By James C. Hunter
to steer isn't really to be “the boss,” the “head honcho,” or “the brass.”
To lead is to serve.
Although serving could suggest weak spot to a couple, conjuring up an image of the CEO ready at the team hand and foot, servant management is admittedly a strong, progressive concept that could have major impression on an organization’s performance.
Jim Hunter champions this hard/soft method of management, which turns bosses and bosses into coaches and mentors. by way of “hard,” Hunter implies that servant leaders may be hard-nosed, even autocratic, in terms of the fundamentals of working the company: deciding on the venture (where the corporate is headed) and values (what the principles are that govern the adventure) and surroundings criteria and responsibility. Servant leaders don’t fee a ballot or take a vote in terms of those serious basics. in spite of everything, that’s what a leader’s activity is, and other people glance to the chief to set the direction and identify standards.
But as soon as that course is equipped, servant leaders flip the organizational constitution the other way up. They specialize in giving staff every little thing they should win, be it assets, time, advice, or idea. Servant leaders be aware of that delivering for individuals and interesting hearts and minds foster a team that is aware some great benefits of striving for the higher stable. The emphasis is on construction authority, no longer strength; on exerting impact, no longer intimidation.
While many think that servant management is an excellent, inspiring proposal, what’s been lacking is the how-to, the specifics of implementation. Jim Hunter indicates the best way to do the perfect factor for the folks you lead. A servant chief or a self-serving chief: Which one are you? With Jim Hunter’s counsel, all people has the capability to turn into a pacesetter with personality who leads with authority.
From the Hardcover edition.