Iworkedhardtoensurethisbypraisingthem,empoweringthem,andalwaysbeingfocusedonthemduringinteractions.Equippingthesepeopleforsuccessmeantensuringtheywerewelltrainedfornewpositionsandalwaysunderstoodwhatwasexpectedofthem.

Praiseisimportantforeveryone—it’spartofwhatmakespeoplefeelvalued.Thesignificanceofsincere,specificpraisecannotbeoverlookedbyleaders.Itletsdirectreportsknowyouarepayingattentionandalsogivesthemaroadmapforexactlyhowtheyshouldbehaveinthefuture.

DuringmydeploymentinKuwait,Iattendedahigh-powered,rank-heavymeeting.PicturealargeroomwithaU-shapedtablearrangementfacingascreenwiththecommandinggeneralsittinginthecenter.Themajorityofthosesittinginthefirstrowweregeneralofficersrangingfromonetothreestars.SinceIwasacommander,eventhoughIwasonlyacolonel,Isatinthefirstrow.Itwasquiteintimidating.Myplanwastokeepquiet,observe,andlearn.

Severaltimesduringthemeeting,thecommandinggeneralaskedforcommentsorsuggestions.AlthoughIhadpassedonspeakingseveraltimes,atonepointIcouldnotsitsilentanymore.IexplainedwithpassionwhatIbelievedtobetheissueandsolution.Althoughtoeveryoneelseintheroomitwassimplyanothercommentinaseaofcomments,formeitwasanythingbutnormal.Theexperienceleftmeshakyandnervous.IwasproudIspokeupbutwonderedhowmanypeoplethoughtIwasacompleteidiot.Thecommanderhadacknowledgedmycommentsandsolutionsassomethingtoconsider,butanemotionalmindgoestocrazyplaceswhenintimidated.Tomysurprise,myboss,atwo-stargeneral,foundmeduringabreak,praisedmeformyinput,andexplainedindetailwhathelikedaboutmycomments.Havingreceivedthatpraising,fortherestofthemeetingIfreelygavemyinputandcontributedtosolutions.

Rememberthatnomatterhowseniororjunioryouareintheworkplace,praisereleasestherecipient’screativegenius—andorganizationsreapthe

praisereleasestherecipient’screativegenius—andorganizationsreapthebenefits.

Anotheressentialpartofvaluingpeopleistotrustthemandstrivetoearntheirtrustinreturn.Trustisvitalupanddownthechainofcommand—maybeevenmoresoformembersofthemilitarywhodealregularlywithlife-and-deathsituationsincombat.Soldiersfeelvaluedwhentheirleadersprovetheywillbackthemup.Inaviation,wecallthat“having(theperson’s)six.”Inanaircraft,thedirectionyouaremovingisconsideredtwelveo’clockandbehindyouisconsideredsixo’clock.Ialwaystriedtohavemysoldiers’six,becauseapersonwillbemotivatedatworkwhentheyfeelsafetousealloftheirabilitiesandtakesomerisk.Riskoftenresultsingreatrevelationthatshouldnotbemissed;infact,mostinnovationbeginswithsomeonetakingarisk.Thereisadownside,however:everyonemakesmistakes—andtheycanbesignificant.Howaservantleaderdealswiththosemistakesiskey.Itriedtodefuseandcollaboratewhenmistakesweremade.Tome,thismeantdefusingthestuffcomingfromthepeopleabovemewhowerefrustratedwiththeteam’smistake,andthencollaboratingwithmypeopletosolvetheproblem.AservantleaderasksthequestionHowcanIhelp?

OnesummerwhenIwascommandingatrainingbattalioninYakima,Washington,IwastestedonhowmuchItrustedmysoldiers.Asatraditionalguardsman,Ididnotworkfulltime,soIreliedonsoldierswhowerefull-timeemployeesmanagingthecoursestaughtinYakima.ThemostseniorsoldieronthegroundinYakimawasmysergeantmajor.Hewasacompetentsoldierwhohadblendedtogetheratrainingstaffofcombatarmssoldiersandsupportsoldierstoeffectivelymanagetherigorouscourseschedule.

Whenhisfirstcallcame,Ihadnoideaitwouldbethestartofaverydifficultsummer.Theconversationwentsomethinglikethis:

“Ma’am,wehaveaproblem.”“Okay,SergeantMajor,whatisit?”“Duringthelivenightfirelastnight,thetracerroundsignitedthegrassonthe

range.Beforeweknewit,600acreshadburned.”Iquicklyreplied,“Isanyonehurt?”Hesaid“No.Rangecontrolandthebasecommanderareallintheloop.Ijust

wantedyoutoknowwhathappened.”Atthispoint,theconversationwentabitdeeper.Sufficetosaythatthe

summerwasnotstartingwell—butIsupportedmysoldiers.Imustprefacethenextcallwithanexplanation.Inthemilitary,whena

sensitiveitemislost,itisverybad.Entireinstallationscanbeshutdownuntiltheitemisfound,andpeopleoftenlosetheirjobsoverthistypeofmistake.

theitemisfound,andpeopleoftenlosetheirjobsoverthistypeofmistake.Examplesofsensitiveitemsareweapons,devicesthatallowsightinthedark,andexplosives.Now,Iwillcontinue.

Thenextphonecallcameafewweekslater.“Ma’am.”“Yes,SergeantMajor.”“Wehaveaproblem.”“Whatisit?”“Welostoneofourborrowednightvisiongoggles.Thatis,wethinkwelost

it.It’snothereinthearmoryandwearecurrentlycheckingwiththeunitthatloanedusthegoggles.”

Again,asignificantconversationensuedwithquestionsandsuggestionsbackandforth.

Ultimately,thegoggleswerefound.Themistakewasduetopooraccountabilitywhenthegoggleswereborrowed—onehadbeenleftinabaginthecorneroftheloaningunit’ssupplyroom.ThisbegsthequestionWhywerethegogglesnotaccuratelycountedatthetimeofissue?Thisproblem,amongseveralothers,wasaddressedduringthecourseoftheinvestigationintothemistake.Evenwiththismishap,Ikeptmyfocusonmysoldiers.

Thesummerwasgoingfrombadtoworse.ItraveledtoYakimaandhadaface-to-faceconversationwiththesergeantmajor,inwhomIhadalotofconfidence.Heassuredmehehadeverythingundercontrolandwasputtingcorrectivemeasuresinplace.

Whenthethirdcallcame,itwasallIcoulddonottowince.“Ma’am.”“Yes,SergeantMajor.”“Letmefirstsay,therewerenoinjuries.However,whiletransportingtheM4

riflestoSeattle,thetruckbrokedownjustbeforeenteringthearmoryandtherewasanaccidentaldischarge.”

ThismeansthatoneoftheM4riflesfiredoffaliveround.Itisroutinewhentransportingweaponstohaveliveammo—however,itshouldneverbechamberedunlessathreatisimminent.Naturally,alengthyconversationensued.Amistakeisonething,butthreeerrorsinonesummerissomethingelse.

LaterthatdayIreceivedacallfrommyboss,whowasnothappy.Heisnormallyacalmman,buttodaythattraitdisappeared.Let’sjustsaythistimetherewasnopraisinginvolved—andIdidnothavemuchbacksideleftaftertheconversation.

Mythree-hourdrivetoYakimatomeetwiththeteamwasfilledwithstrategizinghowtoremedythesituation.Mybosshadbeenveryclear:“You

strategizinghowtoremedythesituation.Mybosshadbeenveryclear:“Youhavealeadershipproblemoverthere.Getitfixed!”

Icouldeitherfireeveryone—orthinkofabettersolution.Whenapersonisnotperforming,andithasbecomeobvioustheywillneverperforminthatposition,areassignmenttoamorealignedpositioncouldbeanoption.Butsometimessharingthepersonwiththecompetitionistheonlyoption.Aservantleadermustmakethedecision.Inthissituation,Ibelievedinmysoldiers.Iwasconvincedtheyhadsimplyhitafewdifficultsituationsand,withsupport,Iknewtheycouldturnthesituationaround.Ichosetodefuseandcollaborate.

Ibroughtalltheleadersandinstructorstogetherandwestrategizedhowtomakethingsbetter.Iguidedthemwhennecessary,butmostlyIlistenedandencouraged.Aninterestingsidenotetothisstoryisthatalmostallthesoldiersintheroomweremalecombatarmsandhadneverworkedforawoman.Thisnaturallymadeitabittougher,butattheendofthemeeting,thesoldiershadsolutionstheyintendedtoimplement.

Itworked.Duringtherestofmycommandofthatunit,thesoldiersworkedharderthanIhadeverseenanyonework.Theywererewardedwithnomoremajormistakes.Theunitpassedallaccreditationswithexcellentratings.

OnseveraloccasionsovertheyearssincethatassignmentI’verunintosoldiersfromthatunit,andtheirreactionisalwaysthesame.“Ma’am,youhadoursixthatsummer,andwewillneverforgetit.”Ifyouwanttomotivatepeople,makesuretheyknowtheycantrustyou.

EquipPeopleforSuccessPeoplemustbeequippedinordertosucceed.Therefore,aservantleadermustensurethatpeopleknowwhatisexpectedofthem,understandpoliciesandprocedures,andreceivewhatevertrainingisneeded.

Myfifteen-year-oldson’sfirstjobwasworkingasadaycampcounselorforthecityparksandrecreationdepartment.Hewassoexcitedtohaveareal,payingjob.Butafteramonth,hismotivationwentdown.WhenIaskedhimwhatwaswrong,hesaid,“Mom,Idon’tthinktheyaregoingtopayme.”

Isaid,“Whatdoyoumean?Youhaven’tbeenpaid?”Henoddedsheepishly.Isaid,“Callyoursupervisorandaskwhatiswrong.”Hesaid,“MaybeImisunderstoodandI’mnotgoingtogetpaid.”Poorguy,

hefeltterrible.Isaid,“Callher.”Whenhecalled,herresponsewas,“Didyousubmityourtimecard?”

Whenhecalled,herresponsewas,“Didyousubmityourtimecard?”“What’satimecard?”heasked.Whenpeopledon’tknowpoliciesandprocedures,itcancausefrustrationand

beverydemotivating.Toooften,orientationofnewemployeesisnotgivenmuchemphasis.Becauseaservantleaderseekstoequiptheirpeople,employeeorientationisacriticalelementtoensurecontinuedmotivation.

Servantleadershipisthebestwaytolead.Everyoneneedstofeelvalued,andwhateveryoudotowardthatendwillbemotivating.IshowmypeopleIvalueandtrustthembygivingthemsincereandspecificpraise,empoweringthem,andensuringIamfocusedonthem,notonmyself.Equippingpeopleforsuccessisjustasimportant.Iseektoensuremypeopleknowpoliciesandprocedures,areawareofmyexpectations,andaretrainedfortheirjob.

Throughoutmycareer,mymostrewardingexperiencehasbeenseeingmypeoplesucceed.Andthatisthegoalofeveryservantleader:tocaremoreaboutthesuccessofothersthanyourown.

RobinBlanchardownsandoperatesBlanchardConsulting(www.blanchardconsulting.biz)intheWashington,DC,area.SheisalsoaseniortrainerwithTheKenBlanchardCompanies,facilitatingbothcivilianandgovernmentalorganizationsacrosstheUnitedStates.Sheretiredasacolonelaftertwenty-nineyearsofservicewiththeWashingtonArmyNationalGuard.Shehasamaster’sdegreeinstrategicstudiesfromtheU.S.ArmyWarCollegeandanMBAfromGrandCanyonUniversity.

Chapter35LeadingIsServing

DAVERAMSEY

I’vealwaysbeenabigfanofDaveRamsey.WhenhespokeataleadershipconferenceIwaspartofafewyearsago,Iwasfascinatedbyhisthinking.Hehasauniquewayofmakingcomplicatedtopicslikefinancesimpleandinteresting.Withhispopularity,hecertainlycouldthinkofhimselfasabigdeal—successfulpeopleoftenareusedtobeingservedratherthanserving.Butthat’snotthecasewithDave.Why?Becauseherealizes,andwillshareinthisessay,thatwithsuccesscomestheresponsibilitytoserve.—KB

I’VESPENTAlotoftimethinkingaboutwhatGod’sdoneinmybusinessoverthepasttwodecades.Thisthinghasliterallygrownfromaone-manshowonacardtableinmylivingroomintoateamofmorethan550superstarsdoingworkthat’schanginglives.It’scrazy!IalwaysknewGodwasgoingtodosomebigthingswithourstuff,buttheleveloftalentandcommitmentHe’sbroughtalongsidemeoverthepasttwentyyearshastotallyblownmymind.

AsItriedtoputallthoseexperiencesintomybook,EntreLeadership,1andasIthoughtaboutallthestoriesthathaveledustowhereweare,oneconceptkeptcomingtothesurfaceasthekeytooursuccess:servantleadership.Thatmindsetchangeshowyoudojustabouteverything.

Servant,NotSubservientBackatthestartofmycareer,whenIwasayounghotshotlookingtomakemymarkinbusiness,Iattendedjustabouteveryleadershipseminarthatcameto

town.That’ssomethingmyparentstaughtme.EvenbackwhenIthoughtIkneweverything—whichisanotherwayofsayingyoungandstupid—Istillsoakedupinformationfromeveryonearound.Therewasalwayssomethingnewtolearn.

SowhenasanadultearlyinmycareerIcametoknowJesus,IstartedcheckingoutChristianleadershipspeakersandauthors.IrememberwhenIwassittinginoneofthoseseminars,theguyonstagesaidsomethinglike,“Thegreatestleadersarealwaysservantleaders.”MyfirstreactionwasYouhavegottobekiddingme.IfIwantedtobeaservant,I’dgoworkforsomeoneelse.Iwanttobemyownboss!NowthatIgettoteachandspeakonleadershipprettyoften,Iseethesamereactiononotherpeople’sfaces.IncorporateAmerica,thegapbetweenservantandleaderisaboutthesizeoftheGrandCanyon!

Here’stheproblem.Whensomeleadershearservant,theythinksubservient.Thatis,theythinkservantleadersbowdowntothewhimsoftheirteams.Theymistakenlythinkthataservantleaderonlytakesordersandactslikeadoormatatthefrontdoorofthebusiness—trampledonbyeveryonewhowalksin.That’swayoffthemark,butit’ssomethingIwatchyoungleadersstrugglewitheverytimeIteachonthistopic.

ServantLeadersArePowerfulIgetsofrustratedatthefalsenotionthatservantleadersareweak,timidfigureheadswithnopower.WasJesustimidwhenHewentheadtoheadwiththepiousreligiousleadersoftheday?WasHeweakwhenHedrovethemoneychangersoutofthetemple?Noway!HeservedHispeoplefarmorethananyoneelseeverhas,butHealwaysmaintainedHisstrength.Thetruthis,servantleadersarepowerful.Wearewarriorsforourpeople,andweacttodefendtheculturefromanythingthatwouldtearitapart.

WhenIcalloutasalespersonwhoisonlymakinghalfthecallsheissupposedtomake,I’mservinghim,becausehisincomewillalwaysbelimitedbyhisweakperformance.WhenIimmediatelyfiresomeonewhowassexuallyinappropriatewithacoworker,I’mservingthatcoworkerandeveryoneelseinthebuildingbyremovingacancer.WhenIenforceourstrictno-gossippolicywithanewteammember,I’mservingthembyhelpingthemunderstandtheenvironmentthatweallenjoyaroundourplace.

WhenIleadastaffmeeting,inviteagreatdevotionalspeaker,helpplanourannualChristmasparty,orauthorizeapayincrease,I’mservingmyteam.WhenIdoamonth-longmediatourtopromoteanewbookorgothroughendlesshoursofmeetingswiththecitytryingtogetbuildingpermitsapprovedfornewofficespace,I’mservingmyteam.ServingthemasIleadthemdoesn’treally

changewhatI’mdoing;itchangeshowandwhyI’mdoingit.

AHeavyResponsibilityIrememberthedaythislessonreallyclickedwithmysonseveralyearsagowhenhewasstillinhighschool.Wehadjustarrivedatourannualcompanypicnic.WhenIsaypicnic,pleasedon’tpictureatraditional,corporateAmerica,get-in-and-get-outkindofdeal.Thisthingwashuge.Werentedoutanentireparkfacility,andwehadgiantinflatablebouncehouses,slides,ziplinesandothergamesallovertheplace.Therewerekidsrunning,screaming,andplayingeverywhere.

We’vegotaprettyyoungteam,sowe’vegotalotofyoungfamilies.Forthisparticularpicnic,thatmeantwehadninety-sevenkidsundertheageoftenrunningaround.AsthepresidentandCEO,I’lladmititwasprettyhumblingwalkingacrossthatpark.AsIfeltthatresponsibilitywashoverme,Ilookedoveratmyson,Daniel,andrealizedthiswasaperfectopportunitytoteachhimwhatitmeanstobeaservantleader.

Isaid,“Daniel,lookacrossthisfield.Whatdoyousee?”Helaughedandsaidhesawwaytoomanylittlekids.Ismiledandsaid,“Yeah,thereareninety-sevenkidshereunderagetenthatarethechildrenofourteammembers.Doyouknowwhatthatmeans?”

Heshookhishead.“Nope,butIbetyou’regoingtotellme.”Isaid,“Thosekids’parentsmakealiving,haveafuture,andthosekidshave

afuturepartlybecauseofhowIact.IfImisbehaveinmypersonallife,ifIfailinareasofintegrity,ifIscrewup,itwillmessupatonoflives.Asaservantleader,IunderstandthatIamatleastpartiallyresponsibleforthoselittlekids.”

Hehunghisheadalittleandsaid,“Dad,thatmuchresponsibilityiskindofheavy.”

Hewasright.Itisaheavyresponsibility.ButwhatIgottotellhimthatdaywasthathe—evenasateenager—sharedthatresponsibilitywithme.Iexplainedthatifhewentoutandactedcrazy,hecouldimpactthosekids’livesjustasmuchasIcould.Ifhewentoutandgotdrunk,gotintoacaraccident,andkilledsomeone,we’dgetsuedandsomeofthoseteammemberscouldenduplosingtheirjobs.Asmyson,hegetstoenjoythebenefitsofoursuccess,buthealsosharesintheresponsibilityofservantleadership.Heneededtoknow,evenasateenager,thatthedecisionshemakesandtheactionshetakeshaveanimpact.

LeadingIsServing

Ifthere’sonebigkeytoservantleadership,it’sprettysimple:putotherpeoplefirst.ItkindofsoundsliketheGoldenRule,doesn’tit?Yourteamwillshareyourvalues,somakesureyou’remodelingwhatyouwantthemtoemulate.Thatmeansnoexecutiveperksandnoivorytowers.Maybeitmeanseatinglunchinthecompanybreakroomeverydayandgettingyourowncoffeeeverymorning.Ifthere’sanall-hands-on-deckemergency,makesureyourhandsareondecktoo.

Showyourteambyyouractionsthatleadingisserving.Lookforeveryopportunitytoshowthemthat,althoughyou’reincharge,you’reallinthistogether.

DaveRamsey(www.daveramsey.com)isapersonalmoneymanagementexpert,apopularnationalradiopersonality,andbestsellingauthorofseveralbooksincludingFinancialPeace,TheTotalMoneyMakeover,andEntreLeadership.RamseySolutionsprovidesbiblicallybasedcommon-senseeducationandempowermentthatgivehopetoeveryoneineverywalkoflife.TheDaveRamseyShowisheardbymorethanfourteenmillionlistenerseachweek.

Note1.DaveRamsey,EntreLeadership:20YearsofPracticalBusinessWisdom

fromtheTrenches(NewYork:HowardBooks,2011).

Chapter36ServingfromanHRPerspective

SHIRLEYBULLARD

Almosttwentyyearsago,wewereblessedtotalkShirleyBullardintocreatinganddevelopingtheHRoperationinourcompany.Idon’tknowmanypeoplewhoareascompetentandcaringasShirley.ThisessaywillshowyoutheimportantservantleadershiprolethatHRhasinbothgoodtimesandbad.Thanks,Shirley,forbeingthegreatservantleaderyouare.—KB

IFINDTHATIamstillsurprisedathowlongIhavebeenworkinginthefieldofHR(humanresources)—it’sbeenmorethanfortyyears.IgotintoHRcompletelybyaccidentwhensomeonetoldmetheythoughtIwouldbegoodatit.Backthen,IdidnotknowmuchaboutthefieldexceptthatHRprofessionalshireandfirepeople.Ifthathadbeentheextentoftherole,Iwouldhavebeenlonggonebynow—butitissomuchmorethanthat.ThosewhothinkHRisaplacewheresituationsareblackorwhite,rightorwrong,or“dothis,don’tdothat”typicallydonotlastlong.ThefirstencounterwithahostileemployeecanleaveeventhebestHRprofessionalshakenandapplyingforanyjobjusttoescapeanotherunpleasantconfrontation.However,onceIgotmystart,Ineverlookedback.

WhyhaveIstayedinHR?BecauseItrulyenjoyworkingwithandhelpingpeople.Itisnotthefieldorprofessionthatissounique—itiseveryindividualandeveryencounter.Ilikeunderstandingwhatmakespeopledotheworktheydo.Ienjoythethrillofwatchingpeopledevelopandgrow.Ilikemakingaconnectionwithsomeoneandfiguringouthowtomakethemthe“star”inourencounter—howtoputthemfirst,meetthemwheretheyare,andhelpthemmoveforwardtowardapositivewayofthinking,acting,being,andbelieving.ThatisHRatit*finest.

ThatisHRatit*finest.Itisalsooneofthecoreelementsofbeingaservantleader—puttingother

people’sneedsaheadofyourown.Withoutthismindset,youractionscanbeviewedasself-serving.Puttingothersfirstbalancestheactsofserviceandleadership.Aservingmindsetispartofthefiberofwhoyouare.Youwanttoserveandyoudoitinstinctively,whichiswhyyounevertireofit.

WhenaskedtoshareastoryaboutservantleadershipfromanHRperspective,severalcametomind.Whatmakesthesememoriesendearingtomeisthatotherpeopleinvolvedhavefreelysharedtheirperspectiveandtheirpersonalgratitudeformyencounterswiththem.Allinvolveputtingtheotherpersonfirstwhileexercisingleadership.

OftentimesinHRthereisnoscriptforwhatyouwillencounter;thereisnoruleorpolicythatyoucanrelyon;thereisnoclear-cutplanofwhattodoornottodo.Butwithamindsetof“Iamheretoserve,”youcangetthrougheventhemostchallengingeventwithgrace.NoticeIdidnotsay“withoutangst,secondguessing,orfear.”Thesearerealemotionsthatexistforanyleaderwhofindsthemselvesencounteringasituationthatisunfamiliarterritory.

ThiswasthecaseformeinOctober2007.Theevent:wildfiresofepicproportionswereracingthroughSanDiegoCounty.Fornearlyfourdays,acombinationofextremedraughtconditions,temperaturesinthe90s,andrapidlyshiftingSantaAnawindskeptthefiresmoving,playinghopscotchacrossfreeways,andrapidlyconsumingtreesandhomesintheirpaths.Forthoseofuswhoweretheretoexperienceit,thereseemedtobenoendinsight.Whatdirectionwillthewindsblownext?Isafirecomingourway?Howdidtheyallstart?Whatalreadyhadbeendestroyed?Likemostcitizens,Igotmyanswersfromthenews.

WhatwasbeingcalledaruralbrushfirewhenIwenttobedthatSundayeveningbecameadeadlyinfernoinonlyafewhours.Inmanydifferentcommunities,people’sliveswereupendedastheywereawakenedinthemiddleofthenighttothesmellofsmokeandareverse911callwitharecordedvoicetellingthemtoevacuatetheirhomeandmovetoasaferlocation.Forsomepeopleinthoseearlyhours,asaferlocationmeantourofficesatTheKenBlanchardCompanies.

ThefirstcallIreceivedwasfrommyassistant,whohadstayedupallnightwatchingthedeadlypathsofthefiresandwaslettingmeknowthatamajorfreewayhadbeencloseddown.Infastsuccession,callnumbertwocamefromourfacilitiesmanager,reportingthatsomeofourpeopleandtheirlovedonesandpetshadtakenrefugeinoneofourbuildings.Ididnotneedtowaitfora

thirdcall.Iwasup,dressed,andspeedingtotheoffice.ThefirstpersonImetwasourfacilitiesmanager,whohadsecuredthecampusandnowwantedtoknowwhattodoaboutthosewhohadtakenshelterinouroffices.Icorrectedhiminstantly—weneededtothinkaboutwhattodoforthosepeople.

IknewIneededtogotobewiththem,becauseIhadnotexperiencedthetraumathisgrouphadbeenthroughthatmorning:beinguprootedbythesoundoflawenforcementtellingthemtogetoutoftheirhomesandgetoutnow.AsIremember,therewereaboutfifteenpeople,includingchildrenwithtearsintheireyes.Somehadbroughtalongpets,whowerepantingandconfused.IgavehugstoeveryoneIknewandgotintroducedtotheothers.Mynexttaskwastogetthemfoodandanythingelsetheyneededtobemorecomfortable.IaskedfornamessoIcouldlabelthevariousitemsforwhenIreturned.ThisalsohelpedmelearnthenamesofthefolksIdidnotknow.

Nextwascommunication.Ihadtogetwordtoallofourpeopleinthelocalareathattheywerenottocometoworktodaybutweretofocusoncaringfortheirfamiliesandtheirsafety.Ineededtogivetheminformationaboutwherethefireswereinrelationtoouroffices,toaskthemtoreportinandletusknowtheyweresafe,andfinallytoreassurethemthatIwouldbebackintouchwithmoreupdates.Ihadtodoitinawaythatwouldspurnecessaryactionbutnotpanic.IalsohadtocommunicatetoagreateraudienceofourassociateswhowereoutsideofSanDiegoaboutwhatwashappeninglocallyandhowtheycouldhelp.Ihadtodoallofthisovervoicemail—theonlymasscommunicationtoolavailabletomeinthoseweehoursofthemorning.

Mycontinuingmissionwastoputothersfirst—toletthemknowwhatweknew,togivethemsomesenseofwhattodonext,andtogivethemhope.Luckily,mostemployeesthoughttocheckvoicemail.Inadditiontomycommunication,KenBlanchard—ourcompany’schiefspiritualofficer—leftavoicemessageforeveryonefromFlorida,whereheandhiswife,Margie,wereatthetime.Hegaveusallanupdateastowhatwashappeningwithhisfamily,assomehadbeendirectlyimpactedbythefires.

Here’satranscriptofmyfirstmessagefromMonday,October22:

Goodmorningeveryone.ThisisShirleywithaglobalmessagetoalloftheemployeesoftheKenBlanchardCompanies.ThisisofparticularimportancetothosewhoworkinEscondido.BynowI’msureyou’veallheardaboutthefiresraginginthecityandcounty.Whileourofficewillbeopen,Iamaskingallemployeeswhoworklocallytopleaseremainathometoday—particularlythoseofyouwhoareinareasthatthefiresaremovingtoward,thoseofyou

whohavebeenevacuated,andthoseofyouwhohavechildreninaschooldistrictthathasclosed.Ifyouhavetheabilitytoworkfromhometoday,pleasedoso.Therewillbeanemailoutregardingemergencyinformation.Also,youknowthatyoucandial211togetupdatesinthecountywithregardtowhatishappeningwithfiresaroundthearea.Iamaskingallemployeesintheareatopleasecheckinwiththefrontdesktoletthemknowthatyouareokayandtoletthemknowwhereyouwillbetodayintheeventthatweneedtogetintouchwithyou.Ialsoamgoingtoaskthatyoupleasecheckyourvoicemailattheendoftheday,andwewillhaveinstructionsonwhatwillbehappeningonTuesday,October23.Assoonasweknowthewhereaboutsofallemployees,wewillputoutamessagelettingeveryoneoutsideoftheareaknowwhat’shappeningatthecompany.Pleasecheckyouremaillaterforamessage,andalsocheckvoicemaillaterthiseveningforinstructionsforTuesday.

Laterthatmorning,Iinformedeveryonethatourofficeswereofficiallyclosedforbusinessandthatsomeofourpeoplewereusingthemastemporaryhousing.Iwashappytoreportthatwehadheardfrommostofourlocalpeopleandeveryonewassafe.AndIaskedforcontinuousprayersforeveryonewhohadbeenaffectedbythefires.

Forthenextfewdays,sleepwasnotahighpriorityasIknewitwasmyresponsibilitytostayontopofwhatwashappeningandcommunicatebothgoodnewsandbadnewstoourpeople.ThebadnewswasthatKenandMargieBlanchard’shousehadburnedtothegroundandwasatotalloss.Tomakethingsworse,becausetheSanDiegoairporthadbeenclosedduetothefires,theywouldn’tbeabletogetaflighthomefromFloridauntillaterintheweek.Fortunately,outofmorethan160localemployees,onlyoneotherhousewaslost.Thatwasablessing,giventhefactthatmorethanfifteenhundredhomeswerelostinSanDiegoCountyasaresultoffourseparatefiresburningatthesametime.Theevacuationofmorethanfivehundredthousandpeoplewasoneofthelargestinthehistoryofourcountry.Thecityrespondedbeautifullyaspeoplereachedouttohelponeanother,offeringassistanceofeverykind.

Dealingwiththiskindofacrisisisn’tinanyone’sjobdescription.ButastheheadofHR,Iwasthecaretakerofthepeopleinourorganizationduringthistoughtime.Ihadtorelyonmyinstinctandmydesiretoserve.Thereweremanyrewards,though.OnethingIwasencouragedandpleasedaboutwasourcompanyspirit,whichwasstrongerthaneverduringthistime.Iwasalsogratefulformycolleagueswhostoodbesidemeasservantleaders,puttingtheneedsofothersfirst.Whiletheamountofpropertylostwasstaggering,ouremployeesandtheirfamiliesweresafe.

employeesandtheirfamiliesweresafe.Throughthisexperience,Irealizedonceagainthatbeingaservantleaderis

moreaboutservingthanleading.Youneedbothtobeeffective—especiallywhenthereisnoscript.

ShirleyBullardischiefadministrativeofficerforTheKenBlanchardCompanies.ShejoinedBlanchardasvicepresidentofHRandchiefpersonnelofficerinFebruary1998.Shirley’spriorindustryexperienceincludedtenyearsatthePowayUnifiedSchoolDistrictasdirectorofpersonnelsupportservicesandmorethanfifteenyearswiththeU.S.Navyasacivilianemployee.ShereceivedherjurisdoctoratefromThomasJeffersonSchoolofLawinSanDiego.

Chapter37It’sHowYouTreatPeople

JAMESH.BLANCHARD

WhenJimBlanchardwaschairmanandCEOofSynovusFinancial,itwashonoredbyFortunemagazineasthe#1BestCompanytoWorkForin1999andwaslateradmittedintoanewlycreatedHallofFame.Why?Because,asIlearnedwhenIwasaskedtoworkwithSynovusanumberofyearsago,Jimmyandhismanagementteamallwere—andstillare—humbleservantleaders.Asyoureadhisessay,you’llseewhyIthoughtitwasimportanttoincludeJim’sstory.HeandIarenotrelated,butIwouldbehappytoadopthimbecauseofhiscaringheart.MayJim’sdreambeyourdreamandhishopeyourreality.—KB

TheIntenttoServefromDayOneIt’snevertoolateforaleadertostandupinabadcultureanddecidetobuildagreatone.Fortunately,Ididn’thavetodothat.TheseedsoftheservantleadershipcultureatSynovusgoallthewaybackto1888whenthefoundersofColumbusBankandTrustCompanywereinthecottonmillbusiness.

Onedaywhenawomanwasworkingonaloominthemill,herskirtgotcaughtonthemachine.Thehemrippedandherlifesavingscamespillingoutontothefloor.Toher,thehemofherskirtwasthesafestplacetokeephermoney.Thatday,thefoundersdecidedtheycoulddobetterfortheiremployees—sotheystartedabankthatwouldserveasatrustedplacefortheirworkers’lifesavings.

Theideaofservingpeoplewasnotanadd-ontotheSynovusculture.Onthecontrary—itwastheveryDNAthatspawneditsexistence.Theculturebeganthemomentthatwoman’ssavingsspilledontothefloor.

momentthatwoman’ssavingsspilledontothefloor.

TakingIttotheStreetsWhatbeganasamissionofservicetoemployeesexpandedtoacommercialbankwithamissionofservicetocustomers.By1957,CB&Thadbecomeamajorplayerinthecommunitybydoingwhatitdidbest:servingpeoplewithintegrity.Intothatenvironmentmyfather,JamesW.Blanchard,enteredaspresident.Heembracedtheservicecultureeasilybecausethatwaswhohewas—someonewhoalwayspushedforexcellenceandstrivedforthenextlevelofsuccess,butneverattheexpenseofothers.Letmegiveyouanexample.

Whenmyfatherwasnamedpresidentofthebank,welearneditwouldrequireamovetoColumbus,Georgia,fromourhomeinValdosta—175milesaway.Iwasabouttobeajuniorinhighschoolanddidn’twanttomove.Myfatherdidn’tshutmedown;infact,hesaid,“Okay,inafewmonthswhenitgetstobethattime,wecanlookatgettingyouanapartmenthereforyourjuniorandsenioryears.”Whenthetimecame,Ifoundmyselfsaying,“SotellmemoreaboutColumbus!”

Beingagreatleader,myfatheraccomplishedhisdesiredoutcome:Iwasreadytodowhathewantedanditfeltlikemyidea.Ithinkheevenwouldhaverentedthatapartmentforme,buthedidn’thaveto.Hisopennesstoshowmethatmyneedsmatteredgavemethefreedomtoseethemoveforwhatitwas—abetteropportunity.Butdon’toverlookthefactthatatthesametimemydadwascaringforus,hewasmakingthemovetothenextlevel.HewasgoingtoColumbus.

TheblendofcaringforpeopleanddrivingformorewasshownthroughoutthenexteraatCB&T.MyfathertooktheexistingserviceculturebeingdeliveredtoCB&T’scustomerstothenextlevel:outward,intothebroadercommunityCB&Tserved—theChamberofCommerce,theUnitedWay,theAssociationoftheUnitedStatesArmy,andotherorganizations.Employeeslearnedhowtocreatenewbankingrelationshipsandtheentirecommunitygraduallybecamepartofthecustomerfamilyaswell.

ThepeopleofColumbustookalikingtoCB&Tanditsapproachtodoingbusiness.Myfatherhadsolidifiedtheserviceculturewithhissuccessfuldrivetodeveloprelationshipsinthecommunity.Then,rightinthemiddleofhisincrediblecareer,Dad’slifewascutshort.HediedoflungcancerinJanuary1969.

Whentheownersofthebankapproachedmeaboutbecomingthenewpresident,Ileftmylawpracticeandtookmyfather’splace.WhenIacceptedthe

position,Iinheritedtheculturemyfatherhadsodeliberatelyenhancedfromtheonethathadexistedsincethebank’sfounding.Throughoutthe1970smycolleaguesandItookthatcultureforward,emphasizingthegreattraditionofserviceandcommunityinvolvement,andgrewthebanksubstantially.

Focusingonbusinessperformancealwayswenthandinhandwithmindfullyservingourpeopleandthecommunity.ItdroveourgrowthandmadeSynovusaninspiringplacetowork.Asweacquiredmorebanks,Irealizedsomething:itwashardtotransportacultureandoverlayitonothercultures.Butithadtobedone.Wewantedthisculturetobebuiltintoallofourbanks.Itrequiredustosystematizeculturebuildingasastrategy.Wegotveryintentionalaboutitandsawitasakeydifferentiatorforourbusiness.

Whileourstrategywasmovingourgrowthforward,Ialwaysknewitwasourculturethatmadeithappen.Atsomepointintheearly1980s,thepatriarchofthebank,BillTurner,cameintomyofficewithabookRobertK.Greenleafhadwrittenonservantleadership.Billtossedthebookonmydeskandsaid,“Jim,thisisexactlywhatwehavebeendoing.Wejustdidn’tknowwhattocallit!”

OpentoOutsideHelp,FocusedonInternalStrategyWeknewwewantedtobecomethefinestfinancialinstitutionintheworldandthatthekeywouldbeaveryfocusedstrategytowardthatend.Ourculturewasgreat,butwewantedmore—soweneededtolearnmore.Aboutthattime,ImetKenBlanchard.Hehelpedusunderstandwhatservantleadershiplookslike.Hetaughtusthatleadersmustseethemselvesonthebottomofanupside-downpyramid—that’swheretheyservetheentireorganizationusingtheirpower,resources,influence,andeverythingelseleadershipaffords.Kenandotherleadershipexpertshelpeduslearnhowservantleadershipconceptsfitintorunningasuccessfulbusiness.

Afewcriticizedus,sayingtheapproachwastoosoftandpermissive.Sowehadtoproveitwastheexactopposite—thatpeoplewhowereloved,respected,andpreparedwouldperformbetter.Servantleadershipledtohigherperformanceandtherewasnothingpermissiveaboutit—welovedourpeopleandweexpectedhighperformance.Ibelievethatifyoutrulycareaboutsomeone,youwillnotonlylovethembutalsoexpectthebestfromthemandholdthemtoit.

There’snodoubtthatservantleadershipisbyfarthebestwaytoseebusinessresults.Butthisisimportant:wedidnotimplementaservicecultureforthepurposeofgettingpeopletoperformbetterorforabetterbottomline.Wediditbecauseitwastherightthingtodo—aworthygoalinandofitself.Itissimplythewaypeopleshouldbetreated.

Wecreatedanewpositioninthecompanyandfilleditwithoneofourtop

Wecreatedanewpositioninthecompanyandfilleditwithoneofourtopmarketingofficers,NancyBuntin.Nancyhadagenuineheartforourcultureandasteadfastloveforourteammembers.Partofherjobwastocomeintomyofficeonaregularbasis,ballupherfists,andremindmeaboutourcultureandalwaystakingcareofourpeoplefirst.Yousee,it’snaturalforaCEOtogetcaughtupinfinancialperformance,ownerdemands,politics,etc.—togetspreadthinonimportantmattersandforgettotendtothemostsignificantjobofall.NancymadesureIneverdriftedawayfromthepeoplewhogavetheirbesttoacompanythatlovedandappreciatedthem.

Nancywasabigpartofourcontinuedprogress.Overtheyears,othersplayedhugerolesinourjourney:LeeLeeJames,RobWard,AlisonDowe,MartyStephens,LisaWhite,StephanieAlford,SusanCharron,andmanymore—and,ofcourse,ourseniorexecutiveswhoneverwavered.

In1996weestablishedaseriesofinitiativescalledthePeopleDevelopmentExponent(PDE),designedtoraiseeachindividual’sdevelopmenttoahigherlevel.Weimplementeditfromtoptobottomwithalotofstructure.Thiswasnotmerelyanewprogram—itwouldbeawayoflife.PDErequiredmajorchangesfromourteammembers,whoseloyaltyandpassionwasourultimatesecretsauce.WeorientedallnewemployeestotheconceptsandletthemknowtheywouldbeexpectedtoconformtoitasanelementoftheSynovusculture.

AspartofPDE,weinstitutedbestpracticesinhumanperformanceandspentalotoftimeonleadershiptraininganddevelopment.Weknewthisculturewassomethingourleadershipteamwasgoingtohavetomodelandsupport,sowepouredalotintodevelopingourleadersandfutureleaders.Ourteamknewwewereseriousbecauseweputemphasisontrainingpeopleinnotonlybusinessandbanking,butalsoincultureandleadership.Infact,themostseriousmovewemademayhavebeentheestablishmentofourLeadershipInstitute—anexecutiveleadershiptrainingprogramofequalcalibertoprogramsatHarvard,Stanford,andothertopuniversities.

AnothermajoreffortwasourTuesdaymorningcompany-widemeeting,whichincludedbusinessupdatesandstrategyinformationaswellasaculturesegment,whichIhosted.Ispentmytimedrummingintheimportanceoftreatingpeoplewellandbuildingaservantleadershipculture.IknewthisrepetitivemessagedirectlyfromtheCEOwaskey.Peopleneedtoknowwhatmattersmosttotheirleaders—andwhenthemessageissupportedbyactions,programs,performancereviews,training,celebration,promotion,andreward,theygetit.

Likeanyotherbusinessstrategy,weknewforthiscultureinitiativetohaveresultswewouldhavetomeasureit,holdpeopleaccountabletoit,traintoit,and

resultswewouldhavetomeasureit,holdpeopleaccountabletoit,traintoit,anddeliverit.Sowecreatedanevaluationsystemthatincludedfinancialcomponentstothemetricsoncultureaswellasfeedbackfromemployees,customers,andstakeholders.Youhavetotreatculturelikeabusinessplan:everythingyoudoforfinancialperformancemustbedoneforcultureaswell.

ASurpriseBy1998weweredoingwell.Peoplewerethriving,growing,andfulfilled.Wecontinuedtoacquiremorebanksandfinancialcompaniesandbringthemintoourculture.Performancewasthrivingaswell.Weweresettingrecordsandwereatthetopoftheindustryinalmosteverymetric.

Thenwegotasurprise—welearnedthatwhatweweredoinghadbeennoticedbypeopleoutsidethecompany.Wewerenamedthe#11BestCompanytoWorkForbyFortunemagazine.Whatathrill!Wecelebratedandweresohappy—butthecoolestthingwasthatourpeoplewerehappierthatwehadthatkindofculturethantheywerethatwegotanawardforit.Weallwantedtobethisway.SomethoughtweshouldhavemadeabiggerdealofitPR-wise,butweknewdoingtherightthingwasitsownreward—it’snotabouttryingtogetattentionandturningitintoamarketingtrophy.Wehadaccomplishedthisforrealreasonsandwedidnotwantthattochange.

Thenoneyearlater,in1999,ithappenedagain—exceptthistimewewereatthetopofthechart:Fortune’s#1BestCompanytoWorkFor!Whatanincrediblevalidationthatwasforourpeople—foreverythingweweredoingforeachother.ItmademesoproudofeveryoneandsofulfilledtobeatSynovus.Andwecelebratedagain.Thistime,athousandpeoplecametogetherforthecelebrationandIwaspresentedtheawardonbehalfofallofus.Truetoourculture,Icameindirectlyfromaquailhunt,waslatetothecelebration,andwalkedonstageinhuntingclothes!Ithinkpeoplelovedit.Itwasagreatexampleofhowjustbeingrealwasattheheartofwhowewantedtobe.Realpeopletakingcareofeachother.Andatthesametime,wewereoneoftheverybestfinancialinstitutionsintheworld.Itfeltgreat!

Althoughwekeptthecelebrationaliveforawhile,wedidn’tforgetourrealpurpose—tocontinuethiskindofcultureforourpeople.ItoldeveryoneIwasproudofthemandwantedthemtoknowIwouldbedoingeverythingpossibleeverydaytomakeSynovusevenbetterandmorehumble.ItoldthemeverydaywewantedtobemoreandmorelikeChick-fil-A.IlovethatcompanyandIknewitcouldbedone.

Wecontinuedtostriveforandmaintainaculturewhereeveryonewastreatedwithrespectnomattertheirstatusorabilitytohelpus.Wetreatedpeoplethewaywewouldwanttobetreatedandwetoldstoriesabouthowtotreatothers.

waywewouldwanttobetreatedandwetoldstoriesabouthowtotreatothers.Oneofmyfavoritescametobeknownas“thebedbugstory.”

ASoutherngentlemanwastravelingbytrainfromAtlantatoWashington.Whenhegotintohisberthonthetrain,herealizedthebedwasloadedwithbedbugs.Afterhereturnedfromthetrip,hewrotetotheCEOoftherailroadandtoldhimoftheexperience.HewassuretheCEOwouldtakeaction.Sureenough,hereceivedaniceletterfromtheCEOwhoassuredhimthattheproblemhadbeenaddressedandwouldneveroccuragain.ThecustomernoticedthattheCEO’sletterwasattachedtothecustomer’soriginalletter.Tohissurprise,handwrittenacrossthetopofhisoriginalletterwerethewords“Sendthis[blankety-blank]thebedbugletter.”

Unfortunately,thisisanexampleofthewaypeoplearestilltreatedbytoomanybusinesses.Insincere.Uncaring.Toobusytotaketimetolisten.

Wewantedourpeopletocareforotherssincerelyandwithouthypocrisy,sothebedbugstorywasusedalot.Weevenjokedaboutitwhendebatingwitheachother,saying,“I’mgoingtosendyouthebedbugletter.”Itbecamepartofthefabricofourculturetoremindeachotheroftheimportanceofsincerity.

Drivingon,wecreatedworkinggroupsaroundeveryelementoftheculture.Teamleaderswereresponsibleforholdingtheirteamstoculturaldevelopment.Ourculturaltrustcommitteemeteachmonth,withleadersrotatingeachyear,toholdthecompanyaccountableforwalkingthetalk.Ourperformanceratingswerealwaysatthetoplevelsoftheindustry.Itoldourpeopleifwedidn’tmakeournumbersandstayatthetop,IwouldbegoneandtheywouldhavetogetusedtoanotherCEO!Ourculturewasthestartingpoint.Itwassacred.

YouHavetoPruneNogardengrowstobebeautifulwithoutpruningweeds,infectedanddeadbranchesandplants,andthelike.Ifthingsarenothealthy,changesarenecessary.

Ourpruningprocessbeganwithmytellingeveryonewewouldnottoleratebehaviorthatwasinconsistentwithourculturalgoals.Imadeitclearthatifanyone’smanagerwasnottreatingthemwell,theyshouldhaveaconversationandgetitworkedout—andiftheycouldn’t,theyshouldcometome.Ipromisedtodealwiththesituationandsaid,“IfIdon’tdeliveronthispromise,youhavenoreasontoeverbelieveanythingelseIsay.”

Itbecamemymissiontofreeourworkplaceofanyonewhowasholdingourculturalgoalsback.Seniorleadership,includingmyself,decidedwewouldnotkeepanymanagerwewouldnotbewillingtoworkforourselves.Whensomeonetreateduswellbutdidn’ttreattheirpeoplewell,wecalledit“salutethe

someonetreateduswellbutdidn’ttreattheirpeoplewell,wecalledit“salutetheflagandkickthedog.”

Aspartoftheprocess,wealwaysinvitedthemanagertogetbetteratleading.Itwastheirchoice.Oftenwhenabosscausedproblemsandoneoftheirpeopletalkedtothemorcametome,theproblemwouldend.Butifitcamedowntoit,Iwouldsaytothemanager,“Idon’tcarehowgoodyouareatyourjob,ornumbers,orfinancialperformance.Ifyoumistreatpeople,youarenotsuitedforthiscompany.Period.”

Overaboutayearorso,wesawnearlytwohundredpeople,mostlymanagers,depart.Someretired,someleftbecausetheydidn’tlikewhatwewerebuilding,andsometriedtochangebutcouldn’t.Manyothersremainedimportantplayersonourteam.Everytimesomeonewhohadmistreatedpeopleleftthecompanyitwaslikeafreshwindblowing.Itwasanimportanttimeforourcompanyandourpeople.Ourpeoplewouldoftensay,“Howcomeittookyousolong?”

Letmestressthatthisprocesswasnotjustaboutbehavior.Nicepeoplewhodon’tperformaren’tgoodforyourculture,either.Wemadeitclearthateveryonehadtocarrytheirshareoftheload.Thegoalistohaveleaderswhoembracethecultureandaretotallycommittedtothesharedvision,mission,strategies,andaspirationsofexcellenceandhighperformance.

FromtheTopMostpeoplewouldliketheirworkplacestohavethecultureIamtalkingabout.Manylookforandfindcompaniesthatarelikethis—butmanydon’t.Whydoesithappensometimesandnotothers?Oneword:leadership.Theleadershipattheverytophastowantthisculture,seeitasakeypriority,liveit,resourceit,traintoit,reviewtoit,haveaccountabilityandmetricstodriveit,andthenenforceandrewarditwhenithappens.

Topleadershiphastodoallofthesethings,consistently,andthencelebratetheachievementjustasifitwerefinanceorperformancerelated.Leadershavetoconfirmthatthecultureisimportantbyhighlightingitateveryopportunityandbyshowingotherswhatwillbenoticedandrewarded.

Also,leadershipmustbeunited.OneofthemostimportantdriversofsuccessatSynovuswasthattheentireseniorexecutiveteamembracedthestrategyandculturalgoals.Whenleadersareunifiedaroundagoallikethis,otherscannotdivideorsabotageyou.

NeverDone

Whenwegottobethe#1BestCompanytoWorkForinAmerica,youwouldthinkwehadarrivedoratleastwouldbetemptedtositbackonourlaurels.FortunemagazinecreatedaHallofFameandputusthere.Itwasveryrewarding.Itwasagainagreatvalidationofouraspirationsandouractions.

Whatcontinuestobemybeliefisthis:evenifyouwinawards,youareneverdone.Someoneaskedmehowtheycouldhitthefinishlinelikewedid.Ithoughtaboutitandsaid,“Youdon’teverhitit.”Whenitcomestotreatingpeoplethewayyouwanttobetreated,itisnotforacontest—itisforever.SoSynovusjustkeepsgoing.Ilovedthejourneyandstilldo,eventhoughIhavebeenretiredfromSynovusforyears.Greatpeople!Greatresults!Greatmemories!Agreatteameffort!Itwasagoldenera.OfalloftheaccomplishmentsIwasinvolvedinovermylongcareer,thepursuitofaservantleadershipcultureatSynovuswasmygreatestandmostfavoritesatisfaction.

JamesH.Blanchard(www.jordanblanchard.com/james-blanchard)beganhisservicewithSynovusFinancialCorp.inJune1970.HeservedasCEOofSynovusfrom1971untilbeingnamedexecutivechairmanoftheboardinJuly2005.HeretiredfromSynovusinOctober2006.In2011,hepartneredwiththeJordanCompany,aColumbus-basedrealestateandinvestmentfirm,tocreateJordanBlanchardCapital,wherehecurrentlyservesaschairman,boardofadvisors.

Chapter38HowServantLeadershipHasShapedOur

ChurchCulture

MILESMCPHERSON

IfirstmetMilesMcPhersonwhenhewasintheearlystagesofbuildingRockChurch.Iadmiredhisvision,values,andincredibleenergytomakeadifferenceintheworld.IfwehadmoreservantleadershipchurchesliketheRock,theworldwouldbeabetterplace.Iloveyou,Miles,andI’mproudofwhatyouaredoingintheworld.—KB

WHENIWASaskedtowriteabouthowthecultureatRockChurch—thechurchIpastor—hasbeenshapedbyservantleadership,Idecidedtoaskafewpeopleonourstaffwhattheysaw:

•Everetttoldmethatwhenoneofourpastorsisoncallandapastoralneedarises,theyexcusethemselvesfrombusinessmeetingstoprayandministerwiththehurtingperson.

•Carissasaidhersupervisorrefusestoidentifyassuch,insteadlabelingherasateammate.HeevencallshimselfHuckleberry—youknow,likeTomSawyer’ssidekick—aremindertohisteamthathe’sheretoservehisteam.

•BeforeregulardutiesonSundays,PastorPaulycomesinwithDawnPatrol,aneight-personteamthatarrivesat4:40a.m.andsetsupevery—yes,every—roominourbuildingthatwillbeusedforministry.

There’salotgoingonatourchurch,soIdidn’tknowaboutsomeofthisstuffuntilIasked.Butthat’stheawesomethingaboutservantleadership:onceithasbecomeafundamentalcomponentoforganizationalculture,itpermeateseverydepartment,sneaksintoeveryoffice,anddefineseveryleader.

department,sneaksintoeveryoffice,anddefineseveryleader.IcametoSanDiegoin1982toplayfortheChargersintheNFL.Forthefirst

fewyears,Iwaslivingawildlife,runningaround,doingdrugs,andgettingintoallkindsoftrouble.Imetalotofpeoplewho—likeme—wereempty,hurting,andself-medicatingtheirpainwithallkindsofvices.

WhenGodgotaholdofme,Heturnedmylifeupsidedown—andeventuallyHeledmetostartRockChurchin2000.Wemadepervasivehopeourexplicitvision.Thatdoesn’tjustmeanhopeineveryfacetoflife,itmeanshopeoneverystreetcorner!Everyplacethatasinnercangototreattheirpain—bars,stripclubs,movietheaters,crackhouses,etc.—that’swheretheyneedtobeconfrontedandoverwhelmedwiththecompellingforceofhope.

And1Peter3:15saysthereishopeinus.Wearethevesselsthroughwhichthehopeofthegospelmoves!

Godgiftedmeasanevangelist—andIcandoalot—butmyreachandinfluenceistinycomparedtothecombinedpotentialofallthepeopleinourchurch.Withavisionofpervasivehope,Ihadtobecomeanempowerer.MyjobexpandedasIrealizedthattoactuallytakehopetoeverygeographicallocationofSanDiegocounty,Ineededtomakeitmymissiontoserve,energize,andenablethepeopleinthecongregationtoproclaimhopewherevertheygo.

Buthowdoyougetmorethanfifteenthousandpeopleonboard?Well,Jesus—whois,withoutquestion,thebestleaderever—gaveusa

perfectmodelofservantleadership.Fullyhuman,butalsofullyGod,JesuswashedthefeetofHisdisciples.Itwasanexpressionofkindnessandintimacy,butalsoaradicaldramatizationofGod’svaluationofpowerandauthority.IfGod’sSonchosetostoop,servingsinfulmen—includingtheonewhowouldbetrayhimtohisdeath—whoarewetoexpecttobeserved?Jesushimselfdidn’tcometobeserved,buttoserve,givinghisverylifeasaransomformany.

IrealizedthatifIwantedtoseehopeineveryhurtingcornerofSanDiego,andifIwantedtoactivate,inspire,enable,andempowerourcongregationtodothat,Ihadtomodelservice.

Sowecameupwiththe“DoSomethingChurch”model.Itconsistsoffourmainsteps:count,walk,ask,andlove.

First,wecount.IlovethisonebecauseI’manumbersguy.Whatwecountissomethingwecallsymptomcenters.Thesearetheplacespeoplegotofindtemporaryandfakereliefforthepainoftheirsin.Wecounttheliquorstores,thestripclubs,theabortionclinics,thehospitals,theadultbookstores,thefostercarecenters,etc.Anywhereaperson’spaincanleadthem,wewanttoknowaboutitandcountit.

Thenwewalk.Wedriveacrosstownorwalkacrossthestreetandjustshowupattheirfrontdoor.Weattendtheirmeetings.Wecallthem.Wegetintouch,onewayoranother.

Thenweask:“Howcanwehelpyou?”Everyyearwegotoourmayorandaskwhatwecandoforthecitywithxamountofvolunteerhours.Wewenttothefireandpolicedepartmentsandfoundouttheycouldusegriefcounselingforvictimsandchaplaincyfortheirteams.

Andfinally,welove.Thisisthemostpowerfulstepinservantleadership.It’sthefruit—thereward—foralltheworkthatgoesintothefirstthreesteps.And,mostimportant,leaders:it’stheheart—theessence—ofyourmessage.Ifyoudon’thavelove,you’rejustasoundingbrass,aclangingcymbal.Ifyoudon’thavelove,you’rejusthype.Ifyoudon’thavelove,youhavenothing.

Sokeepinginmindthevision—pervasivehope—andthefoursimplestepsbywhichwemakethatvisionareality—count,walk,ask,andlove—wedecidedtoletvolunteerteammembersleadouroutreachministries.WhateverGodputontheirhearts,wewantedtogetbehindit!Andbecausetheysawusleadthroughserviceandlove,theywereallaboutit.Wecurrentlyhave178volunteer-ledoutreachministries,ranginginactivitiesfromvisitingprisonstohikingtoteachingSpanishandfeedingthehomeless.It’sanamazingworkforce!They’reoutonthefrontlines,servingandlovingpeoplewhowouldneverwalkthroughourdoorsontheirown.

Nearly17percentofSanDiego’schildrenliveinpoverty,makingChristmastimetoughforparentsandchildrenalike.Pain.Soin1997IdecidedtostartToysforJoy,wherewegivetoys,food,andthehopeoftheGospeltopeopleinneed.Morethan4,500volunteerscameoutin2016—ourtwentiethanniversary—andToysforJoyhadfourlocationsaroundSanDiego.Wegaveaway25,410toysand12,000bagsofgroceries—and490peoplegotfreehaircuts.Evenmoreimportant,3,440peoplereceivedprayerand3,803madeadecisionforChrist!Love.

Backin2007,SouthernCaliforniawash*twithsometerriblewildfires.Wholecommunitieswereconsumedovernight.Peoplelosteverything.Pain.Wedecidedtoopenupourchurchbuildingtoemergencyrespondersandlawenforcement,andturneditintoanevacuationcenterforpeopledisplacedbythefires—andtheycameinbythethousands.Amongthemwere122seniorcitizensfromaretirementcommunityinSpringValley.Theygotmeals,clothes,abedtosleepon,andalittlebitofhopeintheirdarkestmoment.Love.

In2009,wewenttoourmayorand—byfaith—pledgedawhopping100,000communityservicehours.Overthelasteightyears,we’vebeenabletogiveour

city1,820,232communityservicehours.In2015alonewedonated221,979hours,savingSanDiegotaxpayersanestimated$4,128,710bycoordinatinglarge,city-improvingevents.Love.

Alittleoverayearago,mywifeheardpeopletalkingonTVabouthowsomeofthecopsinSanDiegodidn’thavetraumaplatekits—whichareusedtotreatcriticalgunwounds.Pain.Icalledthechiefofpolicethatsamedayandaskedhowwecouldhelpwiththat.Shegavemeanestimate,andwebroughtittothechurchandothercommunitypartners.Inafewweekswewereabletogivelawenforcementsevenhundredkits.AfewmonthslaterImetayoungofficerwhowasshotintheneckonduty.Guesswhat?Oneofthosetraumakitssavedherlife,andbroughtherhometoherhusbandandbaby.Love.

SanDiegoisamilitaryhotspot,withthousandsoffamiliesrelocatingfortrainingordeployment—oftenfacingseparationandtheloomingthreatoftragedy.Pain.SowedoaneventcalledBootsOff.In2016weserved1,887peoplefromthemilitarycommunity,25ofwhommadeadecisionforChrist.Wealsogaveaway500backpackswithschoolsupplies,served1,668lunches,andprovided913freeserviceslikemassages,haircuts,andcomputerservices.Love.

Throughservantleadership,GodhasblesseduswithgraceinSanDiegoandhasopeneddoorsforustoministerinwayswenevercouldhaveimagined.Serviceisnothingmorethananexpressionoflove.Anditisabsolutelynecessaryforeffectiveleadershipandmaximuminfluenceforchange.

ThoughIspeakwiththetonguesofmenandangels,buthavenotlove,Ihavebecomesoundingbrassoraclangingcymbal.AndthoughIhavethegiftofprophecy,andunderstandallmysteriesandallknowledge,andthoughIhaveallfaith,sothatIcouldremovemountains,buthavenotlove,Iamnothing.AndthoughIbestowallmygoodstofeedthepoor,andthoughIgivemybodytobeburned,buthavenotlove,itprofitsmenothing.(1Cor.13:1-3,NKJV)

Ifyouwantyourinfluencetogrow,love.Ifyouwanttobeabetterleader,love.Ifyouwantyourworktomatter,love.IfyouwanttobemorelikeJesusHimself,love.

MilesMcPherson(www.milesmcpherson.com)startedRockChurch(www.sdrock.com)inSanDiegoin2000.Today,attendanceattheRockstandsatmorethanfifteenthousandpeoplewhoattendinpersonaswellasthroughonlinestreaming,radio,andTV.In2013,MilesinitiatedDoSomethingChurch,

acommunityoutreachministry.MilesplayedNFLfootballfortheSanDiegoChargersfrom1982to1985.Afterheleftfootball,heworkedasayouthpastorforHorizonChristianFellowshipinSanDiegoandenrolledinAzusaPacificUniversity’sSchoolofTheology,receivinghisMasterofDivinitydegreein1991.HehaswrittenseveralbooksincludingGodintheMirror,DoSomething,andBadtotheBone.

PartSixServantLeadershipTurnarounds

HowServantLeadershipCanDramaticallyImpactBothResultsandRelationships

•ArtBarter,inhisessay“OutoftheFlames,intotheLight,”sharesadramaticstoryaboutpurchasingDatronWorldCommunicationswhenitwasintroubleandhowheusedservantleadershipasthestrategyforturningtheoperationaround.

•CherylBachelder,in“ServethePeople,”tellsthestoryofhowimplementingservantleadershipcompletelytransformedPopeyesLouisianaKitchenduringhertenureasCEO.

•In“WasteConnections:AServantLeadershipSuccessStory,”RicoMarantoshowshowtheinfluenceoftopmanagementcanmakeservantleadershipcomealive—andcreategreatrelationshipsandresultsintheprocess.

•GarryRidge,in“Don’tMarkMyPaper,HelpMeGetanA,”describeshowservantleadershipmotivatedhimtocreateawin-winperformancemanagementsystemforhisorganization,WD-40Company.Tohim,helpingpeoplegetanAisservantleadershipinaction.

Chapter39OutoftheFlames,intotheLight

ARTBARTER

ArtBarterandImetwhenIspokeathischurchanumberofyearsago.HewasintriguedwhenItalkedaboutJesusastheultimatemodelofservantleadership.HavingrecentlytakenoverDatronWorldCommunications,Artdecidedservantleadershipwouldbehisstrategyforturningtheoperationaround.You’llenjoythisessaydescribinghowheputservantleadershipintoaction.—KB

EVERYTHINGSEEMEDTObeagainstourcompany,DatronWorldCommunications.Ihadbroughtourmanagementteamtogethertolayoutaplanforrecovery.Theylookedatme—theirnewleader—eagertohearthenextstepsthatwouldpullusoutoftheflames.Datronhadjustbeendraggedthroughanagonizingeight-monthcriminalinvestigationbytheDepartmentofJustice(DOJ).TheinvestigationfocusedontheForeignCorruptPracticesAct(FCPA).Theywantedtoseeifanyoneinourcompanyhadbribedforeignofficialstoobtainorretainbusiness.Tobeaccusedofmisconducthadbeenexhaustingand,frankly,scary.ItcertainlyhadtakenitstollonmeaswellasallofDatron’semployees.

AsIlookedatmymanagementteamIknewthat,aftereverythingtheorganizationhadbeenthrough,thefirstimpulseforanyprudentleaderwouldbetoinsistthateveryoneputtheirbackintoitandworkashardastheycould.Weneededtomakesureeverythingstayedontrack;otherwise,wecouldallloseourjobsandourcompany.

ButIdidn’twantbusinessasusual.BasedonourexperiencesduringtheDOJinvestigation,therehadtobeabetterwaytorunacompany—andtolivealife.KenBlanchardhadtaughtmeaboutaconceptcalledservantleadership.We

decidedtouseitasthefoundationforhowwemanagedthecompanygoingforward.

Wasthisrevolutionaryapproachpossible?Wouldmyteamembraceit?

ServantLeadership:YourHighestIdealBecomesYourNewBottomLineAtDatron,theproverbialrubberhadnowhittheroad.Couldthissamegenerosityofspirit—thisservant’sapproachtoleadership,givingupapersonalagendatohelpsomeoneelseachievetheirhigheraspirations—actuallyworkinamanufacturingcompany?Moreimportant,coulditworkatacompanythatwasinturmoil?Atthisjuncture,theproblemsappearedtoodauntingtoovercome.

Beforeme,Datronhadbeenownedbyalargedefensecontractorwhohadacquireditseveralyearsearlier.Theleaderstherehadhighhopesthatwemighthelpthemgetintotheinternationalmarketplace.However,therelationshipbegantounravelwhenanacquisitionofferforourparentcompanycamein.ThebuyerbegantheirnormalduediligenceregardingDatron.Shortlyaftertheirinquirywascomplete,IwasinformedthatseveralofmystaffmembersandIwereconsideredsubjectsinacriminalinvestigation.TheDOJhadstated,innouncertainterms,thattheydidn’tknowifIwasinnocentorguilty.

IhadbeenwithDatronfornearlysevenyearsandIknewwehaddonenothingwrong.Thisnewsandtheprocesswewereabouttogothroughwereoverwhelming.Ourparentcompany,alongwiththeacquiringcompany,begananintense,protractedprobeintoDatron’scompanyaffairsforthepreviousfive-yearperiod.

Noonehaddoneanythingalongtheselines.Wewereinfullcompliance.Still,itwasunsettlingtobeunderamicroscope,notknowingiftherewouldbeadditionalaccusations.Thethreatofprosecutionwaseverpresent.

Whenanorganizationisgoingthroughsomethinglikethis,everyemployeeisonedge.Theyallwanttoknowwhat’sgoingon.Afterthesubpoenasbegantofly,Icalledanall-handsmeeting.ItoldouremployeesthatIbelievedthetruthwouldsetusfree.“It’srealsimple,”Isaid,“justtellthetruth.”Severalofuswentonestepfurtherandformedagroupthatmeteachmorningtoprayforthetruthtoberevealedandalsofortheindividualsinvolvedwiththeinvestigation.

Aftertheinvestigationhadgoneonseveralmonths,webecameawareoftheacquiringcompany’sdesiretousetheDOJinvestigationtonegotiatealowerpricepersharefortheacquisition.

Finally,theinvestigationcametoaclose.Wehadprovedwhatweknewall

along:nothingillegalorevenquestionablehadbeendone.TheDOJsuggestedonlythatafewofouradministrativeproceduresbeimproved.

Yes,thisinvestigationhadputusthroughalong,darknightmare.Butthencameanewopportunity.Ourparentcompany’sCFOnotifiedustheywantedtosellDatron.

Mywife,Lori,andIdecidedwewantedtobuyit.Itwasatremendousrisk,asDatronwasintheredandhemorrhagingmoneyatthetime.AndwhileIhadworkedinmanagement,Ihadneverownedacompany.ButIbelievedinthebusinessandinthecustomersweserved.AlthoughLoriandIdidn’thavethepersonalwealthtopurchasethecompany,wewereabletoworkanowner-financingdealandwetooktheplunge.

Miraculously,onourfirstdayofownershipthecompanycollectedonsomecustomeraccountsearly—resultingincloseto$5millioninthebankbytheendoftheday!

LoriandIspentseveralmonthsdiscussingwhattypeofanorganizationwewantedDatrontobe.Wewerecommittedtorunningthecompanylikeithadneverbeenrunbefore.Wewantedtoexercisevaluesthatweredifferentfromthoseofmostotherorganizations.Werealizedthataservantleadershipstyle—whichIhadoriginallylearnedaboutfromKenBlanchard—wastheonlyoption.Itwasamatterofbeingobedientinourfaith.

Theactualpracticeofservantleadershipisnotsomearduousruleorsomeoverwhelming,difficultexercise.Itisalife-giving,life-freeingmindsetthatreleasespeople.Thisapproachoperatesbyoneoverarchingideal:caringaboutpeople.Whenyoutreatindividualswithdignityandrespect,youunlocktheirvastpotential.Thisthoughtfulattentionisnotforjustmyemployees—itextendstotheirfamilies.Astheleader,I’mresponsibleforallofthosefamilies:themomsanddadswhogetupeverydayandsacrificetheirtimetoworkatDatron,awayfromtheirkids.Mineisnotaburdensomeobligation.Rather,itisajoythatservantleadersareprivilegedtoexperienceeverydayoftheirlives.

Aswebeganourjourney,wecontractedwithanoutsideconsultingfirmtohelpusdefinethepurposeandmissionforthecompany.Wecameupwithaverysimplemissionandpurposestatementthatisstillinplacetoday:Aself-sustaining,profitablecommunicationscompanywhichpositivelyimpactsthelivesofotherstodayandinthefuture.Afterwerolledoutournewmissionandpurposestatement,wemovedourfocustolearningaboutandimplementingservantleadership.

ServantLeadershipDoesn’tStopatYourCompany’sDoorIdidn’twantthefocusofourcompanytosimplybeprofit.Ifelttherealbottom

Ididn’twantthefocusofourcompanytosimplybeprofit.Ifelttherealbottomlinehadtobepeople.Thatmeantacoupleofthings.First,wehadtothrowouttheorganizationalchart.Ithinkorgchartsonlyreinforcethepositionalleadershipmodel.Theprinciplesofservantleadershipturnthatmodelupsidedown.Atrueservantleader’sattitudeistoputtheiremployeesaboveandaheadofthemselves.

Thenextkeycomponentwastoputourfamiliesaheadofourwork.Formostleaders,that’sanicethought;however,manybelieveitwoulddetractemployeesfromtheirworkandproductivitywoulddecline.Nothingcouldbefurtherfromthetruth.Ofcourse,mostofusatDatronhadbeensocaughtupintheDOJinvestigationthatourfamiliesendedupatthebottomofourprioritylistduringthattime.Inessence,theyhadbeensacrificedforthegoodofthecompany.Ineededtochangethat.

Youcanimaginehowthisnewphilosophywasreceivedbymymanagementteam,whoknewtheshakygroundwewerestandingon.Ifanything,theyfeltweneededtostrengthenourorganizationalcharttoincludeaccompanyingareasofresponsibility,notabandonit.Andourfamiliescouldremainonthebackburnersothatwecouldstayfocusedatwork.

Addingtothechallengewasthepsychologicalstatemanyofouremployeeswerein.TheDOJinvestigationhadtakenarealtollonpeople.Theaccusationshadmadesomefeelasiftheywerewitnessesunderinterrogationlights.Someleadershadbecomesoafraidtheywereparalyzedandhaddifficultymakingdecisionsagainforfeartheywouldmakeamistake.

LoriandIbelievedservantleadershipcouldhelpusnotonlyheal,butthrive.Soweboldlymovedforward.

Wemadeseveralmisjudgmentsandmistakes.OneofthemostimportantthingsIlearnedinthoseearlyyearswasthatpeopletransformfromtraditionalleaderstoservantleadersatadifferentrate.Theymayhavethedesiretotakethejourney,buttheymoveatdifferentspeedsandhavevaryingideasaboutwhatservantleadershipreallyis.

Ifoundmyroletobesimilartoacaretakermanagingseveraldifferentkindsoffruittrees.Someshotupandproducedfruitrightaway.Somerequiredmorepatienceandalittlemorepruning.Buttheever-expandingresultwaseachtreecomingintoitsownandflourishing.Alongtheway,Ihadmanyexperiencesthatinspiredmeandhelpedconfirmthatwewereontherighttrack.IremembervisitingtheCEOofalargesoftwarefirmontheEastCoast.Aswesatinhisconferenceroom,hetoldmethathisdaughterhadjustgoneintolaborandhewouldn’tbeabletospendmuchtimewithmethatday.Hisdaughter’sneeds

camefirst.Thiscareforfamiliesextendedtoallhisemployees.Hesaidhisprimaryjobwastoensurethatwhentheemployeeslefttheirjobsattheendofthedaytheynotonlywantedtocomebackthenextmorning,butalsofelttheywerefulfillingagreaterpurposebybeingthere.

Littlebylittle,wecontinuedtoimplementservantleadershipthroughoutDatron.Irememberthedayweannouncedthisnewapproachtotheentirecompany.Weplayedavideothatincludedinterviewswithsomeofthemanagersandworkerswhohadgonethroughourservantleadershiptraining.Iwasn’tquitepreparedforwhatIwasabouttowatch.Intheinterviews,peopletalkedabouttheimpactofservantleadershipnotonlyintheirworkenvironmentbutalsointheirpersonallives.AsIwatched,myeyesbegantotearup.Icouldn’tspeak.Peopleweregivingtoothers—trulyplacingothers’needsaheadoftheirown.Andastheygave,othersgavetothem.Itwasalivingexampleofwhat’spossiblewhenpeopletaketimetolistenandcareforoneanother.

Thusbegananupwardspiralofever-expandinggoodnessthatpermeatedtheorganization.Itdidn’tstopwhenpeopleleftworkeachday.Theyweresoinspiredtheybegantoapplyservantleadershipprinciplesathome.Theysharedhowdifficultrelationshipsintheirmarriagesandfamilieswerebeingtransformed.Andguesswhat?Asthishighergroundwasbeingactivatedandachieved,webegantoseephenomenalgrowthinourfinancialbottomlineatDatron.Weobtainedrecordrevenues,margins,profits,andcashflow.Andinlate2016,Datronwasawardedarecordcontractof$495million.

TakingServantLeadershiptotheRealWorldAsImoveintothefuture,Ihaveavisiontoshareservantleadershipwiththeworld.Iwanttoteachtheprinciples—butevenmoreimportanttomeistoprovidethestrategiesandtoolsforimplementationofthoseprinciples.Asapracticalmanager,Iwanttohelpleadersandcompaniesimplementandapplyservantleadershiptotheeveryday,real-worldchallengesintheirorganizations.Iwanttosharethechallengeswe’vefaced,thepitfallstoavoid,andtheultimatesuccessthatispossible.WecreatedtheServantLeadershipInstitute(SLI)todojustthat.SLIisaleadershipdevelopmentorganizationthatfocusesontheimplementationofservantleadership.Todaywehaveaninternationalaudienceofpractitionersandseekers,wantingtoleadfromtheirhearts,who—throughservantleadership—helppeoplethroughtheunfoldingoftheirlifeevents.

AsI’vetraveledoverthelastfouryearstalkingaboutservantleadership,I’vefoundthatpeopleatalllevelswithinorganizationsdesireabetterwayofmanagingandleading.Nowisthetimeforustomakeadifferenceinthisworld

throughservantleadership.Itrustthatmanywillcometoenjoythejourney,relishthechallenges,andexperiencethelife-transformingresultsofservantleadershipinthepeopletheytouch.It’smyhopethatorganizationsaroundtheworldwillchoosetomoveoutoftheflamesandintothelight.Godblesseveryone.

ArtBarter(www.artbarterspeaks.com)istheownerandCEOofDatronWorldCommunicationsandthefounderandCEOoftheServantLeadershipInstitute.ArtbeganhiscareerworkingfortheWaltDisneyCompany.Hethenspentmorethantwenty-fiveyearswithseveralmanufacturingcompaniesbeforejoiningDatronin1997.Heispassionateaboutservantleadershipandoperatesbytheguidingprinciple“Howyougetresultsismoreimportantthantheresultsthemselves.“

Chapter40ServethePeopleCHERYLBACHELDER

ImetCherylBachelderataconferencesponsoredbytheServantLeadershipInstituteatDatronWorldCommunications.I’malwayslookingforgoodnewsstoriesoftopmanagerswhoputcommonsenseintopracticeandmakeamajordifferenceintheircompany.CherylcertainlydidthatduringhertenureasCEOofPopeyesLouisianaKitchen.Whatawonderfulexampleofhowservantleadershipcanturnanorganizationaround.—KB

IN2007,POPEYESwasastrugglingbrandandcompany.Therestaurantsweredeclininginsalesandprofitability.Thefranchisees—theownerswhohadinvestedinthefacilitiesandthepeople—werenothappy.TheyhadcommittedtheirmoneyandlifetoPopeyes,andtheywantedtoknowwhatthefranchisor—thecorporation—wasgoingtodoaboutit.

WhenIacceptedtheroleofPopeyesCEOinNovember2007,Iknewitwasadifficulttime.Evenso,thiscommentfromaveteranfranchiseecaughtmebysurprise:“Don’texpectustotrustyouanytimesoon.We’vebeenabusedchildren.Anditwilltakealongtimetogetthepastbehindus.”

Inshort,thefranchiseownershadnotbeenservedwell.Thatwouldhavetochange.

Ihaveworkedinfranchising,observingtherelationshipdynamicsbetweenfranchisorsandfranchisees,since1995.Thebusinessmodelissetupasasymbioticpartnership.Thefranchisorprovidesthebrand,themenu,themarketingmessage,theoperatingsystems,andoftenthefoodandpackagingsupplies.Thefranchiseebuildstherestaurants,hiresandtrainsthepeople,andoperatestherestaurantbythepolicyguidebook.Bothpartiesmustdotheirjob,anddoitwell,ortheresultsfalter.

Giventhenatureofthebusiness,Iamalwayssurprisedbytheanimosityandoutrightbattlemindsetsthatsooftencharacterizethefranchisor-franchiseerelationship.Asoneofmyleaderslikedtosay:“Therehasneverbeenabrandwithpositivesalesandprofitgrowththatisatwarwithitsfranchiseowners.”

ItwasthisverypredicamentthatmyPopeyesleadershipteamdecidedtoaddressasourstrategyforturningaroundbusinessperformance.Simplyput,wedecidedtoservethefranchiseeswell.Webegancallingthemournumber-onecustomer.Moreimportant,webegantreatingthemthatway—asservantleaders.

Ourprinciplewassimple.Ifweservedthefranchiseownerswell,andtheyexperiencedsalesandprofitgrowth,theywouldbeexcitedaboutthefuture—andwouldbuildmorePopeyesrestaurants.Whentheybuiltmorerestaurants,ourshareholdersandotherstakeholderswouldalsobewellserved.Servethepeoplewell.Andtherestwilltakecareofitself.

Sowheredidwebegintheturnaround—andwhatdrovethepositiveoutcome?

Ourfirstdecisionwastospendalotoftimewithourowners,lookingatthebusinessandworkingcollaborativelytomaketheresultsbetter.Wechosetofocusonthecorestrategiesofasuccessfulchainrestaurant:buildadistinctiveandrelevantbrand,rungreatrestaurants,andmakemoneyfortheowners.Thosestrategieswereimportanttotheturnaround.ButIwouldtellyouthatourprinciplesforhowwedidbusinesswithourfranchiseownerswerethemoreimportantfactor.Welandedonsixservantleadershipprinciplesthatwouldguideouractions.

PrinciplesforServingthePeople

WeArePassionateaboutWhatWeDoTostatetheobvious,smallbusinessownerslikePopeyesfranchiseesarepassionatebydesign.Theyarerisktakers.Theyputbigmoneydownonthebrandidea—andwiththatcomestheirpassionforgettingitright.AtPopeyes,thegreatestpassionisforthesuperiorfood.Popeyespeoplewantonlythebestqualityandinnovationintherestaurants.

Ourfirstprinciplewastorespectthepassionofourowners.TheyhadmadetheinvestmentoftheirmoneyandtheirlivesinPopeyes.Wewouldtreatthatasasacredtrust.Wewouldrespectandadmiretheirpassionforthebusiness.Passionwouldbethefuelofourbusinessplan.

WeListenCarefully...Ifyou’veeverhadanargumentwithsomeoneyoucareabout,youhaveexperiencedwhathappenswhenyoudon’tlistenwelltoanotherperson.Youmisstheirpoint.Youoverlooktheirrealconcern.Youlackvitalinformation.Andtheargumentescalates.Thesameistrueinthefranchisingbusiness.

Ourfirstroadtripinthefallof2007wascalledalisteningtour.Wewenttosevencitiesandlistenedcarefullytoourfranchiseowners,ourrestaurantmanagers,andourPopeyesguests.Weaskedthemwhatwaswrongandwhattheirideaswereforfixingtheproblems.Weaskedclarifyingquestionsandwedidn’ttrytosellthemanything.Indoingso,weheardalltheissuesweneededtoaddressgoingforward.Wedemonstratedrespectforourpeople.Andwhenwegotbackhome,wehadthebeginningsofanactionplan.

Listeningcarefullytoourfranchiseowners,andlearningfromthem,becameanessentialprincipleofoursuccess.

...andLearnContinuouslyTheretailfoodbusinessisdynamicandfastpaced.Therearemanycompetitorschasingshareofmarket.Asaresult,yourbusinesscanbeperformingbrilliantlyandonedaylateranaggressivecompetitorcanchangethetrendwithonenewmenuinnovation,onenewserviceapproach,oronenewvalueoffering.

Inthefallof2008,wewerereadytolaunchourbigmarketingplantoturnaroundsalesatPopeyes.Wehadalignmentwithourowners,wehadsetasideabigbudgetforadvertising,andweweregoingtotakethemarketbystorm.LittledidweknowthatAmerica’sbankswereonthevergeofcollapseandtheeconomywasatthebeginningofthebiggestrecessionofourlifetime.Wewereabouttolearnsomelessons.

Wedidnotexperienceasalesturnaroundinthosenextfewmonths,butwelearnedcontinuously.Westayedinclosedialogwithourfranchiseleaders.Weanalyzedtheresultsquickly.Andwemadeagiledecisionstochangetoplansthatwouldbeeffectiveinthisnewworldorder.Ourwillingnesstolearnandactonthatlearningresultedinthebeginningofaremarkableturnaroundinearly2009andwecontinuedtoholdthisprincipledear.

WeAreFact-BasedandPlanfulPopeyeswasathirty-five-year-oldcompanyin2007.Thatwouldleadyoutobelievethatwehadlongestablishedplanningprocessesandperformancemetricstohelpusmanagethebusiness.Wrong.

Ourbusinessplanlookedforwardaboutninetydays.Wehadonedataset:howmuchmoneyourfranchiseesweresendingusinfeesandroyalties.Wedidnothaveadetailedannualplanorafive-yearstrategicplan.Wedidnothaveapipelineofnewproducts,promotions,andrestaurantlocations.Wedidnotcollectanydataonimportantthingslikeguestsatisfaction,speedofservice,orrestaurantoperatingprofits.

Rememberourfirstprinciple—passion?Well,passionthatgoesun-governedbyanyfactsandplansisjustraw,unbridledemotion.Andthatwasthenatureofourconversationswithfranchiseesintheearlydays.Untilwehadfactsandplans,wewouldbeatthemercyofwhomeveryelledtheloudest.

Oneofouroperatorssaid,“Youmovewhatyoumeasure.”Andwebegantomeasurejustabouteverythingthatmoved.Firstonthelistwereguesttransactions,guestsatisfaction,speedofservice,andrestaurantoperatingprofit.Secondonthelistwerethereturnstoourownersonnewrestaurantinvestments.

Twothingshappened.Ourfranchiseownersstartedimprovingkeymeasuresofthebusiness.Andwhenwemettoplanthefuture,wehadfactsinfrontofustoguideourdecisions.Wecouldarguepassionately—butouremotionswereboundbytherealityofinformation.Factsandplansmadeoursuccesssustainable.

WeCoachandDevelopOurPeopleSometimesthemostimportantdecisionyoucanmakeistoacknowledgeyourweakness.AtPopeyes,wehadvirtuallynopeoplecapability—coachinganddevelopmentofourtalentwasnotaprincipleofourculture.Weopenlystatedthisweaknesstoourselves,ourteam,andourowners.Thenwebeganajourneyofmakingcoachinganddevelopmentimportantinourculture.

Weestablishedthebusinesscompetenciesandtheculturalprinciplesneededforsuccess,andthenfocusedoncoachinganddevelopingourpeopletowardthosecapabilities.Eventhoughwewerenotthebestcoaches,ourpeoplesawoureffortsasasignthattheywerevalued—andtheybegantogrow.

Thebenefittoourfranchises?Theywerebeingservednowbypeoplegrowingintheircapabilitybecausetheirleaderswereinvestingtimeandattentionincoaching.Ourtalentgrewbyleapsandbounds—andourfranchiseesnoticedthedifference.

WeArePersonallyAccountableArelationshipwithoutaccountabilityisdestinedfordissatisfactionanddysfunction.AsImentionedearlier,inourbusinessmodel,eachofushadroles

dysfunction.AsImentionedearlier,inourbusinessmodel,eachofushadrolesandresponsibilitieswehadtodoforthebusinesstoprosper.Thefranchisorhadtoprovideacompellingbrandandaneffectiveoperatingsystem.Thefranchiseownerhadtoprovidetopqualitypeople,food,andguestexperiences.Whenwealldidourpieceofthepuzzle,wecouldexpectpositiveoutcomes.Whenoneofusdroppedtheball,wehadtoacceptpersonalresponsibilitytocorrectouractionsquickly.

Ourculturebecameoneof“noexcuses,noblame.”Weacceptedourroleandresponsibilitytomakethingsright.Andworkedtoavoidvictimbehavior.Productivitysoaredwhenaccountabilitywashigh.

WeValueHumilityThelastprinciplewechosemayhavebeenthemostimportanttotheturnaroundofPopeyes.ItwastheprinciplethatunderscoredthePopeyespurposestatement:Inspireservantleaderstoachievesuperiorresults.Itwasbothourbeliefandourworkexperiencethatwhenweservedourfranchiseownerswell,thebusinessprospered—andovertime,ourowncareergoalsandneedsweremetaswell.

Beinghumbleonadailybasisisdifficult.It’salsodifficulttoteachhumilitytoleaderswhohavevieweditasaleadershipweaknessinthepast.Butgettingourselvesoutofthewaywasessentialtoservingourfranchiseownerswell.

OurdefinitionofhumilitywasoneI’veheardattributedtoRickWarren,KenBlanchard,andothers:“Humilityisnotthinkinglessofyourself,itisthinkingofyourselfless.”

AtPopeyes,wewereordinarypeoplewhostruggledtonotbeself-centeredinourdailyactions.Webelieved—andwehadexperienced—thatwhenweactedoutofself-interest,therelationshipwithourownerswasdamagedandourbusinessoutcomessuffered.Alternatively,whenweputtheirinterestsaboveourown,therelationshipandbusinessoutcomesflourished.

TheResultsDuringtheperiodfrom2007to2016,Popeyesbecameaprosperousenterprisewithrestaurantsales,profits,andunitgrowthratesthatweretheenvyofitscompetitors.Franchiseownerswereservedwell,with95percentratingtheirsatisfactionwiththePopeyessystematgoodorverygood.And90percentsaidtheywouldrecommendPopeyestoanotherfranchisee.Thedecisiontoservethefranchiseesalsobenefitedotherstakeholders,includingtheshareholders.Thestockpricemovedfrom$11persharein2007to$64pershareattheendof2016,whichIbelievetobeadirectresultofourleadershipapproach.WhenthecompanywassoldbytheboardofdirectorsinMarch2017,thebuyerpaida$15

companywassoldbytheboardofdirectorsinMarch2017,thebuyerpaida$15premium—asharepriceof$79.

Theyalwayssayhindsightis20/20.AndthatiscertainlytrueinthePopeyesstory.

Whenthisstorybegan,wedidn’tknowitwouldbeservantleadershipthatdrovesuccess.Wedidn’thaveaplaqueintheofficethatstatedourpurposeandprinciples.Whatwedidhavewasateamofleaderswhowerewillingtofocustheirpassionandambitiononthesuccessofthepeopleandtheenterprisebeforetheirowninterests.AndasJimCollinspredictedinhisbookGoodtoGreat,theresultswerephenomenal.Collinsstatesgreatleaders“areaparadoxicalmixofpersonalhumilityandprofessionalwill.Theyareambitious,tobesure,butambitiousfirstandforemostforthecompany,notthemselves.”1

CherylA.Bachelder(www.cherylbachelder.com)servedasCEOofPopeyesLouisianaKitchen,Inc.,from2007to2017.Shehasmorethanthirty-fiveyearsofleadershipexperienceatcompanieslikeYum!Brands,Domino’sPizza,RJRNabisco,Gillette,andProcter&Gamble.In2012shewasrecognizedasLeaderoftheYearbytheWomen’sFoodserviceForumandalsoreceivedtheSilverPlatefromtheInternationalFoodManufacturer’sAssociation.Sheisauthorofthebest-sellingbookDaretoServe:HowtoDriveSuperiorResultsbyServingOthers.

Note1.JimCollins,GoodtoGreat:WhySomeCompaniesMaketheLeapand

OthersDon’t(NewYork:HarperBusiness,2001).

Chapter41WasteConnections

AServantLeadershipSuccessStory

RICOMARANTO

ImetRonMittelstaedt,CEOandfounderofWasteConnections,anumberofyearsagowhenIspoketohisCEOroundtable.RonandIdiscoveredwewerekindredspiritsinleadershipphilosophy.Asaresult,IgottodosomeworkwithRonandhiskeymanagersastheyprogressedontheirservantleadershipjourney.Thisessay,writtenbyRicoMaranto,guardianofthecultureandservantleadershipevangelistforWasteConnections(Ilovethattitle),willshowyouhowtheinfluenceofthetopmanagercanmakeservantleadershipcomealiveandcreategreathumansatisfactionandresults.—KB

WASTECONNECTIONSWASfoundedin1997whenfounderandCEORonMittelstaedtacquiredafewsolidwastecompaniesintheNorthwest.Withinafewyears,WasteConnectionshadbecomethefourth-largestsolidwastecompanyintheUnitedStatesandaformidableplayerintheindustry,significantlyoutperformingitscompetitorsinthestockmarket.

TheProblemDespiteitsapparentsuccess,WasteConnectionswaslosinggoodemployees.Outofastaffof3,000,between1,200and1,400employeeswereleavingthe

organizationeachyear—aturnoverrateofmorethan40percent.What’smore,80percentofthoselosseswerevoluntary.Peoplewerechoosingtoleavethecompany.

Mittelstaedtknewthecompanywouldnotremainsuccessfulifithadtoreplaceandretrain40percentofitsstaffeveryyear.Hewasparticularlyconcernedaboutthenumberofemployeeswhowereresigning—andheknewheneededtofindawaytokeepthem.

Tohelpmanagementunderstandthereasonforthehighturnover,foraperiodoftwoyearseachpersonwholeftthecompanywasaskedtofilloutanexitsurvey.Morethantwothousandsurveyrespondentsspelledouttheproblem:theirleadershadfailedthem.Forty-fivepercentofthosesurveyedsaidtheycouldnothaveacandidconversationwiththeirmanager.Anequalnumbersaidtheywerenotdoingtheworktheyhadbeenhiredtodo.

WasteConnections’executiveleadersneededthemanagerstotakeahardlookatthemselves.Themanagersneededtorecognizetheyweretheonestheirpeoplecouldn’ttalkto.Theyweretheoneswhohiredpeopleandgavethemfalseexpectations.Iftheywantedtoincreaseemployeeretention,theleadershadtofixthemselves.

Lookingback,Mittelstaedtsays,“Werealizedpeopleexpectedmorefromtheemployee/employerrelationshipthansimplemanagementofday-to-daytasks.Peopleneededtofeelincluded,familial,caredfor,andempowered.Theywantedtoknowtheirvoicemattered—thattheyweremorethananumber.Wehadtomakeawholesalechange.Itwasamatterofsurvival.Thedirectionwewereheadingwasnotsustainable.”

TheSolutionDuringhissearchforasolutiontothisoperationalcrisis,Mittelstaedtheardaboutaconceptcalledservantleadership.Helearnedthatitturnsthetraditionalleadershippyramidupsidedown,placingleadersatthebottomsothattheycanservetheemployeesatthetop.Helearneditrequireshumilityinsteadofego.Theservantleader’sroleistohelpotherssucceed—toserve,notbeserved.Theservantleaderseekstounderstandwhatawinlookslikeforeachemployeeandhowtoserveeachpersontohelpthemgetthatwin.

Mittelstaedtconsideredthepremisethatemployeesdonotleavecompanies;theyleavemanagers.Hewastoldservantleadershipcouldmakebetterleaders,createabetterplacetowork,andincreaseemployeeretention.Butit*eemedlikesoftleadership—sodifferentfromthetraditionalcommandandcontrol,autocraticstyleprevalentinthewastemanagementindustry.Whatifemployeestookadvantageofaservantleader’sselflessness?Couldacompanyreally

tookadvantageofaservantleader’sselflessness?Couldacompanyreallyachieveoutstandingresultsifleaderssimplycaredabouttheirpeople?Wouldservantleadershipwork?

Mittelstaedtwasconvinceditwould.HeintroducedtheconcepttoWasteConnectionsseniorleaders,saying,“Wehaveatypicaltop-downleadershippyramid.Itmayhaveworkedforusatfirst,butit’snotworkingnow.Timeshavechanged.Peoplehavechanged.Therefore,wemustchange.Let’sturnthismindsetupsidedown!”

InsupportoftheinitiativewasWasteConnectionsCFO,WorthingJackman,whostatedatthetime,“I’llhaveahigherdegreeofconfidenceinourabilitytohitfinancialprojectionsandcommitmentsmadebyourmanagersifservantleadershipgetsembeddedinourculture.We’llactuallyberunningthebusiness,ratherthanthebusinessrunningus.”

TheImplementationMittelstaedtintroducedservantleadershipatthe2005annualmanagers’meeting.Hediscussedtheemployeeturnoverproblem,explainedthelong-termimpactofhighturnoverontheorganization,sharedtheresultsoftheemployeeexitsurveys,andsettheexpectationofchange.Hethendefinedservantleadershipandinvitedallofthemanagerstobecomeservantleaders.

KenBlanchardwasthekeynotespeakeratthatmeeting.Kenexplainedhowservantleadershipwasnotsoftleadership—yes,itwasaboutrelationships,butitwasalsoaboutresults—bothresultsandrelationships.

WasteConnectionsisadecentralizedorganization.Fieldleadersareexpectedtobetrueentrepreneursandareempoweredtoruntheirsitesasiftheyownthem.Theyareheldaccountableforresults(safety,turnover,financial,etc.),butnotfortheirmanagementmethods.BecauseofthedecentralizedstructureatWasteConnections,corporateleadersrarelytellfieldleaderswhattodoorhowtodoit.

Inthespiritofdecentralization,Mittelstaedtsaidtothemanagers,“Wehopeyouwillbecomeservantleaders.Wewon’tmakeyoudoit,butwebelieveyou’llgetbetterresultsifyoudo.Andyouwillbejudgedbyyourperformance.”

ChangingtheCultureMittelstaedtknewservantleadershipwouldbeamonumentalchangeintheorganization’sculture.“Itwaslikepushingasnowballuphillfortwoyears,”hesays.“Therewerealotofdissentersbecausetheconceptwassoforeign.Peoplethoughtitwouldn’twork.Theywantedtokeepdoingthingsthewaywehadalwaysdonethem.”

alwaysdonethem.”PresidentSteveBoucksays,“Themanagerswereskeptical.Theywouldsay,

‘We’rerunningalotoftrucksandwe’vegotalotofworktodo.IfItellanemployeewhattodo,they’djustbetterdoit.’Helpingmanagersadoptservantleadershiprequiredconsistent,persistentcommunicationandalignmentofincentives.”

COODarrellChamblissadds,“Implementingservantleadershipishard.Itrequirescontinuousreinforcement.Westillconstantlytalkaboutitandspendresourcesonit.Unlessanorganizationiscommittedtodoingthat,servantleadershipwillbecomeadustybookontheshelf.”

WasteConnectionsdidanumberofthingstochangethecultureandhelpmanagersembraceservantleadership.Thesewereafewofthekeyinitiatives:

•Introduceavision,purpose,andvalues.“Theintroductionofourvaluesandourvisionofself-directed,empoweredemployeeswasacriticalpiecethathelpedshapetheframeworkofourcultureandleadershipstyle,”saysBouck.

•Conductservantleadershiptraining.Initially,Mittelstaedtandseniorleaderstaughtfull-dayservantleadershipseminarsforallmanagers.Districtmanagertrainingevolvedfromteachinghowtomanageawastebusinesstoteachinghowtobeaservantleader—andfromtechnicalskillstosoftskills.Afteraperiodoftime,Mittelstaedthiredadirectorofleadership

developmentwhodevelopedandbeganteachingaseriesofsevenservantleadershipcourses.Thenewdirectorattendedeverymeetingpossibletodiscussservantleadership,sentoutweeklyservantleadershipemailstoallmanagers,andtalkedaboutservantleadershipateveryopportunity.Mittelstaedtsays,“Thattookservantleadershiptoawholenewlevel.It

gaveservantleadershipanidentityinthecompany.”•Distributeaservantleadernewsletter.Managerswhoadoptedservantleadershipbegantohavesuccesses.Toinspireothers,anewsletterwascreatedasamediumtosharesuccessstories.

•Distributeaservantleadershipsurvey.In2007,asurveywasdistributedtoallemployees.Thesurveyaskedeachemployeetoratetheirsupervisoronvariousservantleadershipcharacteristics.Thefollowingyear,apercentageofeachmanager’sbonus—forsome,asmuchas25percent—wasdeterminedbysurveyresults.

•CreateaServantLeaderPlaybook.Atthe2007annualmanagers’meeting,Mittelstaedtannouncedthatservantleadershipisalifestyle,notaprogram.Toillustrate,hegaveadietanalogy.Hesaid,“Therearethousandsofdietsout

there.Ifyousticktoone,you’llloseweight.Manypeopleloseweightbutthengainitbackandsay,‘IwasonadietbutnowI’mnot.’Thepeoplewhokeeptheweightoffstartwithadietanditbecomesalifestyle.HealthylivingbecomespartoftheirDNA—whotheyare.Wewillgiveyoutheservantleadershipdiet.Youneedtodecideifitwillbecomeyourlifestyle.”The“diet”MittelstaedtsuggestedbecameknownastheServantLeader

Playbook.Theplaybooktranslatedtheideaofservantleadershipintoactionsanymanagercouldtaketobecomeabetterservantleader.Thishelpedservantleadershipgainevenmoretractioninthecompany.Someoftheplaysintheplaybookincluded:

•managebywalkingaround•postthecompany’svision,purpose,andvaluesinyourdepartment•meetwithyourteamanddiscussaccountabilityforvision,purpose,andvalues

•reinforcethevalues(walkthetalk)•catchpeopledoingsomethingright•allowtimeineverymeetingforemployeestogivetheirmanagerato-dolisttoholdthemanageraccountable

•coacheveryday.

•Createservantleadershipawards.Eachyear,WasteConnectionshadrecognizedmanagerswithawardslikeManageroftheYearorMostImprovedEBITDA(earningsbeforeinterest,tax,depreciation,andamortization).Butnowthecompanywantedtorecognizenotonlywhatthebestmanagersdid,buthowtheydidwhattheydid.SoaServantLeaderoftheYearawardwascreated,recognizingthemanagerwhobestembodiedservantleadership.Itisthepremieraward—the“bestpicture”ofthecompany’sOscars.

•Getself-servingleadersoffthebus.By2008,servantleadershiphadgainedmomentum.About90percentofmanagershadadoptedservantleadershipandwereachievingsignificantresults.Atthatyear’sannualmanagers’meeting,Mittelstaedtmadeanannouncement:servantleadershipwasnolongeroptional.Itwastheexpectedmethodofleadershipthroughoutthecompany.Oneofthecompany’sdivisionvicepresidents(DVPs)hadbeen

recognizedtwoconsecutiveyearsattheannualmanagers’meetingandseemedtobuildgoodrelationshipswithhisemployees.Heachievedimpressiveresultsandspokelikeaservantleaderwhentalkingwithsenior

leadership.Everyonethoughthewasagoodservantleader—everyonebuthisemployees.Intheirservantleadersurveys,theydescribedaverydifferentmanager—onewhowasegotisticalandhypocritical.WhentheDVP’scharactercametolight,Mittelstaedtandotherexecutives

hadtomakeacrucialdecision:Dowekeepamanagerwhogetsgreatresultsbutisnotaservantleader?Mittelstaedtnotedthemanagerhaddoneverywellmanagingthesenior

leaders’perceptionofhim.“But,”hesaid,“servantleadershipisn’taboutworryingup;it’saboutworryingdown.It’snotaboutwhatyourbossthinksofyou;it’saboutwhatyourpeoplethinkoftheirboss.”Thenhestatedflatly:“Ifwehaveacancerinourculture,wehavetocutitout.”TheyfiredtheDVP.Soonafterward,betweenfifteenandtwentyother

managerswereeithersharedwiththecompetitionordemotedtoanindividualcontributorposition.Thissentaclearmessagetoeveryonethatservantleadershipwasnotanoption.SueNetherton,vicepresidentofpeopletraininganddevelopment,

explains,“Wehavetobewillingtoletpeoplegowhoarenotservantleaders,eveniftheygetgoodresults.Keepingthemwouldbeareflectiononourleadership—andwouldcompromiseourservantleadershipculture.”

•Hireforcharacter.WasteConnectionsalsoneededtoelevatetheemployeecandidatepool,sotheychangedtheirhiringpractices.Inthepast,theyhadhiredapplicantswiththedesiredcompetencies—skillandexperience.Theylearnedtohirelessforcompetencyandmoreforcharacter—because,asMittelstaedtwouldsay,“Youcan’ttraincharacter.”Beforetheyconsideredacandidate’sskillandexperience,therecruitersaskedquestionstolearnifacandidate’spersonalvaluesalignedwithcompanyvalues.

TheResultsBytheendof2010,overallturnoverhaddroppedfrom40percentto17percent.Andofthat,only56percentwasvoluntary,downfrom80percent.WasteConnections’stockwasoutpacingalloftheircompetitorsaswellastheS&P,andsafetyincidentrateshaddropped40percent.

NethertondescribestheintroductionofservantleadershiptoWasteConnectionsas“adefiningmomentthatultimatelyledtothesuccessoftheorganization.”

“ServantleadershipmadeWasteConnectionsaplacewhereemployeeswantedtobeinsteadofwheretheyhadtobe,”saysBouck.“Itwasabetterplacetowork,inatoughindustry.”

Mittelstaedtsays,“Peoplehearwehaveabettercompanyandagreatculture,anditattractsbetteremployees.Wenowfindandkeepthekindofemployeeswewanttohave.”

“Servantleadershipdefinedtheexpectationofhowwewantedthecompanyrunbythosewhorunthecompany,”Chamblisssays.“Ittaughtsupervisorsitwasokaytohavefriendlyrelationshipswiththeiremployees.Ittaughtustocommunicatefromthereceiver’spointofview,notjusttheboss’s.Itmadeusbettermembersofourownfamiliesandbettermembersofourcommunities.”

Mittelstaedtsumsuptheimpactofservantleadership:“Thewholeideaofservantleadershipisthatithasapositiverippleeffect.Thewayourleaderstreattheiremployeesbecomestheemployees’visionofleadership.Theemployeesthengooutandcoachlittleleagueteams,serveintheirchurchorcommunity,leadintheirfamilies,andleaveanindelibleservantleadershipthumbprint.Theirinfluenceimprovestheirfamiliesandcommunitiesandcontinuestorippleoutwardasothersleadthewaytheyhavebeenled.”

WasteConnectionsUpdateIn2016,WasteConnectionsstockcontinuedtooutperformitscompetitorsandtheS&P.Safetyincidentrateswerethelowestintheindustry.Overallturnovercontinuedtobelowandvoluntaryturnoverwaslowerthanithadeverbeen.

Inthesummerof2016,WasteConnectionsmergedwithasimilarbutslightlylargercompanyintermsofemployees.Thetwocompanieswereinthesameindustry,usedsimilarequipment,andhadsimilarsafetystandards—butwereachievingverydifferentresults.Theotherfirm’svoluntaryterminationratewas80percenthigherthanthatofWasteConnections,andtheirincidentratewasfourtimeshigher.Theyhadhadthirty-oneemployee/third-partyfatalitiesoverthepreviousfouryearswhileWasteConnectionshadnone.TheywereessentiallyinthesameplaceWasteConnectionshadbeentenyearsearlier.

Ifthecompaniesweresosimilar,whysuchdifferentresults?Aservantleaderculture.

DeanDiValerio,anassistantregionalvicepresidentwhojoinedWasteConnectionsinthemerger,says,“AsIlookbackatvariouswastecompaniesI’veworkedfor,Irealizeweallusedthesametrucksandgotouremployeesfromthesamecandidatepool.ThetruedifferentiatorthathasmadeWasteConnectionssosuccessfulisservantleadership.Itseparatesthemfromeveryoneelseintheindustry.”

Afterthemerger,WasteConnectionsimmediatelyintroducedtheincomingmanagerstoservantleadership.Morethanfortyclasseswereheldformorethanathousandmanagers.Theexcitementaboutservantleadershipwaspalpable.

athousandmanagers.Theexcitementaboutservantleadershipwaspalpable.Withinninemonths,theiremployeeturnoverhaddropped14percentage

points,theirsafetyincidentshaddroppedmorethan66percent,andWasteConnections’stockpricehadincreasedfrom$66to$86pershare.Servantleadershipgetsresults!

Mittelstaedtexplains,“ServantleadershiphasbecomeourDNA—thecoreofourcompany.It’showwedothings.”

AsWasteConnectionsmovesintothefuture,servantleadershipwillcontinuetobehowtheydowhattheydo:fosterrealrelationshipsastheyachieveunparalleledresults.

Alearninganddevelopmentprofessionalwithmorethantwenty-fiveyearsofexperience,RicoMaranto’spassionishelpingothersembraceservantleadershipsothattheycanbecomebetterservantleadersintheirhomes,communities,andworkplaces.HeholdsanMSinorganizationleadershipandHRmanagementfromRegisUniversity.

Chapter42Don’tMarkMyPaper,HelpMeGetanA

GARRYRIDGE

GarryRidgeandIgottoknoweachothershortlyafterhehadbecomepresidentatWD-40Company,whenhewasastudentinthemastersinleadershipprogrammywife,Margie,andIcofoundedatUniversityofSanDiego.Garryisoneofthosepeoplewho,whenhehasapowerfullearning,beginstoimplementitthenextday.HisjourneytomakeWD-40CompanyagreatservantleadershipcompanymotivatedmetowriteabookwithhimentitledHelpingPeopleWinatWork.Afterall,oneofthekeyaspectsofservantleadershipistohelppeoplewin—accomplishtheirgoals.Garry’sstoryiswellworthreplicatinginyourcompany.—KB

ATTHEAGEofforty,Idecideditwastimetoexpandmylearning.AlthoughIhadlongagoearnedadiplomafromSydneyTechnicalCollegeandwasservingasCEOofWD-40Company,IwantedtoconfirmwhatIthoughtIknewandlearnwhatIdidn’t.SoIenrolledintheMasterofScienceinExecutiveLeadershipdegreeprogramattheUniversityofSanDiego,ajointventurebetweentheuniversityandTheKenBlanchardCompanies.That’swhereImetKenandheardhimtalkabouthisphilosophy,asacollegeprofessor,ofgivinghisstudentsthefinalexamatthebeginningofthesemester—andthenthroughoutthecourseteachingthemtheanswers—sowhentheygottothefinalexamtheyeachwouldgetanA.

KenfeelsthatlifeisabouthelpingpeoplegetAs—notforce-fittingthemintoanormaldistributioncurve.Yet,inmostorganizations,managersareexpectedtorateafewpeoplehigh,afewpeoplelow,andtherestasaverageperformers.

Evenwhenacompanydoesn’thaveanormaldistributioncurveevaluationsystem,managersareafraidtoratealltheirpeoplehighbecausethentheywouldberatedlow.Theywouldbeaccusedofbeingeasy—orsoft—managers.Asaresult,thenormaldistributioncurveisaliveandwellthroughouttheworld.Ken’sphilosophyresonatedwithmyownpersonalvalues.That’swhenIbecameexcitedaboutimplementinghisfinalexamphilosophyintoourperformancereviewsystematWD-40Company.

ChangingtheCultureTomakeasignificantchangeinsomethingasimportantasanorganization’sperformancereviewsystem,youfirsthavetofocusontheculture.Culturereferstotheassumptions,beliefs,values,customs,andbehaviorsoftheorganization’semployees,supervisors,andleaders.AccordingtoEdgarScheinandothers,cultureis“thewaywedothingsaroundhere.”ImpactingtheWD-40CompanycultureIinheritedwasnotaquickfix.ItrequiredseveralstepsbeforeIcouldrevampourperformancereviewsystem.

First,weneededtocreatealearningenvironment.Whatkeepspeopleinorganizationsfromwantingtolearn?Theylookatmistakesascareer-damagingeventsratherthanopportunitiestolearn.Therefore,theycoverupmistakesinthehopethatnoonefindsout.WhatIneededtodowastohelppeoplerealizethatmistakeswereinevitablebutnotnecessarilyfatal.Todothat,Ihadtoredefinetheconceptofmistakes.Ineededtoteachpeoplenottobeafraidtofail.Asaresult,wedeterminedthatatWD-40,whenthingsgowrong,wedon’tcallthemmistakes;wecallthemlearningmoments.

ThesecondthingItackledwasclarifyingthecompany’svisionandvalues.Avisiongivesyouasenseofdirection,andvaluesgiveyouacompasstokeepyouoncourse.Havingaclearvisionandvaluesisjustasimportantashavingalearningculture.

OurWD-40visionisclear:we’reinthememoriesbusiness.Ourproductssolveproblemsin176countries.Inessence,weareinthequality-of-lifebusiness.Bysolvingeverydayproblemsinanalmostmagicalway,wemakepeople’slivesbetterand,intheprocess,createpositive,lastingmemoriesforourcustomers.

Oncethevisionisset,valuesareneededasprinciplesthatguideourbehaviorwhilewe’rescalingthemountainwehavesetouttoclimb.Valuesneedtobesimpleyetstrong,andtheyneedtobeclearlycommunicatedastheonlyacceptablebehavior.Therank-orderedvaluesthatguideourbehavioratWD-40Companyare:

1.Doingtherightthing2.Creatingpositive,lastingmemoriesinallourrelationships3.Makingitbetterthanitistoday4.Succeedingasatribewhileexcellingasindividuals5.Owningitandpassionatelyactingonit6.SustainingtheWD-40economy

It’sinterestingtonotethatourlastvalueis“SustainingtheWD-40economy.”I’veseenanumberofcompaniesthatnevermentionfinancialwell-beingasavalue.Whenyoudon’tdothat,everyoneknowsthatthevaluesareajoke.Why?Becausewhenfinancesaren’tgoingwell,alotofenergygetsfocusedinthatdirection.

Rankingourfinancialvaluelastamongourothervaluestellspeopleit’simportant—it’soneofourcorevalues—butwewilldonothingtomakemoneythatcompromisesanyoftheothervalues.Statingthevalueas“SustainingtheWD-40economy”isbroaderthanvaluingprofits.Ifpeoplesawtheword“profit,”theywouldthinkallwecareaboutismakingmoney.Whenwetalkaboutathrivingeconomy,itimpliesthewell-beingofallinvolved,notjusttopmanagement.

ThefinalculturalchangeIneededtomaketosetupour“Don’tMarkMyPaper,HelpMeGetanA”philosophywastoaskourpeopletothinkofusnotasateambutratherasatribe.UsingtribalterminologygavemeavehicletotalkaboutawiderangeoforganizationalattributesthatwereimportanttoWD-40Company,ratherthanjusttheattributesI’dbelimitedtoifIweretousetheword“team.”Ateamisaboutwinningandgettingstuffdoneinapositiveway.Whilethat’simportant,atribeisamuchricherconcept.Atribeisaplaceyoubelong;ateamissomethingyouplayononceinawhile.

Thetribalconceptsetthetonefortheopencommunicationweneededinourcompany.Italsohelpedestablishapartnershipphilosophythatisnecessarytoimplementthe“Don’tMarkMyPaper,HelpMeGetanA”concept.

ANewPerformanceManagementSystemTherearethreeaspectsofour“Don’tMarkMyPaper,HelpMeGetanA”performancereviewsystem:planning,execution,andreviewandlearning.

PlanningWhenitcomestoplanning,onceayeareverytribeleaderhasaconversationwitheachofhisorherdirectreportstoestablishthetribemembers’finalexam

witheachofhisorherdirectreportstoestablishthetribemembers’finalexamthatconsistsofthreetofiveshort-termSMARTgoals.SMARTisawidelyusedacronymforwhatawell-definedgoallookslike:

•Sstandsforspecific—thegoalisobservableandmeasureable.•Mstandsformotivational—thegoalissomethingthatthetribememberisexcitedaboutandwillingtopursue.

•Astandsforattainable—thegoalismoderatelydifficultbutachievablefortheperson.

•Rstandsforrelevant—thegoaldirectlycontributestothecompany’sbottomlineorsupportstheeffortsofthosewhodo.

•Tstandsfortrackable—thegoalcanbetrackedovertimesotheindividualcanbepraisedorredirected,dependingontheirprogressonthegoal,inatimelymanner.

OneofthethingsI’velearnedovertheyearsisthatallgoodperformancestartswithcleargoals—thatsetsuptheleadershipaspectofservantleadership.Whenestablishingafinalexamwithsomeone,it’simportanttobecertainthatthepersonknowsexactlywhatheorsheisbeingaskedtodo.That’swhatestablishingSMARTgoalsdoes.Itmakessurethatpeoplearebeingevaluatedonobservable,measurablegoals,notonfuzzy,subjectiveexpectations.

TherulesatWD-40Companyaresimple:ifpeopleattaintheirobservable,measurablegoalsattheendofthefiscalyear,theywillgetanA—aslongasthey’reingoodshapewithlivingthecompany’svalues.Thismeansthatahighperformerwhocontinuallyviolatesourvaluesmightbefacingacareercrisis.

ExecutionOncepeopleareclearontheirfinalexamandtheobservable,measurablegoalsthattheexamconsistsof,wemoveontoexecution—theservantaspectofservantleadership.Atthisstage,peoplemustbegintoperformontheiragreed-upongoals.Thisiswhereday-to-daycoachingcomesintoplay.Thisisamajoremphasisinthe“Don’tMarkMyPaper,HelpMeGetanA”philosophy.Thismeansthattribeleadershavetokeepuptheirendofthepartnershiponaday-to-daybasis,helpingandcoachingtheirtribememberstogetanAoneachoftheirgoals.Tohelpthatprocess,WD-40CompanyusesKenBlanchard’sSituationalLeadership®IImodel,whichhelpstribeleadersdeterminetheamountofdirectionandsupporttheyneedtogivetribemembersoneachgoal.Whiletheleadershipaspectofservantleadership—inourcase,cleargoals—getsthings

going,therealactioniswiththeservantaspectofservantleadership—helpingpeopleachievetheirgoals.Thissetsupthethirdpartofourperformancereviewsystem:reviewandlearning.

ReviewandLearningContinuallyplanningandexecutingwithoutthevalueofreviewandlearningcouldblindsideyouwithwhatwecallatyphoon—adestructiveevent.That’swhensomebodymakesamistakethathurtsboththeorganizationandthatperson’sreputation.Sincewedon’twantthattohappen,itisimportanttotaketimetopause,reviewprogress,andlookforanylearning—whetherornotamistakehasbeenmade.

AtWD-40Companythereviewandlearningprocessisacontinuousconversationthroughouttheyear.Whydowesayreviewandlearningisanongoingprocess?Becausewedon’twanttosaveupfeedbackuntilsomebodyfails.Periodically,youwanttobeabletogivepeoplefeedbackthateitherispositiveorredirectstheirefforts.

Aspartofthatprocess,fourtimesayearalltribeleadershaveaconversationwitheachoftheirtribemembers,whichwecallinformal/formaldiscussions.Thefirstitemofbusinessistoreviewtheagreed-uponfinalexam.Isitstillrelevant?Ratherthanfilinggoalsthatareestablishedatthebeginningoftheyearandthenpullingthemoutattheendfortheannualperformancereview,atWD-40Companywethinkthatgoalsettingisanongoingprocess.Infact,ifcirc*mstanceschange,tribememberscanrenegotiatetheirgoalsevenatthebeginningofthefourthquarter.

Afterreviewingthefinalexameachquarter,thetribeleaderandtribememberbegintolookatthetribemember’sperformance.Inmostorganizations,attheendoftheyeareverymanagerhastocompleteanevaluationforeachdirectreport.Wedothatdifferently.Ateachquarterlymeeting,performanceisevaluated—butratherthanthetribeleaderdoingtheinitialevaluation,thetribememberdoesit.EachtribemembergivesthemselvesanA,B,C,orLoneachofhisorheragreed-upongoals.AnLmeansthatthetribememberisinalearningmodeonthatgoalandisn’treadyforevaluationyet.Thejobofthetribeleaderistoagreeordisagreewiththetribemember’sevaluation,andtodowhatneedstobedonetohelpthatpersonmoveeachgoaltowardanA.

Thisevaluationprocessisrepeatedattheendofeveryquarteraswellasattheendoftheyearduringthefinalannualreview.Itisimportanttoreiteratethattribeleadersfilloutaperformanceevaluationonlyonthemselves.Theydonotfilloutevaluationformsonthetribememberswhor*porttothem.

DoeseveryonegetanA?Notnecessarily.Sometimespeopleareinthewrong

DoeseveryonegetanA?Notnecessarily.Sometimespeopleareinthewrongjob.Ifapersonisavalues-driventribemember,wemaylookforanotherpositionforthemwithinWD-40Company.Ifthepersonisnotavalues-driventribememberandwethinkterminationisnecessary,wekindlysaytothem,“Let’sshareyouwithacompetitor.”WD-40Companyisnotforeveryone.

ServantLeadershipwithanEdgeTohelpeveryoneinWD-40Companyshareour“Don’tMarkMyPaper,HelpMeGetanA”philosophyandintegrateitintothenewculturewehadcreated,Iinitiatedanewleadershipmodeldubbed“ServantLeadershipwithanEdge.”Wedescribethismodelasacircular,continuousprocessbeginningwithourvisionandvalues,thenmovingtoplanningandexecution,followedbyreviewandlearning,andfinallycyclingbacktovision.

Thistotalprocessisaboutcreatingandenablingleaderstopartnerforsuccesswiththeirpeople.FirstwedefinewithtribememberswhatanAembodies,andthenwecreateaculturewherepeoplecanachieveanA.

Doesthiswork?You’dbetterbelieveit.Inthetougheconomicyearsof2010to2012,wehadthebestfinancialresultsinthehistoryofourcompany.Inour2016annualEmployeeOpinionSurvey,thefollowingwerethefivequestionswiththehighestpercentageofpeopleindicatinganaffirmativeanswer:

1.IfeelmyopinionsandvaluesareagoodfitwiththeWD-40Companyculture(99.1%)

2.Iamclearonthecompany’sgoals(98.4%)3.IlovetotellpeoplethatIworkforWD-40Company(98.4%)4.Iknowwhatresultsareexpectedofme(97.9%)5.IunderstandhowmyjobcontributestoachievingWD-40Company’s

goals(97.9%)

Tome,helpingpeoplegetanAisservantleadershipinaction.It’stheonlywaytogetbothgreatresultsandhumansatisfaction.

AnativeofAustralia,GarryRidgeispresidentandCEOofWD-40Company,wherehehasworkedsince1987.HereceivedhisMastersofScienceinExecutiveLeadership(MSEL)degreein2001fromtheUniversityofSanDiego,whereheisnowanadjunctprofessorfortheMSELprogram.In2009,GarryandKenBlanchardcoauthoredthebookHelpingPeopleWinatWork:ABusinessPhilosophyCalled‘Don’tMarkMyPaper,HelpMeGetanA.’Garry

isapopularspeakeronthetopicofhumanizingtheperformancereviewprocess.

FinalCommentsThePowerofLove,NottheLoveofPower

KENBLANCHARDANDRENEEBROADWELL

INTHEFIRSTchapterofthisbook,Kenmentionedthatwhenhetalkstocompaniesaboutservantleadershiptheyoftenthinkhe’stalkingabouttheinmatesrunningtheprisonortryingtopleaseeveryone.Ittakesthemawhiletorealizethatservantleadershipistheonlywaytogetgreatrelationshipsandresults.

Afterreadingthisbook,wehopeyouunderstandthatreality.Ifyoudo,wehopeyounotonlyimplementitwhereyou’replantedbutalsospreadthewordtoeveryonewhowilllisten.AllthegreatcompaniesKenhasworkedwithorobservedrealizethatprofitreallyistheapplausetheygetforcreatingamotivatingenvironmentfortheirpeoplesotheywilltakegoodcareoftheircustomers.

KengotaletterfromaNewZealanderafewyearsagothatsummedupthisphilosophy.Hesaid,“Ken,you’reinthebusinessofteachingpeoplethepowerofloveratherthantheloveofpower.”

AsKensaidearlier,theworldisindesperateneedofadifferentleadershiprolemodel.Wehaveseenthenegativeimpactofself-servingleadersineverysectorofsocietyaroundtheworld.Weneedservantleadershipdisciples—andwenominateyou.Goforthandspreadtheword.Andremember:yourjobistoteachpeoplethepowerofloveratherthantheloveofpower.Afterall,servantleadershipisloveinaction.Peacetoyou,andGodbless.

Acknowledgments

THISBOOKHASbeenoneofthemostinterestingandchallengingprojectseitherofushasevertakenon:pullingtogetherthethoughtsandwritingsofmorethanfortysubject-matterexpertstopresenttotheworldacoherentpictureofwhatservantleadershiplookslike.

Firstandforemost,wearegratefultoallofourcontributors—eachoneaservantleaderwhogivesthegiftoftheiruniqueperspective.Wehopeourreaderswillpassalongthemessageofservantleadershiptoothersintheirhomes,workplaces,andcommunities,andtogetherwecanmakeapositivedifferenceinthousandsoflives.

WethankourfriendsatBerrett-KoehlerPublishers—StevePiersanti,JeevanSivasubramaniam,DavidMarshall,andtherestoftheBKteam.Youarealwaysajoytoworkwith!

WealsothankourcolleaguesatTheKenBlanchardCompanies—MarthaLawrence,RichardAndrews,DebbieCastro,andMargeryAllen—forbeingthereforus.

Kenisgratefultohiswife,Margie,forlovinghimformorethanfifty-fiveyears—andtotheirdaughterDebbieandsonScott,Scott’swifeMadeleine,andMargie’sbrother,Tom,fortheirsupportandleadershipofourcompany.

ReneeisgratefultoGrantforbeinganambassadorofunconditionallove,andtoTrevor,Justine,andJocelynforinspiringhereverydayandmakingheraproudandhappymama.

Index

Abrams,Creighton,122accountability:ofhumanbeings,58,75,105–6,119,126,208–9,235

principleof,229action:againstcultureofshame,73

compassionby,92–94contributionfrom,31–32credibilitythrough,111leadershipin,245mindsetand,83

addiction,104,106affirmation:fromemployees,244–45

asahabit,77–80AfricanAmericancommunityin1960s,153–54AIWATT,66,69ambitionandleadership,179,230Anderson,Jerry,79apprentice,150,165–66ArbingerInstitute,82–84Army:commander’sintentwithin,126

contributionsofservantleadershipto,127operationof,122servicein,122–27successionplanningwithin,125trustedrelationshipsin,126–27valuesof,123–24

artist,112–13asking:wheresomeoneis,102

tohelp,213–14assessment:improvementthrough,97

ofpositioninhierarchy,59ofsignsofshameculture,72oftrustworthiness,30

authenticity,27–28,111,113avoidance,88–89awareness:asacharacteristicofaservantleader,16

behavior:ofcaring,86throughdisengagement,74andmisfortune,67presenceand,54andshameculture,72throughstructure,66andtrust,28–29,32

Benioff,Mark,47bias,natural,36Blackaby,Henry,168–70blame,67,74–75Blanchard,JamesW.,205Blanchard,Ken,34,39,110,201,202,206,219,221,229,239–40Blanchard,Margie,201–202,239,249Blanchard,Scott,140BodyShop,111–12Bouck,Steve,234,237Brengle,Samuel,180Buntin,Nancy,207business:andConsciousCapitalism,19–20,23

ofDisney,8ofJesus,148profitabilityof,43pruningprocessof,209–10serviceand,47–48,206–7

cabinetissues,118–21calling,servantleadershipas,25,51,131caring:behavioralextensionsof,86

characteristicsofcaringsupport,46compassionand,91–94

carpentrymodel,forleadership,149–50Catchings,Harvey,157celebration,andservantleadership,77–81challenge:ofbestplayer,158

ofcommitmenttoservantleadership,65–66Chambliss,Darrell,234,237change:throughfollowersandleaders,139–40

throughGod,195andinfluences,39andintent,29byKing,152–55

throughservice,117throughstructure,66

characteristics:ofconsciouscapitalistorganizations,20ofservantleaders,14–18ofservantleadershipatGreatPlacestoWorkForAll,45–46

Chick-fil-AInc.,34,209choice:ofleaderstotrustandserve,32

andservice,90oftroopstoserve,127

ChristFellowship,79church,169,212–15

bivocationalpastorof,115–17conflictwithin,120

CircularManagement,175citizen,ofchoice,184–85civilrights,152–55civilrightsmovement,152–55coaching,organizational,52,66,98,125,150,228–29,235,242–43cocaptain,153ColumbusBankandTrustCompany(CB&T),204–6combat,126–27,191command-and-controlleadershipmethod,45,122,137,168commitment:togrowthofpeople,17

ofHesselbein,174ofleaders,210toservantleadership,32,61–62,65–66,123,210,234,237

communication,41,234throughHR,201throughlistening,15inmilitary,125–26;

community:AfricanAmericanin1960s,153–54relationshipwith,205–6serviceto,213–15

company,besttoworkfor,18,44compassion:ofJesus,92–94

forothers,93–94ofWillard,163–66

connection:bad,104–5confrontationbefore,137fake,104,106toGod,87lackof,103,105real,105–6

consciouscapitalistorganizations,20consciousleaders,19–25

SELFLESSacronymfor,20–25

contribution:throughaction,31–32celebrationof,80byleaders,31resultingfrompraise,190ofservantleadershiptotheU.S.Army,127tosuccess,77throughteamwork,95–96andtrust,31–32

cooperation,throughtrust,56–62counterfeitservice,86cover-upculture,75–76creativityscars,73credibility:andleadership,110–11

andtrust,28–30creeds,123–24culture:andcabinetissues,120–21

ofColumbusBankandTrustCompany,204–6cover–up,75–76importanceof,39ofrespect,209ofservantleadership,32,75,238ofshame,72–73ofSynovus,206–11fromthetop,210ofU.S.Army,127ofWasteConnections,233–38ofWD-40Company,240,244

customerservice,10–13,39–41,43,184–88,205

DalaiLama,21Dao,David,57–58DatronWorldCommunications,219–24decentralizedpower,46,233DefiniteDozen,The,159DepartmentofJustice(DOJ),219DePree,Max,110–11,168Diebenkorn,Richard,112disengagement,74,104–5Disney,Walt,8–9“DoSomethingChurch”(McPherson),213–14Drucker,Peter,20,66–68,174–76

EdgingGodOut(ego),164EdgingGrowthOut(ego),164emotionalintelligence(EQ),23–24empathy,15,23,61,92,126

EmployeeOpinionSurvey(WD-40Company),244employees,40,41,43,47

leadershipvisionof,237formotivation,194relationships,232retentionof,80,231–33turnoverof,231–33,238

employer,ofchoice,184–85empowerment,ofpeople,46,131,135,184,187–88,190,194,213,232–34enhancement,ofpeople’slives,61,168enthusiasm,22

ofexemplaryfollowers,140ofC.Jones,178ofKingDavid,100

environment,effectonbehavior,57–58,60,66,69,80,127ExecutiveBooks(TremendousLifeBooks),178exemplaryfollowers,139–41expectation:ofemployee,232

ofleadership,233,235,237ofplayersbyP.Summit,158

fact-basedplanning,228faith:ofH.Blackaby,169–70

ofC.Jones,179obediencein,221

FaithBaptistChurch,Saskatchewan,169falsepositives,68family,134,222fear,20,22,57–58,60,72,74–75,103,105,200feedback,43,46,53,76,137–38,165,208,243finances,20,43,208,223,233,241FirstLawofLeadership,110flexibility,22–23,189focusofleader,65,83–86follower:exemplary,139–41

ofJesus,94,101,115–16followership:andfollowers,136–41

ofsoldiers,189–90“FollowershipinaLeadershipWorld”(Kelley),137foresight,17FortuneBestCompaniestoWorkFor,18,44,208,211Fortune500companies,39,169FourCorners,The(Cloud),103–5FrancesHesselbeinLeadershipInstitute,65,171franchising,225–30Fun–LUVingAttitude,186

Gandhi,Mahatma,1,22,163GirlScoutsoftheUSA,171

growthof,176Hesselbein’sleadershipof,172–76

goals:accomplishing,11–12cultural,210OneMinuteGoals,12SMART,242–43

goalsetting,7,9–12agreed-upon,242–44inSituationalLeadership®II,12

God:blessingsfrom,215,224callingfrom,115changinglivesthrough,195inchurch,213connectionto,87–90contactedby,213divineappointmentby,165egoand,164elementsby,98–101essenceof,131–32faithin,169glorificationof,146kingdomof,132lovingneighbors,148pathof,131–32inRockChurch,213stepstoward,214wayof,129Wordof,79workof,120–21

Goodnight,Jim,46GoodSamaritan,88–90,93Google,40,46GreatCommission,149–50GreatPlacetoWorkForAll,44–46,47,49GreatPlacetoWorkForAllScore,47,48fGreenleaf,RobertK.,49,163,183,206

definitionofservantleadershipby,14“TheServantasLeader,”1,15–17ServantLeadership:AJourneyintotheNatureofLegitimatePowerandGreatnessby,167–68onservefirstandleadsecond,2

Guest,Edgar,177healing,15–16heart,25,103–6,131.SeealsoServant’sHeartHersey,Paul,13n6Hesselbein,Francis,171–76

backgroundof,172–74

CircularManagementby,175definingmomentfor,173FrancesHesselbeinLeadershipInstitute,65GirlScoutsand,172–76grandmotherof,173–74humilityof,172

hierarchy:command-and-control,137–38andfollowership,137–38,140–41inorganizations,59personalpowerof,137–38pyramidal,9–10,13,186–88servingup,137–38social,59

hope,128,168–69,213–14HourofPower(Schuller),145HR,199–203humility:ofHesselbein,65,172

andleadership,43,81valueof,229virtueof,95–97ofWillard,163–66

hunger,95–97

implementation:aspectofservantleadership,7,9–10,148–49ofchange,148andflexibility,22andfollowers,137ofLeader’sShield,54responsibilityandresponsivenessduring,10,10f,11,11fofservantleadershipinanorganization,222–

23,233–34initiatives:culture,208

positivedifferenceof,139forservantleadership,233–37

innovation,71–73,76andrisk,191

inside-outjob,110–11integrity,79,205

ofHesselbein,172andresponsibility,197

intent:aboutcelebration,80–81communicatingof,125–26ofservantleaders,27–30,32,54,204

intentionalfairness,46–47investment,69

ofchoice,184–185

Jackman,Worthing,233Jesus,1,42,88–90

apprenticeof,165–66awarenessof,98businessof,148callof,147–48carpentrymodelby,150compassionof,92–94,100–101demonstrationof,179devotionto,116–17disciplesof,133–35,164effectivenessof,147followersof,94,115–16,147,163fulfillmentthrough,116–17andtheGoodSamaritan,88–90,93GreatCommissionby,149–50asgreatestservantleader,2,149leadershipof,101,145–51,213lifeof,130–32lovefrom,180missionof,100natureof,38paradoxof,131–32self-awarenessof,98asservantleader,147–49serviceby,147–51strengthof,196transformationby,146–50

JohntheBaptist,92Jones,Charlie,177–80

asconduitoflove,180desireofserviceby,179engagementthroughhumorby,177–78ExecutiveBooks(TremendousLifeBooks)by,178faithof,179LifeIsTremendousby,177–78passionof,178–79

joy,25,62,221

Kelleher,Herb,40,183,187Kelley,RobertE.,137,139–41KenBlanchardCompanies,The,140,200–201,239King,MartinLuther,Jr.,1,21

marchby,153–54threatsagainst,153transformationalchangesby,152–55

KingDavid,100

language,71,82–84,86leaders:blindspotsof,42

contributionby,31cultivationof,45forcustomers,43developmentof,207–8dictationof,53elementsdefinedby,99–101foremployees,43enhancementby,168environmentshapedby,57failureof,232followersof,50goalsof,210heartandmindof,103intentionof,54lifepurposeof,125–26one-on-onemeetingsof,139outcomesof,27performanceof,54positionof,46powerof,196–97questionsaskedby,102reflectionsby,38rightthingfor,42–43sacrificeof,131onself,36self-reflectionfrom,29beforeservant,131structureof,36systemsof,36transformationof,222troopsof,190unificationof,211.Seealsospecifictopics

leadership:inaction,245antithesisof,39baptismof,132beliefof,141throughcostumerservice,187–88credibilityasfoundationof,110–11cultureof,238definitionof,34differencesof,136empowermentby,131–32

essenceof,131executionof,242–43expectationof,235–36firststepin,45,46fundamentalsof,35–37goalsof,242gravitasof,130–31highestidealsof,220–21humanexperiencethrough,61–62imagesof,133inside-out,111internalstrategyfor,206–7Jesusand,101,145–51,213keyroleof,126livesmadeeasierby,85throughlove,215vs.management,7throughmessage,129needfordifferent,1neverdonewith,211participativemanagementthrough,137–38phenomenaof,167pointofviewfrom,56poweroflovethrough,247practiceof,221principleof,50privilege,132problemof,192pyramidalhierarchyof,187–88pyramidfor,9–10,10fquadruplebottomlineof,184–85inrealworld,223–24responsibilityof,197–98resultsthrough,247inRockChurch,212–13searchingfor,163secretof,94self-awarenessof,42servantaspectof,7,10,12–13,187–88,242–43sharedstrategyof,155shepherdingin,50side-by-sideof,141soldierfor,122–27assolution,232special,109–10styleof,39,221successand,37,38,195,230

threedimensionsof,163–65trust-buildingbehaviorsthrough,32trustedrelationshipsthrough,126–27visionary/directionfrom,7,13worryingdownof,236.Seealsospecifictopics

Leader’sShield:elementsfrom,51–52examplesof,53implementationof,54

Leadership-ProfitChain,140learning,71,76,150,227,243–44lifestyleofservantleadership,61–62Lincoln,Abraham,168Link,Greg,26listening,15,124–25,227love:incommunity,214–15

ofconsciousleaders,22leadingwith,185selfless,134–35

Mackey,John,28management:vs.leadership,7

participative,137–38performance,241–44time,119–20

MasterofScienceinExecutiveLeadership(MSEL),239atCollegeofBusinessattheUniversityofSanDiego,136

Matthews,Keith,164McChrystal,StanleyA.,123McDonald,Bob,29,125McDonald’s,31Medina,Pedro,31–32meetings,one-on-one,139microcreditmovement,30military:dealingwithmistakes,191–93

leadershipphilosophyin,189trustwithin,126.SeealsoArmy

MilitaryAcademyatWestPoint,U.S.,124mindset:ofHR,200

inwardandoutward,82–86service,9,200trusting,45–46

mission:ofDatronWorldCommunications,221ofGirlScouts,175largerthanself,125,131ofonepersonatatime,135supportof,41

mistakesaslearningmoments,240Mittelstaedt,Ron,231–38.SeealsoWasteConnectionsmorale,78–80moralsuperiority,68motivation:throughcelebration,79–80

ofindividualsonteam,79fromJesus,149–151inmilitary,189,191,193–94self-,96

Murray,Cecil“Chip,”154

negotiation,154Netherton,Sue,236–37newsletter,234Nordstrom,11–12,40

OneMinuteGoals,12,145OneMinuteManager®,The,12–13,145–46OneMinutePraising,12,146organization:aidfrom,60

buildingshame-resilient,75–76decentralized,233faith-based,120goodnesswithin,223growthof,47hiddenshamewithin,72high-trust,27shapedbyintent,28

Ortberg,John,146–47,163

pain,214–15Paleolithicera,56parable,66–67,88–90,93participativemanagement,137–38passion:ofC.Jones,178–79

ofPopeyesowners,226PathElementsProfile(PEP),98–101patience,148pedantry,68people:commitmenttogrowthof,17

empowermentof,45–46,187–88,190,194,213,232–34givingtoeachother,223mistreatmentof,89motivationof,80,193–94serving,47–49treatmentof,210trustof,26–32,58,191valueof,190–93

PeopleDevelopmentExponent(PDE),207“ThePeople’sPoet,”177performance,85

ofcompany,43–44diminished,104evaluationof,243–44goalsfor,12high,149managementof,241–42andmindsets,83

personaldevelopment,17personalpower,137–38persuasion,16–17playbook,servantleader,235podcast,83–84Popeyes,229

businessplanat,228leadershipteamof,226ownersat,226principlesof,226–27resultsof,230salesat,227asstrugglingbrand,225

positionalleader,29–30positionpower,138positivedifference,68–69,139,184power:withvs.over,21

decentralized,46ofleaders,196–97position,138ofserving,128

praise:throughcontribution,190–91ofteam,79trustthrough,194

prayers,179,202,214presence:examplesof,53–54

responsibilityof,51–54PresidentialMedalofFreedom,152,157,171principle:ofaccountability,229

ofcoachinganddevelopment,228–29offact-basedplanning,228ofGod’sWord,79ofhumility,229ofintegrity,79ofleadership,50tolearncontinuously,227

oflistening,227ofpassion,226–27ofpeople,226–30ofPopeyes,226–27ofservingpeople,226–30

productivity,80profitability,ofbusiness,43prosperity,19protection:bydisengagement,74

responsibilityof,51–54provider,ofchoice,184–85provision:examplesof,53

responsibilityof,51–54pruningprocess,209–10puddleproblems,118–20

cleanupof,119observationof,119

purpose,31informed,54statement,8

pyramid,traditional,9–10,10f,187,233,upside-down,10–11,11f,206,232

rank:commandby,122mythsof,109ofvalues,9,241

realconnection,105–6recruitment,bycelebration,80–81rehumanization,71relationships:blamein,74

throughbusiness,18directreport,139–40employee,232functionalityof,102guaranteefor,12interpersonal,138shame-bound,74trustedArmy,126–27valuingresultsand,36

respect,112–13,209responsibility:withimplementation/servantrole,10–11,11fofleadership,197–98

ofpresence,51–54ofprotection,51–54ofprovision,51–54shared,197–98withvisionary/leadershiprole,10,10fresponsiveness:withimplementation/servantrole,10–11,11f

withvisionary/leadershiprole,10,10fRobertK.GreenleafCenterforServantLeadership,14

RockChurch,212–13rules,58,60–61,159,187,242

sacrifice,60,126–27,131,221–22safety,9,185,187,201,237–38

psychological,46Salesforce,47–49SASInstitute,46scarcity,20,71Schofield,JohnM.,124Schuller,Robert,145self-assessment,97self-awareness,42self-concern,86self-interest,105SELFLESSacronym,20–25selflessness:ofconsciousleaders,20–25

loveand,134–35Youngand,152–55

self-reflection,29self-servingleader,1–2,10–11,50,99,235sergeants,124–25sermon,130,163,177,180servanthood,130–32servantleader.SeespecifictopicsServantLeadershipInstitute(SLI),223“ServantLeadershipwithanEdge”(Ridge),244Servant’sHeart,185–87service,14–15,125

basedonwhatyousee,88burdenof,56businessand,47–48,206–7andchange,117choiceof,90ofColumbusBankandTrustCompany,204–5ofcommunity,206counterfeit,86fromdayone,204–5desireof,179asdirectreport,138–39throughembodyingvalues,36ofemployee,41throughengaginganddevelopingothers,35offamily,134bygrowth,14–15ofHR,199–203

byJesus,147–51ofleaders,35throughleading,198,203ofmanagement,39mindsetof,200powerof,128throughreinventing,36roleof,133–34throughseeingandshapingfuture,35throughselflesslove,134–35TAG,87–88ofteam,196true,86,92withtrust,26throughvaluingresultsandrelationships,36,throughvisitation,116–17willingnessof,135

shame:blamefrom,75combating,71,76creativityscarsthrough,73cultureof,72–73destructionthrough,72withineducation,73asmanagementtool,72–74strategicresiliencyof,75–76symptoms,74trainingon,76

sheep,50–52nourishmentfor,52

shepherd:definitionof,50effectivenessof,53,55n1responsibilitiesof,51–54roleof,52skillsof,51,52

SituationalLeadership®II(SLII®),243approachof,12–13developmentof,13n6diagnosisfrom,12modelof,150

SmartTrust,30Smith,Perry,124socialanimal,57socialcontract,59soldiers:followershipof,189–90

andleadership,122–27oathof,123–24professionofarmsby,122–23

promotionof,125solutionsof,193tragedyof,126trustincombatof,126valueof,191

Soldier’sCreed,The,123–24Solomon,100soulsearching,112–13SouthernChristianLeadershipConference,153SouthwestAirlines,39–40,183

philosophyof,184pyramidalhierarchyinvertedfor,187–88valuesof,185–86

spiritualintelligence(SYQ),24–25Splagchnizomai(tohavedeepsympathy),92,94Stallings,Gene,77–78stewardship,17stockmarket,57,186,231strength,21stress,120subservienceofservantleaders,195–96success:withinArmy,125

forcivilrights,153–54throughcelebration,81equippeoplefor,193–94ofexemplaryfollower,141ofleadership,37,151,195,230preparationfor,193–94rulesfor,159trainingfor,190ofWasteConnections,237ofWholeFoodsMarket,28

Summit,Pat:accomplishmentsof,157curiosityof,160“TheDefiniteDozen”by,159expectationsof,158humilityof,160legacyof,161recordof,156successrulesfor,159team-firstphilosophyof,158valuesof,159

surveys,44,47,232–34,244survival,57,59sympathy,deep(Splagchnizomai),92,94SynovusFinancialCorp.,204–11

SynovusLeadershipInstitute,207systemsintelligence(SQ),24TableGroup,The,95–97TAGservice,87–88TalusRockGirlScoutCouncil,173–74team:dysfunctionsof,97

horizontaldynamicin,41motivationof,79player,ideal,95–97atPopeyes,226team-firstphilosophyofSummitt,158verticaldynamicin,41

themeparks,8–9timemanagement,119–20toxicleadership,25ToysforJoy,214training:bygarbageman,85

ofservantleadership,234onshameculture,76forsuccess,190

transformationtoservantleader,222tribe:cooperationin,59

coordinationof,57evaluationof,243–44expectationsof,59–60planningby,242processof,243

trust:accumulationof,61throughArmy,126–27contributiondeveloping,31–32declarationaccelerating,28extensionof,30fearreplacing,57–58intentfrom,27mindsetfrom,45–46outcomesfrom,32peopleand,30,58,191bypraise,194relationshipsof,126–27servicewith,26talkstraightfor,29atthetop,45throughvaluingpeople,191

TrustIndex©,44,47truth,113–14Turner,Bill,206

UnitedAirlines,57–58,61UniversityofSouthernCalifornia,162UniversityofTennessee,156Uribe,Alvaro,31–32

value:throughcelebration,78ofelements,99ofpeople,190–93ofsoldiers,191

values:ofArmy,123–24throughcelebration,78–79conflictsof,9guidelinesprovidedby,8introductionof,234ofleadership,110rank-ordered,9,241serviceembodiedthrough,36ofSouthwestAirlines,185–86ofSummit,159

victim,67VirtualHighFive,79virtue:ofbeinghumble,95–97

ofbeinghungry,95–97ofbeingsmart,95–97

vision:ofclarity,35ofcompany,240–41compelling,9ofemployee,237offollower,139–40formsof,7–8ofleader,13,149lifeaccordingto,11ofpervasivehope,214

visionary/leadershiprole,7,9–10,10f,13voice,111–14volition,69

walk,213–14Warren,Rick,229WarriorSpirit,185–86WashingtonNationalGuard,189WasteConnections:cultureof,233–36

asdecentralizedorganization,233employeeturnoverof,238failureof,232implementationresultsthrough,233

keyinitiativesof,234–37mergeof,237problemof,231–32resultsof,236–37solutionfor,232–33updateof,237–38

WD-40Company,239–45WholeFoodsMarket,28,40Willard,Dallas:ascompassionateencourager,164–66

humilityof,164,166asMasterApprentice,166onpassageintoheaven,166

WNBA,157,160work,familybefore,222

Young,Andrew,152–55Yunus,Muhammed,30–31

AbouttheEditors

KenBlanchardKenBlanchard,oneofthemostinfluentialleadershipexpertsintheworld,isthecoauthoroftheiconicbestsellerTheOneMinuteManagerandmorethansixtyotherbooksthathavecombinedsalesofmorethantwenty-onemillioncopiesinforty-twolanguages.In2005hewasinductedintoAmazon’sHallofFameasoneofthetoptwenty-fivebestsellingauthorsofalltime.

KenisthecofounderandchiefspiritualofficerofTheKenBlanchardCompanies,aninternationaltrainingandconsultingfirmthatheandhiswife,Margie,beganin1979inSanDiego,California.Inadditiontobeingarenownedspeakerandconsultant,KenisalsocofounderofLeadLikeJesus,aglobalministrycommittedtohelpingpeoplebecomeservantleaders.

BorninNewJerseyandraisedinNewRochelle,NewYork,Kenreceivedamaster’sdegreefromColgateUniversityandabachelor’sandPhDfromCornellUniversity.

FindoutmoreaboutKenandhisbooksatwww.kenblanchardbooks.com,andfollowhimonTwitter:@kenblanchardandonFacebookatwww.facebook.com/KenBlanchardFanPage.

ReneeBroadwellReneeBroadwellhasbeenaneditorwithTheKenBlanchardCompaniesformorethantenyears,workingdirectlywithKenasleadeditoronseveralbookprojectsincludingLeadwithLUV,LegendaryService,FitatLast,CollaborationBeginswithYou,LeadLikeJesusRevisited,andTheSimpleTruthsofService.Shealsoservesaseditoronarticles,blogs,othersocialmedia,andspecialprojects,partneringwithvariousBlancharddepartmentsincludingcommunications,marketing,andtheexecutivesuite.

ReneepreviouslyheldpositionswithAlaskaAirlines,Nordstrom,Inc.,andTheArtInstituteofCalifornia-SanDiego.SheandherhusbandGrantliveinEscondido,California,andtheirgrownchildrenlivenearby.

ServicesAvailable

TheKenBlanchardCompaniesTheKenBlanchardCompaniesiscommittedtohelpingleadersandorganizationsperformatahigherlevel.Ken,hiscompany,andBlanchardInternational—aglobalnetworkofworld-classconsultants,trainers,andcoaches—havebeenhelpingorganizationsimproveworkplaceproductivity,employeesatisfaction,andcustomerloyaltyaroundtheworldfordecades.

Ifyouwouldlikeinformationontheservices,programs,andproductsofferedbyBlanchardInternational,pleasecontactus.

TheKenBlanchardCompaniesWorldHeadquarters125StatePlaceEscondido,California92029UnitedStatesPhone:+1-760-489-5005Email:[emailprotected]Website:www.kenblanchard.com

LeadLikeJesusCEOorteacher,pastororparent,shopkeeperorstudent—ifyouwanttoknowmoreabouttheLeadLikeJesusorganization,gotowww.leadlikejesus.comorfollowLLJonTwitter:@leadlikejesus,oronFacebookatwww.facebook.com/LeadLike-Jesus-137597419629033.

JoinUsOnline

VisittheKenBlanchardBookswebsite:www.kenblanchardbooks.comLearnaboutKenandhisbooks.Readhisblog.Meethiscoauthors.Browsehislibrary.

FollowKen’sTwitterUpdates@kenblanchardReceivetimelymessagesandthoughtsfromKen.Findoutaboutbookshe’sreading,eventshe’sattending,andwhat’sonhismind.

JointheKenBlanchardFanPageonFacebook:www.facebook.com/KenBlanchardFanPageBepartofourinnercircleandfollowKen’sFanPageonFacebook.MeetotherfansofKenandhisbooks.Accessvideosandphotosandgetinvitedtospecialevents.

JoinConversationswithKenBlanchardatwww.howwelead.orgBlanchard’sblogwascreatedtoinspirepositivechange.Itisapublicservicesitedevotedtoleadershiptopicsthatconnectusall.Thissiteisnonpartisan,secular,anddoesnotsolicitoracceptdonations.Itisasocialnetworkwhereyouwillmeetpeoplewhocaredeeplyaboutresponsibleleadership.Andit’saplacewhereKenBlanchardwouldliketohearyouropinion.

VisitBlanchardonYouTubeatwww.youtube.com/user/KenBlanchardCosWatchthoughtleadersfromTheKenBlanchardCompaniesinaction.SubscribetoBlanchard’schannelandyou’llreceiveupdatesasnewvideosareposted.

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