Servant Leadership Practice--Respect Another

I have a business theorem that "the one who makes the rules is the first to break the rules." It goes along with "don't do as I do, do as I say."

Too many times, I have seen new policies created--whether it's related to travel expenses ("no first class air travel allowed") or sharing of confidential information ("don't tell anyone outside the company")--which are quickly violated by the people who wanted them enforced. One time, I learned from a supplier confidential information that was shared with that person by someone in headquarters (a VP who should know better) before we heard the information internally. We in management often think that because we "own" the policy we're free to do with it what we want. "Yes, I don't want everyone to fly first class, but it's okay for just this one time, for me, because it's important that I get off the plane fast (or whatever other excuse seems reasonable)."

If we want respect, we have to respect others. And that means behaving as if they're just as valuable as the next person, and deserving of honesty. Why are we putting this policy in place, and does it apply to everyone or not? It also means that we behave as we want them to behave.

If we show up for meetings late, it must mean that it's okay for them to show up late. If not, then we need to be on-time. Their time is valuable and it hurts the company to waste it. Right, it hurts the company when their time is wasted? Therefore, don't waste their time by making them wait till you arrive...or until you get off the phone. Be courteous.

Also, if a person has a legitimate question, answer it and share the information that they need in order to be more effective. It's a sign of respect. It's a lack of respect to say, "You don't need to know" or "Just because" (like our parents, or we as parents, sometimes do with kids--get that, kids). If you want answers to questions, then you should answer questions too.

Today, respond to questions with as complete an answer as you can give, without violating any confidential information. Help a person on your staff to get better by having more information. And while you're at it, show up for all your meetings on time, or reschedule them with enough advance notice so others don't waste their time.

For C12 and Truth@Work members, the example we were given in scriptures is that all people are valuable. Jesus was most strongly criticized for respecting others that most of society didn't deem worthy of respect: the avowed sinners, drunkards, gluttons, lepers, outcasts, etc. He treated the last, least and lost with as much, maybe more, respect as the leaders of the society.

Servant Leadership Practice--Protect Another

I woke up from a nightmare last night. It wasn't a scary monster kind of dream. But I was afraid nonetheless. I won't bore with you all the details. Suffice it to say, that it ended with me holding a fictitious, adolescent nephew in one arm to keep him away from tormenting the kitten in my other hand. In my youth-oriented pedagogy, I tried explaining moral codes, such as the Golden Rule as its commonly called: "Do to others what you want them to do to you" or "...for others...for you...". I ended with explaining how it's an obligation of people who are bigger and stronger to protect those who are smaller and weaker...like kittens. What scared me is that, in my dream, this seemed to be the first time this imaginary nephew of mine had heard anything like this, or had a role model who exhibited any such code.

How does this apply to business? Easily in my mind. Those of us who are stronger, smarter, richer, more powerful--especially more powerful--have a duty to protect those who are not. We are not here to bully others.

How do we bully others? Often in my opinion. We bully others when we put them down in various ways. We might speak ill of them when they're not around. (We've heard this before.) We also bully others when we use our power to get our way, allowing very little choice for the other person. We don't allow others to have the same privileges we have because they don't have our title or office location. We bully when we decide what's best for others, whether it's in benefits (like how much comes out of the paycheck and into their 401(k) plan, or which medical insurance plan works best for them). You're bullying when you decide how much of the profit-sharing they get "today" versus how much they can put away for retirement. (Because your people are at different life stages, no one-size, single decision fits all.) When we decide overtime is more important, because of the customer, than any family event, we are bullying.

When we flaunt our wealth or our intelligence, we inflict emotional or psychological damage to a person's esteem. We are saying we're better and you're "stupid" as a person or in the choices you've made for purchases. This is literally the definition of putting them down. We are condescending to them. When we rationalize why we favor one person over another, we are not protecting the other. When we are silent as others do any of these actions, we are not protecting the other.

Today, guard your tongue at work. Think of others and act on your duty to protect--because you're more powerful, more intelligent, richer or more experienced--for those who are not in the same position. Invite others to provide input on considered changes to benefits.

For C12 and Truth@Work members, Paul challenges us not to threaten the people who work for/with us (Eph. 6). Think about how you might be bullying them, pointing out mistakes in a demeaning way. We are called to guard our tongue. It's tough. We'll make mistakes but ask your team to help you by pointing out when you have. I've had that help in the past, and it was worthwhile when someone pointed out that I had hurt someone because I said "You know better than this...". I repaired the relationship. I think the team got stronger too.