• Like
Greenleaf Center IRS Workshop 8.30.10
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

Greenleaf Center IRS Workshop 8.30.10

  • 1,724 views
Published

Presentation by Phil Anderson and Rebecca Nordeman on behalf of the Greenleaf Center for Servant Leadership

Presentation by Phil Anderson and Rebecca Nordeman on behalf of the Greenleaf Center for Servant Leadership

Published in Business
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
No Downloads

Views

Total Views
1,724
On SlideShare
0
From Embeds
0
Number of Embeds
0

Actions

Shares
Downloads
167
Comments
0
Likes
3

Embeds 0

No embeds

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
    No notes for slide
  • It begins with a desire to serveWhatever their qualities or characteristics, servant-leaders have a desire to serve. Leader-first vs. servant-firstDo those served grow as persons?Concerned for the least privilegedLeadership is only worthwhile if it is a way of helping othersGreenleaf was inspired by Hermann Hesse’s book, Journey to the East. Regarding the story of Leo who served the caravan and later was found out to be the titular head of his order, Greenleaf said, “Leo was actually the leader all of the time, but he was servant first because that was what he was, deep down inside. Leadership was bestowed on a man who was by nature a servant. It was something given, or assumed, that could be taken away. His servant nature was the real man, not bestowed, not assumed, and not to be taken away. He was servant first.
  • In The Case for Servant Leadership,Dr. Kent Keith CEO of the Greenleaf Center, cited service verses from the world’s great religious and philosophical texts. For centuries, service has been at the heart of their teachings. Not leadership, but service as a responsibility and a way of treating and caring for others. These lay the foundation for community because community is about people working together for the common good.
  • Servant leadership cannot be just a leadership style––it has to be a fundamental way of being, not a way of doing. It requires a certain disposition, a certain kind of mind and will. In Stephen Prosser’s 2010 book/essay, Servant Leadership: More Philosophy, Less Theory, he states that servant leadership is not a theory, but it is built on the theory of servanthood. It is not a formula. It is not half servant, half leader. It is not a sum---servant plus a leader. As the work synergy has crept into everyday business-speak, it’s definition is too fuzzy. So simply, it is servant, becoming leader. It is growth and it is a journey!
  • Schweitzer was a theologian, musician, philosopher, and physician who gave up his success in Europe to serve the needy in Africa.
  • King was an American clergyman, activist , and civil-rights movement leader.
  • A Bengali poet, novelist, musician, and playwright, Tagore was, the first non-European to win the Nobel Prize in Literature, in 1913.
  • There are two contrasting models – Power (leader-first) or Service (servant-leader). Let’s take a look at the contrasting traits of each
  • POWER TENDS TO CORRUPT AND ABSOLUTE POWER CORRUPTS ABSOLUTELY. –Lord ActonPower leaders keep score. I must win, therefore others must lose. Sometimes we are willing to destroy others to preserve our power. This level of power creates fear and trepidation.OFFICE POLITICS AND HEAD GAMESWILL PEOPLE FOLLOW POWER LEADERS WHEN THEY NO LONGER HAVE POWER, MONEY OR ACCESS?
  • Know that power is a means, not an end, but a tool - Who keeps score by counting tools? Can gain power without seeking it because people trust them – like cream, they often rise to the top anywayAre the best type of leader to take an organization through a period of change - Usually serve as facilitators, coordinators, healers, partners, and coalition-buildersAre driven by involvement with other people – concerned about process, the people, and product
  • Un-learning versus a willingness to continue learning, Data-info-knowledge-wisdom
  • Its not enough to ask the right questions, we must also be willing to listen to the answers. Greenleaf said, “only a true natural servant automatically responds to any problem by listening first”Margaret J. Wheatley, writer and organizational consultant, says “Listening is such a simple act. It requires us to be present, and that takes practice, but we don't have to do anything else. We don't have to advise, or coach, or sound wise. We just have to be willing to sit there and listen.”
  • The UbuntuEthic is a frame of mind that is prevalent among the tribes of northern Natal, below the Sahara in Africa.
  • The order of the exchange is important: until you see me, I do not exist. It is as if when you see me, you bring me into existence. If you grow up with the perspective that “A person is a person because of other people”, your identity is based on the fact that the people around you respect and acknowledge you as a person. “When they spoke about the project, they did not speak my name. Therefore, they did not make me a person.”
  • Beware those who’ll do whatever it takes to win“Winning at any cost can be very costly– fatal, in fact. A good set of values is part of successful leadership and great organizations.
  • In The Servant Leader, James Autry listed the six things he believes about leadership. These can be found on pages 46 and 47 of The Case for Servant Leadership : 1. Leadership is not about controlling people; it’s about caring for people and being a useful resource for people.2. Leadership is not about being boss; it’s about being present for people and building a community at work.3. Leadership is not about holding on to territory; it’s about letting go of ego, bringing your spirit to work, being your best and most authentic self.4. Leadership is less concerned with pep talks and more concerned with creating a place in which people can do good work, can find meaning in their work, and can bring their spirits to work.5. Leadership, like life, is largely a matter of paying attention.6. Leadership requires love.  One reason that servant leaders don’t focus on controlling others is that nobody really controls anybody else. Each of us controls our own time and attention, but nobody else’s. Yes, a leader can threaten, or persuade, or plead, but individuals have to decide if they are going to cooperate and respond to the leader. A leader may have “authority,” but those she or he leads have to accept and respond to that authority, or nothing will happen.That’s because each person decides whether or not to follow an “order” based on whether he or she understands the order, thinks the order make sense in terms of the organization’s purpose, agrees that the order is aligned with his or her own interests, and is able to carry out the order.   For the leader, then, giving orders is not enough. You have to make sure that people understand, see the purpose, are in personal alignment, and are willing and able to do what is requested. That takes coaching and mentoring.
  • Effective teaching is intrinsic to effective leadership, the kind that can build and maintain a successful team. I am unaware of any great team builders who were not also great team teachers.Every player has an important role—the pass, the position, the protection, the pick, the rebound, and the shotServants understand that it takes everyone to be successful
  • 18 January 1982, the Thunderbirds were practicing the four-plane line abreast loop, a climbing side-by-side formation up several thousand feet then pulling over in a slow, backward loop, then down at more than 400 mph, intending to level off at about 100 feet, the diamond struck the ground at high speed, instantly killing all four pilots. The cause of the crash was officially listed by the USAF as the result of a mechanical problem with the #1 aircraft's pitch control actuator. During formation flight, the wing and slot pilots visually cue off the #1 lead aircraft, completely disregarding their positions in relation to the ground. Despite this finding, many in the fighter community felt that the cause was most likely a result of the lead pilot's error due to a simple miscalculation, the equivalent of controlled flight into terrain
  • In corporate America, many companies choose to focus on investment bankers and shareholders first and put customers and employees second or third. This often leads company leaders down a slippery slope because rarely do they ask employees for their input, but they always ask for them to sacrifice to help the company. Staying focused on the customer usually, but not always, keeps a company on track.Southwest Airlines understands that it is always about being the lowest-cost airline and that’s what people expect when they fly Southwest. In the last few years, one airline after another added fuel surcharges, and then they added baggage fees. Meanwhile Southwest offers free baggage and keeps their planes filled and the company making money. A recent commercial shows a group of baggage handlers standing on the tarmac and opening their shirts to reveal the words “Bags Fly Free” to passengers of a competing airline. I would not be surprised if one of their employees thought of this ad. It‘s just Southwest’s customer-focused attitude. In my experience, I have seen political leaders who rise to a position that insulates them from the people who got them elected, and even more importantly, the people they represent. Only their key advisers get to talk with them in depth. Do they challenge the elected leader or step in line behind good and bad decisions. When they travel to speaking engagements, they are greeted by party faithful, talk to the audience, shielded from the masses and then get whisked away before they talk with the general public. Leaders at many levels get so isolated that communications become filtered that the resulting efforts are often ineffective.
  • I am honestly not trying to woo you by saying that I can’t think of any profession where this Leadership Practice is more important. In fact, I got completely lost for hours in internet searches on robotics and minimally invasive surgery after looking on your website to learn more about SMDC.
  • He challenged them with “The Paradoxical Commandments of Leadership." You have little posters in your packets, and the commandments can also be found on page 59 in The Case for Servant Leadership.  Here they are: 1. People are illogical, unreasonable, and self-centered. Love them anyway. 2. If you do good, people will accuse you of selfish ulterior motives. Do good anyway. 3. If you are successful, you win false friends and true enemies. Succeed anyway. 4. The good you do today will be forgotten tomorrow. Do good anyway. 5. Honesty and frankness make you vulnerable. Be honest and frank anyway. 6. The biggest men and women with the biggest ideas can be shot down by the smallest men and women with the smallest minds. Think big anyway. 7. People favor underdogs but follow only top dogs. Fight for a few underdogs anyway. 8. What you spend years building may be destroyed overnight. Build anyway. 9. People really need help but may attack you if you do help them. Help people anyway. And finally: 10. Give the world the best you have and you'll get kicked in the teeth. Give the world the best you have anyway.Ten Paradoxical Commandments. The Paradoxical Commandments are guidelines for finding personal meaning in the face of adversity. That’s why the first phrase in each commandment is about adversity, or difficulty, or disappointment. People are illogical, unreasonable, and self-centered. The good you do today will be forgotten tomorrow. People really need help, but may attack you if you do help them. But each statement about adversity is followed by a positive commandment: Love people anyway. Do good anyway. Help people anyway.  The paradox is that even when the world out there is going badly—even when the world is crazy—we can still find personal meaning and deep happiness. We do that by facing the worst in the world with the best in ourselves.
  • He challenged them with “The Paradoxical Commandments of Leadership." You have little posters in your packets, and the commandments can also be found on page 59 in The Case for Servant Leadership.  Here they are: 1. People are illogical, unreasonable, and self-centered. Love them anyway. 2. If you do good, people will accuse you of selfish ulterior motives. Do good anyway. 3. If you are successful, you win false friends and true enemies. Succeed anyway. 4. The good you do today will be forgotten tomorrow. Do good anyway. 5. Honesty and frankness make you vulnerable. Be honest and frank anyway. 6. The biggest men and women with the biggest ideas can be shot down by the smallest men and women with the smallest minds. Think big anyway. 7. People favor underdogs but follow only top dogs. Fight for a few underdogs anyway. 8. What you spend years building may be destroyed overnight. Build anyway. 9. People really need help but may attack you if you do help them. Help people anyway. And finally: 10. Give the world the best you have and you'll get kicked in the teeth. Give the world the best you have anyway.Ten Paradoxical Commandments. The Paradoxical Commandments are guidelines for finding personal meaning in the face of adversity. That’s why the first phrase in each commandment is about adversity, or difficulty, or disappointment. People are illogical, unreasonable, and self-centered. The good you do today will be forgotten tomorrow. People really need help, but may attack you if you do help them. But each statement about adversity is followed by a positive commandment: Love people anyway. Do good anyway. Help people anyway.  The paradox is that even when the world out there is going badly—even when the world is crazy—we can still find personal meaning and deep happiness. We do that by facing the worst in the world with the best in ourselves.
  • ReflectionSurvey in advanceInstant tally called out as a groupFlip charts with a group exercise and tally

Transcript

  • 1. The Greenleaf Seminar Servant Leadership
    Presented by
    Phil Anderson and
    Rebecca Nordeman
    © Copyright Greenleaf Center for Servant Leadership 2010
    1
  • 2. Servant-Leadership Begins with
    the Desire to Serve
    “The servant-leader is servant first… It begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead.”
    -Robert K. Greenleaf, The Servant as Leader
    2
  • 3. Defining the Servant-Leader
    Robert Greenleaf’s definition:
    Hermann Hesse – Journey to the East
    It begins with the desire to serve
    Leader-first vs. servant-first
    Do those served grow as persons?
    Concerned for the least privileged
  • 4. TIMELESS Importance of service
    Belief and Philosophy
    Judaism
    Christianity
    Islam
    Taoism
    Hinduism
    Buddhism
    Greek–Aristotle
    Roman– Cicero
  • 5. More than…
    Style: Servant-leadership cannot be just a leadership style
    Theory: It is based on the theory of servanthood, not leadership
    Formula: Neither 50/50, nor 1+1
  • 6. Life As scarcity or abundance
    If we choose scarcity, then it’s a matter of competition, selfishness, and uncaring
    If we choose abundance, then it’s a matter of how to share and serve
  • 7. The desire to serve
    “The purpose of human life is to serve and to show compassion and the will to help others.”
    ~Albert Schweitzer
  • 8. The desire to serve
    “Life’s most persistent and
    urgent question is: What
    are you doing for others?”
    ~Martin Luther King, Jr.
  • 9. The desire to serve
    “I slept and dreamt that life was joy. I awoke and saw that life was service. I acted and behold, service was joy.”
    ~Rabindranith Tagore
  • 10. The Ultimate gift - Stovall
    “In the end, a person is only known by the impact he or she has on others.”
    “The only way you can truly get more out of life for yourself is to give part of yourself away.”
  • 11. Servant Leadership Is Ethical
    “The potential of hierarchy to corrupt would be dissolved if leaders chose to serve those they led – if they saw as their job as Leader – as true service.”
    -Robert K. Greenleaf, The Servant as Leader
    11
  • 12. Power–Service Paradox
    POWER (leader-first)
    Neither moral nor effective
    Make people do things
    Grabbing and taking
    Coercion
    Few can lead
    Personal agendas
    SERVICE (servant-first)
    Both moral and effective
    Help people do things
    Giving and sharing
    Persuasion
    Any and many can lead
    Personal goals
  • 13. Servant Leaders
    EXERCISE:
    Think of a servant-leader you know
    Share with somebody next to you about who you chose and why
  • 14. Servant-leaders
    Famous Servant-Leaders
    Washington
    Lincoln
    Harriett Tubman
    Fictional Leaders
    Atticus Finch
    Neo/Mr. Anderson
    People we know
  • 15. Power Model Problems
    Having it, not using it wisely
    It’s about gaining more
    Promotes/glorifies conflict
    Leaders become irrelevant
    It’s all about maintaining power
    • There’s never enough
  • George Washington Carver
    Born a slave in Missouri
    Loved education – ISU
    On to Tuskegee Institute
    Brought hope and “scientific agriculture” to the South – “lowlands of sorrow.”
    Discovered over 300 uses for peanuts, never patented any of his discoveries, to be free to all
  • 16. Carver’s beliefs
    “Lift as you climb”
    “How far you go in life depends on your being tender with the young, compassionate with the aged, sympathetic with the striving, and tolerant of the weak and the strong. Because someday in life, you will have been all of these.”
    “It is simply service that measures success.”
  • 17. Carver’s legacy
    Dr. Carver’s epitaph perhaps sums up his life best:
    “A life that stood out as a gospel of self-forgetting service. He could have added fortune to fame, but caring for neither, he found honor and happiness in being helpful to the world.”
  • 18. Servant-Leaders…
    Can gain power without seeking it because people trust them
    Are the best type of leaders to take an organization through a period of change
    Facilitators, coordinators, healers, builders
    Are driven by involvement with other people
    Process and product
  • 19. Deciding on power
    What decision will enhance my power?
    What decision will make me look good?
    What decision will help me beat my rival?
    What decision will impress the boss?
  • 20. Deciding on service
    Whose needs are we trying to meet?
    If we decide to meet this need, who will suffer negative impacts?
    Who should be involved in this decision?
    Is the decision consistent with our values and mission?
  • 21. Servant Leadership Is Practical –
    What Do Servant Leaders Do?
    22
  • 22. SEVEN Key Practicesof Servant-Leaders
    Self-Awareness
    Listening
    Developing your colleagues
    Coaching, not controlling
    Unleashing the energy and intelligence of others
    Changing the pyramid
    Foresight
    23
    Dr. Kent Keith, The Case for Servant Leadership
  • 23. Self-Awareness:
    “...having a deep understanding of one’s emotions, as well as one’s strengths and limitations and one’s values and motives...People with strong self-awareness are realistic...they are honest with themselves about themselves and...with others.”
    Goleman, Boyatzis, & McKee, Primal Leadership
  • 24. 1. Self-Awareness
    “. . . If you don't have self-awareness, if you are not able to manage your distressing emotions, if you can't have empathy and have effective relationships, then no matter how smart you are, you are not going to get very far.”
    ~Daniel Goleman
    EQ
  • 25. Socrates injunction
    Know Thyself!
  • 26. Honest Self-evaluation
    “Would you be green,
    or would you be red?”
  • 27. Strengths vs. weaknesses
  • 28. Beware the “80% Factor”
    “At least 80% of the information the brain works with is information already in the brain . . . Information relayed from the outside accounts for only 20% of what we use to create a perception.”
    ~HumbertoMaturana & Francisco Varela
  • 29. Discover What Makes you come alive?
    “Don't ask what the world needs. Ask what makes you come alive, and go do it. Because what the world needs is people who have come alive.”
    ~Howard Thurman
(1899-1981); Author, Philosopher, Theologian, Educator, Civil Rights Leader
  • 30. Self Discovery: A lifelong journey
    “The art of being yourself at your best is the art of unfolding your personality into the person you want to be...
    Be gentle with yourself, learn to love yourself, to forgive yourself, for only as we have the right attitude toward ourselves can we have the right attitude toward others.”
    ~Wilferd A Peterson (1900-1995); author
  • 31. Different Drums and Different Drummers
    “Our Similarities bring us to a common ground; Our Differences allow us to be fascinated by each other.”
    ~Tom Robbins, essayist, novelist
  • 32. Listening:
    “...only a true natural servant automatically responds
    to any problem by listening first.”
    -Robert K. Greenleaf
  • 33. 2. Listening
    Key to understanding how to meet the needs of others, guessing just doesn’t work well
    “Curse of Knowledge”
    Made to Stick, Dan and Chip Heath
    34
  • 34. Exercise: Differing Perspectives
  • 35. Listening
    Scott Peck – “We can truly listen to him or truly hear her only out of emptiness.”
    Meg Wheatley – “Listening is such a simple act. It requires us to be present…”
  • 36. Listening recharges us
    “Listening is a magnetic and strange thing, a creative force. When we really listen to people there is an alternating current, and this recharges us so that we never get tired of each other. We are constantly being re-created.”
    –Brenda Ueland
    Author
  • 37. Conversation Paradox
    Dialogue
    DEBATE
    • Collaborative
    • 38. Common Ground
    • 39. Gain Understanding, find meaning
    • 40. Possibility of better solutions
    • 41. Many pieces from many places
    • 42. Oppositional
    • 43. Winning
    • 44. Find flaws and arguments
    • 45. Defend “the” solution
    • 46. One right answer and someone has it
  • Listening
    “We must be silent before we can listen.
    We must listen before we can learn.
    We must learn before we prepare.
    We must prepare before we can serve.
    We must serve before we can lead.”
    ~William Arthur Ward
  • 47. LISTEN
  • 48. REFLECT
  • 49. CONNECT
  • 50. Let’s Get Going
  • 51. Developing Your Colleagues
    “...the work exists for the person as much as the person exists for the work.”
    -Robert K. Greenleaf
  • 52. 3. Developing Your Colleagues
    “The greatest good you can do for another is not just share your riches, but to reveal to him his own.
    ~ Benjamin Disraeli
  • 53. Wouldn’t you love to work for an organization like this?
    [Organization X] provides an environment
    that nurtures the learning, growth,
    development, and performance excellence
    of all members.
  • 54. You do!
    OUR VISION
    Austin Compliance provides an environment
    that nurtures the learning, growth,
    development, and performance excellence
    of all members.
  • 55. Guiding principles for management
    Identify barriers to performing our work and achieving our goals
    Listen to suggestions for eliminating those barriers
    Acknowledge & reward exceptional achievements
    Providing all employees with frequent, constructive, actionable feedback as well as positive reinforcement and acknowledgment of work well done
    Celebrate team and individual accomplishments
    Encourage open dialog, creativity, and innovation.
  • 56. Pay radical attention!
  • 57. COURAGEOUS CONVERSATIONS
  • 58. An interview with Andrew Carnegie
    “…Find the vein of gold…”
  • 59. The ubuntu ethic
    “A person with Ubuntu is open and available to others, affirming of others, does not feel threatened that others are able and good, for he or she has a proper self-assurance that comes from knowing that he or she belongs in a greater whole and is diminished when others are humiliated or diminished, when others are tortured or oppressed.” ~Desmond Tutu
  • 60. The ubuntu ethic
    “Sawu Bona”
    “Sikhona”
  • 61. Coaching, Not Controlling
    “Good coaches listen to you, encourage you, and help you learn what you need to do to get better.”
    -Katie Grubb, age 10
  • 62. Legendary coach john wooden
    “Effective teaching is intrinsic to effective leadership…”
    “If you don’t think of your team as a family, why should the team think of you as head of the family?”
  • 63. Coaching, not Controlling
    Chester Barnard: authority rests in the hands of the receiver of the signal
    Meg Wheatley: Organizations are not machines but dynamic living systems in which relationships count
    56
  • 64. The Servant Leader – James Autry
    Six Things Leaders Do:
    Not about controlling people; it’s about caring for people
    Not about being boss; it’s about being present for people and building a community at work
    Not about holding on to territory; it’s about letting go of ego, bringing your spirit to work, being your best and most authentic self.
  • 65. Autry – What leaders do…
    Less concerned with pep talks and more concerned with creating a place in which people can do good work, can find meaning in their work, and can bring their spirits to work
    Leadership, like life, is largely a matter of paying attention
    Leadership requires love
  • 66. Effective Coaches:
    Help others identify their goals. What is it THEY want to accomplish?
    Help others identify the barriers or challenges to reaching their goals. What stands in the way?
    Help others remove these barriers, including those that are self-made and organizationally oriented. What do they need to move forward? How can you help them get it?
  • 67. Help others gain and use feedback effectively for improvement and growth. What can I learn as I move forward?
    Coaching is about their vision for themselves, not your vision for them!
  • 68. John Wooden’s Pyramid of Success
    For more detailed information visit: www.coachwooden.com
  • 69. Unleashing the Intelligence and Energy of Others
    “Everybody can be great. Because anybody can serve.
    You don't have to have a college degree to serve. You don't have to make your subject and your verb agree to serve....
    You don't have to know the second theory of thermodynamics in physics to serve.
    You only need a heart full of grace. A soul generated by love.”
    ~Martin Luther King, Jr.

  • 70. 5. Unleashing the energy & Intelligence of others
    A special word of thanks to Dr. Kent Keith,
    CEO, Greenleaf Center for Servant Leadership
    for the
    DEMISE
    of the
    “E WORD”!
  • 71. Avoid waste! Encourage Full Engagement
    “Not unleashing the energy and intelligence of others is extraordinarily sad and wasteful . . . It doesn’t make any sense to have lots of people in an organization, but let only a few people – those at the top – use their full potential.”
    ~Dr Kent Keith CEO, Greenleaf Center for Servant Leadership
  • 72. You WANT to unleash the energy & intelligence of others!
    United States Air Force Academy Graduation Ceremony - May 26, 2010
    Photo by Paul Walker
  • 73. I’m sure glad the hole isn’t in our end!
  • 74. Michelangelo’s mission
  • 75. “…to free the angel from the stone…”
  • 76. "Great leaders have the strength to abandon themselves to the wild ideas of others . . .”
    ~Max DePree, Leadership Is An Art
  • 77. Changing the Pyramid:
    The servant-leader articulates a vision, then inverts the pyramid.
    Leading at a Higher Level, Ken Blanchard
  • 78. Question:
    Why do organizations exist? What is their purpose?
    71
  • 79. Organizations exist to serve. Period.
    Leaders live to
    serve. Period.
    Tom peters, Management consultant
  • 80. Changing the Pyramid
    In the traditional pyramid, the workforce is focused on the boss, not the customers or clients
    If everyone is looking up, who is looking out?
    How much do you really see? Or know? Or learn?
    73
  • 81. FROM Pyramid to progress
    A pyramid is lonely at the top – natural relationships are all skewed
    Wooden: “When you start having all the right answers, you will stop asking all the right questions”
    When people focus forward – Southwest Airlines
  • 82. Pitfalls at the Pinnacle
    Don’t get isolated – build a new team
    Do those below you filter or inform?
    Do you trust them or direct them? What if it’s the wrong direction? Or there’s a better way?
    You are still subject to the success or failure of those in other places on the org chart
    Do you truly have what it takes to be a “power of one?”
  • 83. Wooden: “It Takes Ten Hands…”
    It takes all the team’s hands
    If you have an great idea, bring it, but be prepared to own and lead it
    Leadership matters, so does followership
    “The main ingredient of stardom is the rest of the team.”
  • 84. Servant-leader as a change agent
    Change is disruptive
    “All progress is change, but all change isn’t progress.” – Coach Wooden
    “…we suffer together, but never choose in common.”
    Dr. Benjamin Barber
    Is change more inherently disruptive to servant leaders or power leaders?
  • 85. Foresight
    “Foresight is a better than average guess about what is going to happen when in the future.
    It begins with a state of mind about now...”
    -Robert K. Greenleaf
  • 86. 7. Foresight
    "All we have to decide is what to do with the time that is given us.” ~ Gandalf
    The Fellowship of the Ring
    J.R.R. Tolkien
  • 87. “Foresight is the central ethic of leadership”
    “The prudent [leader] is (s)he who constantly thinks of ‘now’ as the moving concept in which past, present moment, and future are one organic unity. . .”
    “Foresight is the ‘lead’ that the leader has. Once (s)he loses this lead, and events start to force his/her hand, (s)he is leader in name only.”
  • 88. Why Robert greenleaf and peter senge make my head hurt
    “We’ve come to believe that the core capacity needed for accessing the field of the future is presence. We first thought of presence as being fully conscious and aware in the present moment. Then we began to appreciate presence as deep listening, of being open beyond one’s preconceptions and historical ways of making sense . . .
    Ultimately, we came to see all these aspects of presence as leading to a state of “letting come,” of consciously participating in a larger field for change. When this happens, the field shifts, and the forces shaping a situation can shift from re-creating the past to manifesting or realizing an emerging future.
    ~Peter Senge
    Presence: Human Purpose and the Field of the Future
  • 89. What this all comes down to . . .
    AWARENESS, REFLECTION,
    and INTENTIONALITY
    are fundamental
    in order to for a Leader to exercise
    wise FORESIGHT.
  • 90. Leading through times of “crisis”
  • 91. A Young Revolutionary’s defense
    "During my lifetime I have dedicated myself to the struggle of the African people. I have fought against white domination, and I have fought against black domination. I have cherished the ideal of a democratic and free society in which all persons live together in harmony and with equal opportunities. It is an ideal which I hope to live for and to achieve. But, if needs be, it is an ideal for which I am prepared to die.”
    Nelson Mandela addressing his accusers from the dock at the opening of the Rivonia Trial April 20, 1964
  • 92. A true visionary’s foresight
    “The time for the healing of the wounds has come.
    The moment to bridge the chasms that divide us has come.
    The time to build is upon us. . .
    We enter into a covenant that we shall build the society in which all South Africans, both black and white, will be able to walk tall, without any fear in their hearts, assured of their inalienable right to human dignity - a rainbow nation at peace with itself and the world.”
    ~Nelson Mandela’s inauguration speech May 10, 1994
  • 93. WE Are all connected
    “Humankind has not woven the web of life. We are but one thread within it. Whatever we do to the web, we do to ourselves. All things are bound together. All things connect.”
    ~Chief Seattle (1780-1866); Leader of the Suquamish and Duwamish Native American tribes
  • 94. Shackleton’s Antarctic Adventure
    A STUDY IN SERVANT LEADERSHIP
  • 95. Can you think of a time when you were
    really, REALLY COLD
    And
    really, REALLY MISERABLE?
  • 96. MEN WANTED
    Men wanted for hazardous journey.
    Small wages.
    Bitter cold.
    Long months of complete darkness.
    Constant danger.
    Safe return doubtful.
    Honour & recognition
    in case of return.
    London, January 13, 1914
  • 97. 5000
    26+1
  • 98. 120
    634!
  • 99. “When disaster strikes and
    all hope is gone,
    get down on your knees and
    pray for a Shackleton.”
    ~Sir Edmund Hillary
  • 100. What Behaviors, Qualities, etc. distinguish
    Exceptional Servant Leaders
    and enable them to build
    Exceptional Teams
    that accomplish
    Extraordinary Things?
  • 101. Shackleton’s Antarctic Adventure
    A STUDY IN SERVANT LEADERSHIP
  • 102. What Behaviors, Qualities, etc. distinguish
    Exceptional Servant Leaders
    and enable them to build
    Exceptional Teams
    that accomplish
    Extraordinary Things?
  • 103. Servant Leaders Give Away the credit
    “No words can do justice to their courage and their cheerfulness. To be brave cheerily, to be patient with a glad heart, to stand the agonies of thirst with laughter and song, to walk beside Death for months and never be sad – that’s the spirit that makes courage worth having.
    I loved my men.”
    ~ Sir Ernest Shackleton
  • 104. Servant Leadership Is Meaningful
    97
  • 105. What gives you purpose and meaning?
    “The way you get meaning into your life is to devote yourself to loving others, devote yourself to your community around you, and devote yourself to creating something that gives you purpose and meaning.”
    ~Mitch Albom(author, Tuesdays with Morrie)
  • 106. WHAT’S has value? Meaning?
    “Not everything that
    counts can be measured.
    Not everything that
    can be measured counts.”
    ~Albert Einstein
  • 107. the Paradoxical CommandmentsStory
    Kent Keith wrote the Commandments in 1968, when he was 19 and a student at Harvard University, as part of a book for student leaders.
  • 108. the Paradoxical CommandmentsStory
    Used by millions of people around the world
    Tweaked, modified, Anonymous
    Dozens of books have cited them
    Mother Teresa had them up on the wall of her children’s home in Calcutta (c. 1995)
    A growing network of kindred spirits
    Servant-leaders understand the Paradoxical Commandments
  • 109. Anyway
    People are illogical, unreasonable, and self-centered. Love them anyway.
    • It’s just plain common sense…to some
    If you do good, people will accuse you of selfish, ulterior motives. Do good anyway.
    • Why would you do that? Because it’s the right thing to do!
  • Paradoxical commandments
    If you are successful, you will win false friends and true enemies. Succeed anyway.
    • Drawn to power and money
    The good you do today will be forgotten tomorrow. Do good anyway.
    • Did you really waste your time?
  • Paradoxical commandments
    Honesty and frankness make you vulnerable. Be honest and frank anyway.
    • Respectful and candid, not callous
    The biggest men and women with the biggest ideas can be shot down by the smallest men and women with the smallest minds. Think big anyway.
    • Steven Jobs and Steve Wozniak, Apple, upon the invention of the personal computer
  • Paradoxical commandments
    People favor underdogs but follow only top dogs. Fight for a few underdogs anyway.
    • Hoosiers Movie
    What you spend years building may be destroyed overnight. Build anyway.
    • Building bridges
  • Paradoxical commandments
    People really need help but may attack you if you do help them. Help people anyway.
    Give the world the best you have and you'll get kicked in the teeth. Give the world the best you have anyway.
  • 110. The Paradoxical CommandmentsTheir Meaning
    Finding personal meaning in the face of adversity
    “Personal declaration of independence”
    “No excuses” policy
    Facing the worst in the world with the best in ourselves
    107
  • 111. IRS Austin Compliance Services
    Because I want to deepen my journey as a Servant Leader…
    1. I will:
    This will help me to be a more effective Leader because:
    Others could help me by:
    2. I will:
    This will help me to be a more effective Leader because:
    Others could help me by:
    3. I will:
    This will help me to be a more effective Leader because:
    Others could help me by:
    Self-Awareness
    Listening
    Developing Your Colleagues
    Coaching, Not Controlling
    Unleashing the Energy &
    Intelligence of Others
    Changing the Pyramid
    Foresight
    “The servant-leader is servant first . . . It begins with the natural feeling that one wants to serve, to serve first. then conscious choice brings one to aspire to lead.”
    -Robert Greenleaf, The Servant as Leader
  • 112. On my life journey, I Will…
    Physical
    Spiritual
    Mental
    Social
    Work life
    Home Life
    Play Life
    Learning Life
    109
  • 113. Summary…
    Servant leadership is ethical, practical, meaningful, and its works in business
    Serving others is not just something you do–it’s what life is about
    Be a servant-leader and look back on a life filled with meaning
    110
  • 114. TASHI DELEY