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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