Page 26 - Harnessing the Strengths

A Universal Given ■ 9

Self-Realization

“A servant-leader loves people, and wants to help them.
The mission of the servant-leader is therefore to identify the
needs of others,” says Kent Keith. 8
That is exactly what makes servant-leadership so effec-
tive and why, according to Keith, it is so much more than
yet another leadership model. According to him, servant-
leadership is nothing less than “the creation of a better
world”:

I have no doubt that the world will be a better place
when more leaders and organizations practice ser-
vant leadership. I also have no doubt that servant
leadership is best for the leader. It is the most mean-
ingful, satisfying way to lead. It is not about self-
denial or self-sacrifi ce. It is about self-fulfi llment.

What appeals to him most in terms of servant-leadership
is the readiness and capability to reconcile opposites and
to optimize on diversity. In 1968, in the middle of student
protests the world over, Kent Keith published a booklet for
student leaders that included “The Paradoxical Command-
ments.” He wanted to support his fellow students by show-
9
ing them that it was possible to get things done, even with
polar opposites.

The Paradoxical Commandments of Leadership
• People are illogical, unreasonable, and self-centered.
Love them anyway.
• If you do good, people will accuse you of selfi sh ulte-
rior motives.
Do good anyway.