Page 153 - Harnessing the Strengths

136 ■ Servant-Leadership in the Intercultural Practice

were not based on successful practices in the country’s past
did not stand a chance.
Finally, the manager was advised to look into the Ethio-
pian history texts and to read them from the perspective of
modern management. What were the principles that had pre-

viously contributed to the flourishing trading life that Ethio-
pia had once known long ago? He was also told to examine
the business reports of the company, which had a rich history
within Ethiopia. These were conscientiously studied.
Armed with this knowledge, the Dutch leader dived
into his work again, this time from a new perspective. He
now positioned the future as the way to revive the great
momentum of the past. He immediately received enthusi-
astic support from the management. Never before had this
culture, which was oriented toward the past, invested so
much energy in creating a prospective future.
A servant-leader will always attempt to connect the
past, present, and future in such a way that the element that
is most important in that particular culture can be used
as the source of inspiration. In a country such as France,
you see that the future becomes interesting when you have
the possibility of “making history.” This explains why the
French are so avant-garde. Prestigious modern projects such
as the Eiffel Tower, the French National Library, and La
Défense will one day become a part of ancient history.
But the servant-leader that comes out of a future-
oriented culture will do the opposite. In this way, servant-
leaders such as Bob Galvin of Motorola, William C. Wel-
don of Johnson & Johnson, and Jeroen van de Veer of Shell
regularly refer to the rich history of their organization,
which is anchored in their company values and principles.
Sometimes this even happens when the connection between
history and business principles is not so strong.