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eBook Category: Business
eBook Description: To lead is not to be "the boss," the "head honcho," or "the brass." To lead is to serve. Although serving may imply weakness to some, conjuring up a picture of the CEO waiting on the workforce hand and foot, servant leadership is actually a robust, revolutionary idea that can have significant impact on an organization's performance. Jim Hunter champions this hard/soft approach to leadership, which turns bosses and managers into coaches and mentors. By "hard," Hunter means that servant leaders can be hard-nosed, even autocratic, when it comes to the basics of running the business: determining the mission (where the company is headed) and values (what the rules are that govern the journey) and setting standards and accountability. Servant leaders don't commission a poll or take a vote when it comes to these critical fundamentals. After all, that's what a leader's job is, and people look to the leader to set the course and establish standards. But once that direction is provided, servant leaders turn the organizational structure upside down. They focus on giving employees everything they need to win, be it resources, time, guidance, or inspiration. Servant leaders know that providing for people and engaging hearts and minds foster a workforce that understands the benefits of striving for the greater good. The emphasis is on building authority, not power; on exerting influence, not intimidation. While many believe that servant leadership is a wonderful, inspiring idea, what's been missing is the how-to, the specifics of implementation. Jim Hunter shows how to do the right thing for the people you lead. A servant leader or a self-serving leader: Which one are you? With Jim Hunter's guidance, everyone has the potential to develop into a leader with character who leads with authority.

eBook Publisher: Random House, Inc./Crown Business
Fictionwise Release Date: July 2004

1 Reader Ratings: Great Good OK Poor

Available eBook Formats [Secure eReader (recommended)/Mobipocket/Microsoft Reader - What's this?]: SECURE MOBIPOCKET FORMAT [411 KB], SECURE MICROSOFT READER FORMAT [1.2 MB] - Requires Microsoft Reader 2.1.1 for PCs, or Microsoft Reader 2.2.2 on Pocket PC 2002 handheld devices. Some older Pocket PCs can be upgraded. Learn More., SECURE EREADER (RECOMMENDED) FORMAT [297 KB]
All formats: Printing DISABLED, Read-aloud DISABLED
Microsoft Reader ISBN, MobiPocket Reader ISBN, eReader (recommended) ISBN: 9781400080878
Adobe Acrobat Reader ISBN: 1400080878

"There are no weak platoons-- only weak leaders."
General William Creech

TWENTY-FIVE YEARS AGO, I BEGAN MY CAREER WORKING in the field of labor and employee relations. My territory was the same area where I was born and raised: Detroit, also known as the Motor City, the home of the American labor movement and arguably one of the toughest labor areas in the United States.

In my late twenties, I left a private company after serving as personnel director (that's what they called them back then) and became an independent labor-relations consultant working with organizations experiencing labor problems. The typical "employee problems" were union organizing drives, strikes, violence, sabotage, low morale, low commitment, high absenteeism, and excessive turnover.

As a relatively young business consultant, I felt intimidated upon entering potential client organizations. I would often find myself sitting nervously across from powerful CEOs, invariably men, sitting arrogantly behind an expensive mahogany desk, dressed to the max, and sometimes even puffing on the proverbial cigar.

They would usually begin by saying something like, "We've got some pretty serious problems here, son."

Eager to please my potential clients, I would politely nod my head in agreement as I peered out their windows at the violence and the fires burning down below.

"Yes, sir," I would reply, trying to sound confident and self-assured. "We do seem to have some problems here. I think we should begin by..."

As if not hearing a word I said, they would interrupt with "Let me tell you what we need to do here, son" and then proceed to tell me what "the problem was," followed by, of course, the solution to the problem. These egomaniacs always had everything figured out. It made me wonder why they even called me in.

"Our problem is that troublemaker named Chucky out there driving the forklift, the bigmouth handing out the union cards. Once we shut him up, our problems will be solved, everyone will be happy here, and we will be back to business as usual!" Chucky on the forklift, or Norma Jean in the warehouse, or Bill in customer service. I discovered over the years that everyone seemed to have a "Chucky on the forklift" who needed to be "fixed," and all of our problems would be solved.

And I used to believe it! I would think, "No wonder you're the CEO and making the big bucks. What a brilliant idea!"

So I spent several seasons running around organizations trying to silence the Chuckys of the world. I even have some scars to prove it.

Over time, I came to the surprising conclusion that Chucky was not the problem. In fact, Chucky was usually the only person in the place telling the truth! It even got to the point that when I entered a dysfunctional organization, I asked specifically to speak to Chucky so I could figure out what the heck was really going on! I sure wasn't going to find out in the front office. They were generally clueless up there.

Over time, I became convinced that 9.5 times out of 10 when I entered a dysfunctional organization, first day, first interview, talking to the big dog in the big chair, I was speaking directly to the problem.

In order to face myself in the mirror each morning, I felt compelled to tell the leader...