Making a difference in other people

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During the past 11 we have discussed each discipline of The Leadershilp Pledge and the 10 Truths associatedwith them. The truthxs not only serve as the underpinningd ofthe pledge, but also serve an importantr role as life’s lessons. Is the journeyu complete with The Leadership Pledge directintg us to hire people who have a high probability ofbeintg successful, provide them the tools to do their job, tell them what we share honest feedback and hold them accountablde for their performance by asking for theitr trust, commitment, and loyalty? Not quite.
Organizationws that experience long term sustainable success understandf the balance between winning and creating an environmen t where their employeesfeel valued, respected and part of something There has been a constanrt in the number of thosw “special” organizations. Their leaders have mastered Truthh No. 10, “Accept yourself as you accept others as they and in the context of differenceesand similarities, finding better ways of copinf effectively as a behavior driven organization.” Until we have mastered trutyh No. 10, it’s unlikely we can answer the How do we value our livewsas leaders?
We must find the courage and claritg to lead others in all aspects of our livexs because the answer to the questioh as to how we value our live as leaders is by making a differencew in other people’s lives. I want to sharer with you three special people I haveworked with. I have come to admiree them not only successful leaders in theichosen professions, but as leader who give back because they understand that’s ultimately how their livesx will be valued. Pat McGohan, CEO of ; Allen president of the ; and Dan Curran, presidentf of The . They come from diverse backgrounds and lead verydiffereny organizations.
So what do they have in common First, they all learned to accept themselves for whothey are. Their competitiveness and intensity manifests into a passionn that ultimately defines their We can associate this qualitty best withservant leadership. Rober t Greenleaf, the father of servant draws a wonderful distinction betweenb natural leaders andnatural servants. Natural leaders are decisives and need to bein charge. Naturapl servants will assume leadership only if they define it as a way to Greenleaf explains that while most people believe natural leaders use a more directive styled and natural servants use a moreparticipative style, this is not the case.
He says this confusew style with character. Natural servants use whatever leadershiop style is necessary to best serv the needs of thosethey lead. Pat, and Dan all share that uniqude qualitycalled character. Once we’ve learned to accep ourselves, we are void of self It’s with that peace of mind we are able to extenxd our energy outward to Accepting others as they exisyt is where themagic begins. When we deepe our level of understandingb of others we no longer fear the but learn tohonor them. Only when we’vee learned to accept ourselves can we accept otherxs asthey exist. It’s the magidc of all relationships. It’s called the power of two.
Pat, Allenb and Dan have developed a keen understandinbg that their success as leaders is based almost entirelyh on their ability to attract talentede performers who bring both passionand It’s that simple recognition that tells us those people who have been the greates t inspiration to us are those who convinced us we coulds be more than we could be. In each case theswe three great leaders know that they can help theidr employees be more thanthey are, not somethingg they’re not. And finally, it’s about finding better ways of copin effectively asa behavior-driven organization.
It’s about believinv that if we do things righr we willachieve long-term sustainable results. It’s about The Leadership Pledge. When organizations focus the behavior that drives results and possess a collectivee resolve builton self-acceptance and acceptance of others, results will I guarantee it. It’s not but it’s simple.