MANAGEMENT
Great Leaders Serve with Vision and Implementation
KEN BLANCHARD
Today there seems to be general agreement that leaders have two basic roles in business: vision and implementation.
In the visionary role, leaders are the definers of direction. They must com- municate the mission, values, and beliefs the organization aspires to for its people and communicate what the organization stands for and how organizational values encompass the individual values of its members. Once people are clear on where they
are going, an effective leader’s role switches to the task of implementation. How do you make the dream hap- pen? This is where servant leadership comes into play. The traditional way of managing people is to direct, control, and supervise their activities and to play the role of judge, critic, and evaluator
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of their efforts. In a traditional orga- nization, managers are thought of as responsible and their people are taught to be responsive to their boss. Today, when people see you as a judge and critic, they spend most of their time trying to please you rather than accomplishing the organization’s goals and moving in the direction of the desired vision. “Boss watch- ing” becomes a popular sport and people get promoted on their upward influencing skills. That role doesn’t do much for accomplishing a clear vision. The servant leader feels that, once
the direction is clear, his or her role is to help people achieve their goals.
The servant leader seeks to help people win through teaching and coaching individuals so they can do their best. You need to listen to your people, praise them, support them, and redirect them when they deviate from their goals.
The servant leader tries to find out what his or her people need to be successful. He or she is interested in making a difference in the lives of their people and, in the process, im- pacting the organization. The servant leader must do anything necessary to help his or her people win and accomplish their goals. If, for any reason, a leader’s efforts don’t make a difference (for example, if the person is in a position that doesn’t match his skills), they, in a kind, humane way, try to redirect the person’s efforts where his or her talents may be better used. Managers who view themselves as the center of the universe and think everything needs to rotate around them are really covering up not-OK feelings about themselves. When you don’t feel good about yourself, you have two choices. You can either hide
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