40 March 14 • 2019
jn

C

onversations can be such a 
great breeding ground for life 
lessons. Those life lessons can 
be used in our businesses, because 
our business should be an extension 
of ourselves.
 One of the best lessons I ever 
learned came 
through a conver-
sation with Howard 
Behar, former 
(Jewish) president of 
Starbucks Coffee. He 
taught me about ser-
vant leadership.
It sounds like an 
oxymoron, doesn’
t it? 
Servant leadership. Can we truly be 
servants to our employees, clothing 
ourselves in humility and still be 
leaders? In fact, it is the only true 
way for us to lead our business, espe-
cially if we are focused on growing 
that business with a soulfulness that 
makes it an extension of who we are, 
where our passions are aligned and 
whom we build our relationships 
with. 
What is a servant leader? First, 
let’
s look at what it is not. Everyone 
has seen the old example of a leader 
versus a boss. Imagine a photo of 
three employees trying to move a 
desk. On one side, the boss is sitting 
on the desk, watching his people do 
their work. On the other, the leader 
is out in front of the employees help-
ing them to accomplish their goal. In 
order to be a servant-leader, we must 
be the leader, not the boss. That is 
servant leadership. 
 According to Behar, “Leaders are 
not here to be served, but leaders, 
rather, are to serve. We serve our 
people, our organizations in a way 
that helps our people accomplish the 
goals they have for their lives in the 
journey of accomplishing the goals 
for the organization.” 
He takes this concept even further 
by stating, “It’
s not soft and gentle. 
It has high expectations, but what 
matters most is what we do for our 
people first. It makes such a differ-
ence in life because it says to our 

people that they come first in our 
organizations.”
Behar likes to use a simple equa-
tion to prove his philosophy. This 
equation helps grow his people, 
which, in turn, grows the organiza-
tion, then ultimately grows the busi-
ness. But the focus, at the beginning 
and continuing throughout, should 
always be your people. 
“There is only one role that any of 
us have in life. Only one. That’
s to 
be a server of other human beings,” 
Behar says.
Products and bottom lines, as well 
as copy and promotions are all sec-
ondary to the people we are serving. 
The customers we’
re servicing to be 
sure, but more so, those under our 
employ. When our focus shifts from 
a product-centered mindset of a boss 
to a people-focused mindset of a 
leader, growth occurs. 
It boils down to this: What drives 
our business? Sure, we can say that 
profits drive our business — and 
they can. But, dream for a bit. What 
if our business made profit, but to a 
greater extent, made a difference? 
By servant-leading your people, 
your goal is to serve people; then 
watch the profits roll in. People will 
buy in, you will be fulfilled and the 
soul of your business will be satisfied 
because your business matters. And, 
isn’
t that what it’
s all about? ■

Jon Dwoskin is the author of “The Think Big 
Movement.” Visit jondwoskin.com for more or 
email him at jon@jondwoskin.com.

Howard Behar 

OREGON STATE UNIVERSITY, FLICKR.COM

To Lead, You Must 
First Become a Servant

Jon Dwoskin

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