|| Print ||
|Friday, November 09, 2012|
BY MICHAEL BECK
The recent superstorm on the East Coast disrupted transportation, closed thousands of businesses, and caused millions to lose power. In the midst of handling state of emergency, President Obama did something notable. What he did revealed who he is as a leader (regardless of which presidential candidate you supported) and set an example each of us as leaders ought to pay attention to and emulate.
Obama told the governors of the affected states to "call him directly if they hit a single bureaucratic snag." He didn't say, "Call my office." He didn't say, "Report back to me and keep me updated daily." What he said in essence was, "Call me personally if you have the slightest bottleneck due to anything in my control, and I will make it go away".
His statement reflects what I consider to be a servant leadership mentality and philosophy, which in my opinion, is one of the strongest, most effective styles of leadership. Let me share why I feel this way.
Leadership is about eliciting the best in others. In order for an organization to truly excel, a culture of bringing out the best in people must permeate it. A culture which embraces a servant leader philosophy accomplishes just that. Asking and answering three simple questions puts this in perspective and illustrates why having a servant mentality works so well.
The first question that needs to be asked is, "Who is the most important person to your company?" (Notice I didn't ask "in" your company, but rather "to" your company.) The answer, of course, is the customer. No Customers = No Company.
A follow-up question is, "Who then is the most important person to your customers within your company?" Clearly the answer is not "the CEO". No, the most important person to a customer is the person they come in contact with - the "front line".
The third and final question is the one that really drives the leadership point home. "What then is the job of the manager of those front line people?" The job of that manager is to bring out the best in the people he or she leads. The manager must ensure that his team has the training and knowledge they need. She needs to provide the support and environment to allow them to be their best. The whole goal is to make their work as enjoyable, productive, and as rewarding as possible.
If you apply this reasoning to the next level up of management, and the level above that, and so on and so forth, it results in an organizational chart that resembles an inverted pyramid. It's an organization that acknowledges the importance of the front line and reflects a philosophy of service throughout.
This isn't simply a theory or a type of feel-good culture that compromises profit and performance. Far from it. It is a practical, proven, and extremely effective approach to conducting business. There are a number of real-world examples of businesses that have embraced a servant leader philosophy and generated strong results.
Michael Beck is a Portland-based executive strategist and specializes in business strategy, executive development, and leadership effectiveness. Connect on LinkedIn at linkedin.com/in/mjbeck, or visit michaeljbeck.com to learn more.
|OHSU researchers work on AIDS vaccine|
|Lean in? Not Sabrina Parsons.|
|Oregon agriculture - not just a commodity|
|The cable guy|
|Outside the box|
|Federal Reserve could ease stimulus sooner rather than later|
|Measles cases rise in U.S.|
|World mourns Nelson Mandela|
|Supreme Court to decide patent fracas between Google and Microsoft|
|20,000 apply for 400 jobs at Ikea in Spain|
|Twitter names first female board member|
|U.S. fast food workers strike|
Produced by the Oregon Business marketing department
When the Portland-based manufacturing company Glass Alchemy, Ltd. was first nominated for an Oregon State University Austin Family Business Excellence in Family Business award in 2004, husband-and-wife team Henry Grimmett and Susan Webb-Grimmett, were honored and optimistic about their chances of winning.
Some employers have embraced the use of employment arbitration agreements as a way to manage and mitigate the rising costs, risks and liabilities associated with employment-related claims. Historically, employment arbitration agreements require employees to present employment-related claims, such as employment discrimination, wrongful discharge, harassment, or claims for wages or compensation to an arbitrator, in lieu of proceeding to court.
Produced by the Oregon Business marketing department
Boly:Welch was founded in 1986 based on a close connection between Diane Boly and Pat Welch. The two had worked together at another recruitment firm and shared certain core values: passion for their work, a sense of humor, a commitment to their community and a desire to create a healthy, nurturing work environment.
The Oregon New Lawyers Division of the Oregon State Bar recognized two of Barran Liebman’s own at their Annual Meeting and Social on November 1.
Barran Liebman LLP is proud to announce that Iris Tilley has been named a partner with the firm. Iris has been with Barran Liebman since 2009 and is a member of the Employee Benefits practice group. She advises employers in all aspects of employee benefits, including ERISA, COBRA, HIPAA, retirement plans, compensation agreements, and health care reform.
Dunn Carney will host its annual Ag Summit on Jan. 10, 2014 at the Holiday Inn in Wilsonville, OR. We are very pleased to welcome Dr. Sherri Noxel, Director of the Austin Family Business Program at Oregon State University College of Business as our Keynote speaker.