Page 52 - Harnessing the Strengths

Core Qualities ■ 35

not about profi t or being the best in its industry; it is about
the development of its people. It states:

We are committed to providing outstanding career
opportunities by exceeding our customers” expec-
tations through continuous aggressive improve-
ment. . . . We believe in continuous, intense
“people-development” efforts, including substan-
tial training budgets. 1

Commitment to Growth

The best way to let people grow is via coaching and mentor-
ing. That is nothing new. In the Middle Ages people were
already using this model of master and apprentice. How-
ever, the outdated management idea that says employees
need to be controlled has no place in servant-leadership.
Instead of micromanagement, it is much better to focus on
motivation. In situations where understanding, knowledge,
and enthusiasm exist, people are excellent at fulfi lling their
duties, without having someone look over their shoulder. In
fact, the latter is actually counterproductive. Jack Lowe Jr.,
chairman of TDIndustries, has this to say:

Your best employees have the talent and ability
to leave your company and fi nd work elsewhere
if they want to. So you should lead them the way
you lead volunteers. 2

And how do you deal with volunteers? Not by being domi-
neering, and not through distrust or control; otherwise