Dungy Teaches and Models Servant Leadership
I’m putting the final touches on my servant leadership workshop – The Choice of Transformational Leadership: Driven to Serve. Throughout the workshop I will facilitate case studies of people and organizations who exemplify servant leadership. One such person is Super Bowl Champion XLI coach Tony Dungy.
I’ve been intrigued by Dungy and his leadership style for years. For those who follow the Indianapolis Colts from a distance we would read about some of the philosophies of Dungy and owner, Jim Irsay, like: hire for character over ability or build lasting relationships or family matters. Things just seemed to be different with the Colts organization.
Then after the Michael Vick dog fighting scandal and his release from prison, we read that Tony Dungy would be his mentor; providing guidance and truth to a young man in desperate need of it.
This summer I had the opportunity to listen to an interview with Dungy as part of the Global Leadership Summit. The topic was that of his new book – The Mentor Leader. It was clear that this would be a wonderful case study for servant leadership.
It is no wonder that Jim Caldwell in the Forward of the book writes that Jim Collin’s Level 5 leadership traits fit Dungy’s DNA perfectly:
- Embody paradoxical mix of personal humility and professional will
- Display a compelling modesty
- Attribute success to factors other than themselves
- Display a workmanlike diligence
- Set up their successors for even greater success
Here are just a few of Dungy’s quotes on which to reflect:
“Positive, life-changing leadership is an acquired trait, learned from interaction with others who know how to lead and lead well…influencing the attitudes and behaviors of others.”
“It’s important to remember why you lead…leading for the benefit of others is a much more compelling and powerful motivation than leading merely to get ahead or to hit an arbitrary target.”
“Truly serving others require putting ourselves and our desires aside while looking for ways and opportunities to do what is best for other…bettering people’s lives.”
“Part of our purpose in life is to build a legacy – a consistent pattern of building into the lives of others.”
What if more leaders adopted some of Tony Dungy’s admonitions?
Are you a “Freier”? Really, that’s a legitimate question!
Recently I decided to research my last name – FREIER – on the WordPress search engine. The first blog posted this title: “Thou shalt not be a freier.” Taken-aback, I curiously read further and found that the term “Freier” has interesting roots in the current Israeli culture. The Israeli news source Haartez.com reports over 1,000 articles that mention being a “freier” besides hundreds of articles regularly using the term in the last decade.
This is an example of the fodder consistently repeated for readers: “‘Don’t be a freier’ is practically the 11th commandment of the Israeli,” wrote Haaretz’s Benny Ziffer in 2006. This theme is apparently repeated by politicians like former Prime Minister Benjamin Netanyahu and shoppers in department stores. The premise is clear: whatever you do, do whatever you can NOT to be a “freier.”
Why the strong stance? From what I can tell the term “sucker” isn’t even strong enough to describe what it means to be taken advantage of, so “freier” took its rightful place. One blogger wrote tongue-in-cheek, “If you set out to look for one [freier] here in Israel you will be hard pressed to find one because no one will admit to being one. A freier however is far from a mythical creature. In fact you could be standing next to one right now!” In order to make it practical he continued:
- A freier is someone who has paid for something at a price that of course you could have gotten for cheaper.
- A freier pays his parking tickets and a ridiculous TV tax that exists in Israel.
- A freier is the driver that allows another car to pass him.
- A freier is someone who does his shopping at the supermarket and then gets in line as opposed to someone who puts their half filled cart in line and then runs off to get the rest.
That may give a clearer picture but why the term “freier?” Journalist Bradley Burston gives some insight, “There is no small element of irony in the fact that the most truly heroic of Israelis fit precisely the mantle of ‘freier.’ People who give of themselves for the sake of others, people willing to do the work when no one else is, people of genuine honor, profound and silent self-esteem, people who see moral complexity without allowing themselves to be paralyzed by cynicism or seduced by simplicity.” This sheds a whole new light on the topic.
At the risk of bragging about my last name, a “freier” – at least the way modern Israel understands it – is someone who serves other people and expects nothing in return. That ideal sounds all well and good but it can lead to situations where a “freier” is taken advantage of. (This is eerily too close to home!) To counteract this phenomenon modern Israeli’s have adopted a slang, “What? Am I a freier?” We would translate it something like, “Hey! Do I look like a freier to you?”
When I asked one of the Israeli bloggers about being a “freier” she replied, “When I wrote this post I was being very tongue in cheek. Israeli’s on the whole are really a very warm people. The whole freier thing is really about not being taken advantage of as opposed to being inconsiderate of others.”
This may all sound like random and useless facts for you. But I have a question, “What if you decided that it would be okay to be a “freier” – no, not become my adopted relative – but choose to be a “freier” in the same way heroic Israelis chose to be a “freier”?
- Do the work no one else would do
- Be a person of honor
- Be inner-directed with a profound and silent self-esteem
- Be a person who sees the complexities of life
- Be positive and not paralyzed by cynicism
Wow! That’s the type of “freier” I want to be. The heroes of Israel adopted the attitude and practice of serving others. Those are people to admire! Anyone else want to be a “freier?”
Is Your Culture Open or Closed
A sales professional was telling me recently about her work environment which was fast becoming negative because of restructuring due to the economy. Searching for ways to explain what happened she said, “Before we were open – sharing, conversing, bouncing ideas off each other. And then things changed. It’s like we shut down. The new arrivals were not open to ideas nor did they want to share their successes or challenges.”
A desire to improve was replaced with a willingness to settle.
A belief that people could transform was replaced with the status quo.
A desire for engagement and feedback was replaced with independence and exclusiveness.
A sense of enjoyment was replaced with drudgery.
And, confidence was replaced with defensiveness.
John Johnson, Ph.D. refers to this as an OPEN and CLOSED environment or system. Just as our bodies reveal signs of being closed – crossing of the arms or avoiding eye-contact – so cultures have distinguishing signs.
At the outset we need to remember that closed cultures are fearful cultures. While it may seem initially open, this type of system fosters a suspicion of new people and new ideas to the point of intentionally limiting the discussion of new approaches and casting a pale of doubt when a new person joins the team. Depending on the make-up of the team members the “keepers of the closed culture” manage (control) it with passive-aggressive behavior. If that manipulation doesn’t work it moves to more aggressive actions.
Being part of this closed culture may feel a bit “cultish.” Actually, it feels that way because a closed culture has many of the characteristics of a cult.
- People are stifled; input and feedback is squelched.
- Possibilities are suffocated; there is a belief that there is no better way.
- Change is not tolerated; transformation is not welcomed.
An open system is quite the opposite. This culture is alive and transformational:
There is a belief that individuals can improve; transformation is embraced and encouraged.
Not only are new ideas welcomed but new people are welcomed; bringing with them a new perspective and therefore, opening up new possibilities.
Discussions are lively; when everyone contributes it cultivates interdependence.
Because people are inspired to develop their potential the team flourishes and the organization prospers.
Sure, an open culture requires boundaries. Rather than “rule-keepers” enforcing a set of legal restrictions, people are guided by boundaries which value human beings, respect the process, and foster a productive community.
It’s often fluid and a bit messy. It requires leaders who will step into their role of shaping the environment by speaking the kind truth and serving the team. Dr. Johnson emphasizes, “This type of leader will learn the difference between an open and a closed culture and seek to foster the healthiest of environments.”
On the continuum of OPEN or CLOSED – how would you rate the different cultures of which you are a part?
[Systems to consider: family, work group, team, religious gatherings (local church, small group, denomination), volunteer organizations, et cetera]
Be a Concierge…Really?
If you know me at all, you know servant leadership is one of my favorite topics. I enjoy learning more about it and certainly enjoy discussing it with people.
Someone I met at the Disney Institute: Disney Keys to Business Excellence - and LinkedIn contact Robin Clukey – referred a blog to me this week by writing, “I thought you would enjoy it.” She was right. So I’m referring you to the July 6, 2010. Blog of Dr. Alan Gregerman, author of Surrounded by Geniuses, entitled: Acting Like A Concierge.
Check it out…here’s the teaser! He writes: We win in business when we see the world through the eyes of a great concierge and seek to unlock the real potential in those we serve. It’s a different twist on genius and innovation that just might be essential to your future success.
Reserve Your Free Consultation!
mark@whatifenterprises.com
Openings Are Filling Quickly!On the Social Web
