Page 16 - How to Drive the Bottom Line with People

Foreword

ing, purpose, and direction, come from service. This
means serving all the people around us, including, in

business, our primary business partners: customers,
suppliers, associates, owners, managers, and so forth.
The first time I read this book, I was riveted by the

spirit of the idea that serving is the purpose of life and
by how an organization and its culture, animated by
this higher math, can alone make it sustainable.
Dan Sanders shares so many of his experiences in
business, in sports, and in life, to powerfully commu-

nicate the values of friendship, servanthood, integrity,
and excellence, all buttressed by humility, which I
xiv
= believe is the mother of all virtues (courage being the

father and integrity the child).
In the book, the word “culture” is used a lot—sus-
tainable, culture-driven, people-centered organiza-
tions. Isn’t that an interesting expression? Culture
driven? What does that mean?

The great sociologist Émile Durkheim taught,
“When mores are sufficient, laws are unnecessary.
When mores are insufficient, laws are unenforceable.”

Mores are the norms, the values of a group of peo-
ple. As we move out of the Industrial Age, top-down,
carrot-and-stick motivated organization into the new
Knowledge Worker economy, we create a culture and