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Presentation by Phil Anderson and Rebecca Nordeman on behalf of the Greenleaf Center for Servant Leadership
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THE GREENLEAF SEMINAR
SERVANT LEADERSHIP
Presented by
Phil Anderson andRebecca Nordeman
© Copyright Greenleaf Center for Servant Leadership 2010
1
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
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
TIMELESS IMPORTANCE OF SERVICE
Judaism Christianity Islam Taoism Hinduism Buddhism Greek–Aristotle Roman– Cicero
Belief and Philosophy
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
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
THE DESIRE TO SERVE
“The purpose of human life is to serve and to show compassion and the will to help others.”
~Albert Schweitzer
THE DESIRE TO SERVE
“Life’s most persistent and
urgent question is: What
are you doing for others?”~Martin Luther King, Jr.
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
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.”
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
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
SERVANT LEADERS
EXERCISE: Think of a servant-
leader you know Share with
somebody next to you about who you chose and why
SERVANT-LEADERS
Famous Servant-Leaders Washington Lincoln Harriett Tubman
Fictional Leaders Atticus Finch Neo/Mr. Anderson
People we know
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
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.”
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.”
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
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?
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?
Servant Leadership Is Practical – What Do Servant Leaders Do?
22
SEVEN KEY PRACTICES OF 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
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
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
SOCRATES INJUNCTION
Know Thyself!
HONEST SELF-EVALUATION
“Would you be green,
or would you be red?”
STRENGTHS VS. WEAKNESSES
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.”~Humberto Maturana & Francisco Varela
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
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
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
Listening:“...only a true natural servant automatically responds
to any problem by listening first.”-Robert K. Greenleaf
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
EXERCISE:DIFFERING PERSPECTIVES
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…”
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
DIALOGUE Collaborative Common Ground Gain
Understanding, find meaning
Possibility of better solutions
Many pieces from many places
Oppositional Winning Find flaws and
arguments Defend “the”
solution One right answer
and someone has it
DEBATE
CONVERSATION PARADOX
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
LISTEN
REFLECT
CONNECT
LET’S GET GOING
Developing Your Colleagues“...the work exists for the person as much as the person
exists for the work.”-Robert K. Greenleaf
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
WOULDN’T YOU LOVE TO WORK FOR AN ORGANIZATION LIKE THIS?
[Organization X] provides an environment
that nurtures the learning, growth,development, and performance
excellenceof all members.
YOU DO!
OUR VISION
Austin Compliance provides an environment
that nurtures the learning, growth,development, and performance
excellenceof all members.
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.
PAY RADICAL ATTENTION!
COURAGEOUS CONVERSATION
S
AN INTERVIEW WITH ANDREW CARNEGIE
“…Find the vein of gold…”
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
THE UBUNTU ETHIC
“Sawu Bona”“Sikhona”
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
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?”
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
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.
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
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?
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!
JOHN WOODEN’S PYRAMID OF SUCCESS
For more detailed information visit: www.coachwooden.com
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.
5. UNLEASHING THE ENERGY & INTELLIGENCE OF OTHERS
A special word of thanks to Dr. Kent Keith,CEO, Greenleaf Center for Servant
Leadershipfor the
DEMISEof the
“E WORD”!
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
YOU WANT TO UNLEASH THE ENERGY & INTELLIGENCE OF OTHERS!
United States Air Force Academy Graduation Ceremony - May 26, 2010
Photo by Paul Walker
I’m sure glad the hole isn’t in our end!
MICHELANGELO’S MISSION
“…TO FREE THE ANGEL FROM THE STONE…”
"Great leaders have the strength to abandon themselves to the wild ideas of others . . .”
~Max DePree, Leadership Is An Art
Changing the Pyramid:The servant-leader articulates a vision, then inverts the
pyramid.Leading at a Higher Level, Ken Blanchard
QUESTION:
Why do organizations exist? What is their purpose?
71
Organizations exist to serve. Period.
Leaders live to serve. Period.
TOM PETERS, MANAGEMENT CONSULTANT
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
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
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?”
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.”
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?
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
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
“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.”
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
WHAT THIS ALL COMES DOWN TO . . .
AWARENESS, REFLECTION, and INTENTIONALITY
are fundamental in order to for a Leader to exercise
wise FORESIGHT.
LEADING THROUGH TIMES OF “CRISIS”
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
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
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
SHACKLETON’S ANTARCTIC ADVENTUREA STUDY IN SERVANT LEADERSHIP
Can you think of a time when you were
really, REALLY COLDAnd
really, REALLY MISERABLE?
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
500026+1
120
634!
“When disaster strikes and all hope is gone,
get down on your knees andpray for a Shackleton.”
~Sir Edmund Hillary
What Behaviors, Qualities, etc. distinguish
Exceptional Servant Leaders
and enable them to buildExceptional Teams
that accomplishExtraordinary Things?
SHACKLETON’S ANTARCTIC ADVENTUREA STUDY IN SERVANT LEADERSHIP
What Behaviors, Qualities, etc. distinguish
Exceptional Servant Leaders
and enable them to buildExceptional Teams
that accomplishExtraordinary Things?
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
Servant Leadership Is Meaningful
97
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)
WHAT’S HAS VALUE? MEANING?
“Not everything that
counts can be measured.
Not everything that can be measured
counts.” ~Albert
Einstein
THE PARADOXICAL COMMANDMENTS STORY
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.
THE PARADOXICAL COMMANDMENTS STORY
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
ANYWAY
1. People are illogical, unreasonable, and self-centered. Love them anyway.
It’s just plain common sense…to some
2. 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
3. If you are successful, you will win false friends and true enemies. Succeed anyway.
Drawn to power and money
4. The good you do today will be forgotten tomorrow. Do good anyway.
Did you really waste your time?
PARADOXICAL COMMANDMENTS
5. Honesty and frankness make you vulnerable. Be honest and frank anyway.
Respectful and candid, not callous
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.
Steven Jobs and Steve Wozniak, Apple, upon the invention of the personal computer
PARADOXICAL COMMANDMENTS
7. People favor underdogs but follow only top dogs. Fight for a few underdogs anyway.
Hoosiers Movie
8. What you spend years building may be destroyed overnight. Build anyway.
Building bridges
PARADOXICAL COMMANDMENTS
9. People really need help but may attack you if you do help them. Help people anyway.
10. Give the world the best you have and you'll get kicked in the teeth. Give the world the best you have anyway.
THE PARADOXICAL COMMANDMENTS
THEIR 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
IRS AUSTIN COMPLIANCE SERVICES
“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
Self-Awareness
Listening
Developing Your Colleagues
Coaching, Not Controlling
Unleashing the Energy & Intelligence of Others
Changing the Pyramid
Foresight
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:
ON MY LIFE JOURNEY, I WILL…
Physical Spiritual Mental Social
Work life Home Life Play Life Learning
Life
109
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
TASHI DELEY