Page 177 - Harnessing the Strengths

160 ■ Servant-Leadership in the Intercultural Practice

aware of the boundaries of their power because business these
days is permanently “white-water”; that is, very turbulent and
cyclical, and it is only getting worse. From this conviction,
servant-leaders act in a cybernetic (Greek for steersman) man-
ner. They constantly check their compasses because they real-
ize that unexpected turbulence can move the organization off
course and that they need to realign constantly.

Willpower Versus Discretion
In his earlier mentioned book Good to Great, Jim Collins
offers his vision on the qualities of a successful leader. While
he refers to the “level 5 executive,” his description is very
similar to that of a servant-leader. “The most powerful
transformational leaders have access to a paradoxical mix-
ture of willpower and discretion. They are shy and merciless.
They are scarce and they cannot be stopped,” according to
Collins.
The servant-leader combines internally and exter-
nally directed powers in unlimited ways. Jim Collins lists
the following:

Personal discretion Professional willpower
• Demonstrates a contagious • Achieves excellent results
modesty; avoids public media • Directs everything toward
• Acts in a calm and focused long-term results
manner • Sets uncompromising
• Channels ambition in the standards for a sustainable,
organization, not him- or results-driven organization
herself; ensures excellent and does not settle for less
succession • Looks out of the window
• Looks in the mirror when to explain the success and
something goes wrong and thanks destiny and others
will not blame others