Author of Service-oriented Leadership (USA) Larry C Spears Michelle Lawrence Publishing House People's Posts and Telecommunications Publishing House 16, page 204. The price of this book is 29.80 yuan. If you really want to be a service-oriented leader and you really want to lead others, then my advice is: be braver, kinder and more caring. -Warren Behnes Service-oriented leadership is the "right path" in the long river of history, and its role and influence will continue to increase, and its efficiency will become higher and higher. In the fierce competition environment, a great leader should first be a server, with the mentality of a server, establish good interpersonal relationships with others and fully communicate. Become a useful person and a resource that others can use. Forward-looking is the core trait of a leader, and being good at listening, empathizing, soothing the soul, self-cognition, being good at persuading others, having an overall concept, being good at housekeeping, being willing to cultivate others and building a team are also the essential excellent traits of a service-oriented leader. Overview of this book ■ The concept of service-oriented leadership has been put forward for more than 30 years, and it first appeared in Robert? In an article entitled "Leadership is Service" written by Greenleaf 1970, this concept is quietly promoting a revolution all over the world. ■ Theme: How can service-oriented leaders play a role in the fierce competitive environment? What role should leaders play? How to run through service consciousness in daily work? What are the characteristics of service-oriented leadership and what kind of management model should be adopted? The chairman plays a dual service-oriented leadership role in the board of directors and the whole organization. what should he do ？ How can service-oriented leaders play a role in inter-organizational cooperation? Chapter 1 Who should be a service-oriented leader? Robert K. Greenleaf dares to take risks and create a new life! -Camus ■ What is service-oriented leadership? Service-oriented leaders should first have the essence of being willing to serve others, always caring for others and being anxious for others. ■ How to test? The best way to test whether a person is a service-oriented leader is: under his leadership, are the people who are served by him really improving? Have they become healthier, more independent, freer, smarter and more spontaneous? Are they more likely to become service-oriented leaders themselves? ■ Leaders are also service providers. A leader should be a server first, and service is his true nature. Only those who are born with the characteristics of service providers have real leadership. Leadership power can be granted or taken back, and the nature of serving the people is real, not given by external forces, not holding any positions, and certainly not taken back. Chapter II Understanding and Practicing Service-oriented Leadership Larry C. Spears ■ "Emerging" Leadership and Service Model Today, in many profit-making or non-profit organizations, the traditional, autocratic and hierarchical leadership style is being replaced by brand-new leadership style. Based on team and community work, the new leadership style encourages more people to participate in decision-making, emphasizes ethics, respect for others and mutual respect and care, and promotes the personal growth of employees while striving to improve the humanistic care environment and various systems of the organization. This new model of leadership and service is service-oriented leadership. ■ Characteristics of service-oriented leadership Service-oriented leadership emphasizes that leaders should provide more services to others, take the overall situation into account in their work, enhance community awareness, and share power with others in decision-making. ■ Application of service-oriented leadership Service-oriented leadership has become the mainstream view widely discussed by people and has been widely used in many fields. The concept of service-oriented leadership is regarded as an organizational model, which advocates the use of group-oriented methods to strengthen organizations and improve society. Profit is not the main goal of industrial and commercial enterprises. Service-oriented leadership theory can play an important role as the theoretical and ethical basis of manager education. Service-oriented leadership theory has become a training program for community leaders. Service-oriented leadership theory develops service-oriented learning courses and becomes the focus of experiential training. Service-oriented leadership theory has been trained in both formal and informal education and training courses within enterprises. Service-oriented leadership theory helps individuals grow and change. Chapter III Dual Service-oriented Leadership Role of Chairman John Kawohl)■ Role of Chairman-"Dual Service-oriented Leadership" The chairman is the service-oriented leader of the board of directors, and the board of directors is the service-oriented leader of enterprise owners. The chairman, that is, the service leader of the service leader. Therefore, the chairman assumed the role of "dual service-oriented leader". ■ Chairman-the balance between rights and interests. Whether the chairman properly performs the dual service-oriented leadership function, especially in safeguarding the owner's power and generating benefits, is very important for the normal operation of the organization. ■ Chairman-the founder of the service group, the board of directors is an important link between the owner and the operator. The board of directors must really exercise its power, perform the duties of serving the owners, be loyal to the owners, authorize the competent chairman, and establish a responsible service-oriented group. ■ Chairman-the real service-oriented leader of the enterprise. Because the chairman has a dual role, it is very important for the board of directors to reasonably define the role of the chairman in the organization. How does the chairman become a real service-oriented leader? The following qualities will help the chairman to become a real service-oriented leader. Honesty and integrity; Don't interfere with the power of the CEO; Excellent talent and flexible overall concept; Pay attention to the characteristics of group activities; Have the quality of a service provider; The ability to face reality and leadership. Chapter IV Love and Work Interview with James A. Autrey ■ Main Questions How do you understand service-oriented leadership? Service-oriented leadership is a useful person and a resource that others can use. How do you talk about service-oriented leadership with others? Service-oriented leaders must win the respect of others. They don't have to love each other because of their interrelated jobs, but they should respect and care for each other. How can cultural change make service-oriented leaders more easily recognized? With the change of social environment, the old working methods are not as effective as the new ones, which has a great influence on working culture. In the enterprise CEO's very active implementation of value-oriented management, grass-roots managers go all out to this, but they encounter resistance from middle managers. To change this phenomenon, it is necessary to re-educate and reposition middle-level managers, cultivate their sense of community based on trust, change their culture, social structure and interpersonal relationships, and establish teams to dispel their doubts. How do you cultivate the consciousness of service-oriented leadership? To cultivate the consciousness of service-oriented leadership, we must first cultivate the mentality of service providers and stay away from egoism. Sincerely face the goals you want, your present situation and the changes you need, establish a service heart and become a mentor. What qualities should an efficient service-oriented leader have? An efficient service-oriented leader should be sincere, sensitive, practical, helpful, open-minded, tolerant and serve his subordinates. Leaders make decisions, operate and do the right things on these value systems, but they are not necessarily the most profitable things. What did you do to make you proud to say "I did a great job today"? James. Answer? Autrey's job is to be a person of value to the public. His real happiness is to say "I did a great job today!" " "This kind of happiness is related to interpersonal relationships. For example, a meeting full of wonderful ideas and passions will give employees enough confidence to express their ideas. Any suggestions for poetry, editing and innovation? The essence of management work and editing work has something in common, that is, helping people finish their work best. Know what they want to do, provide them with tools, help them, and occasionally help them finish their work. Chapter V Service-oriented Leadership and Non-profit Organization John C. Burckhardt talks about two major issues in this chapter: 1. 10 characteristics of service-oriented leadership ii. How do leaders in non-profit organizations and functions use these characteristics? Good at listening. Listening is an attitude. Leaders should really be interested in the views and opinions of the clients, listen to their ideas, interact with the clients with a frank and developed mind, and reduce communication barriers. Have empathy. Leaders of organizations should trust their employees, create a working atmosphere of mutual respect, trust and appreciation, and treat others with respect and sympathy. Good at soothing the soul. Non-profit organizations should be able to play the role of soothing mental trauma. Greenleaf advocates that they should devote themselves to self-healing, and leaders should also improve the autonomy of the people they serve. Good at persuading others. There are two ways to lead, one is from position power and compulsory action, and the other is through influence, example and moral strength. Whether you are good at persuading others is one of the criteria to distinguish these two leadership styles. Self-awareness That is, organizations and individuals should realize that there is an essential interdependence between events and causes, problems and solutions, and things are interrelated whole, so they should face uncertainty and ambiguity directly. Have foresight. The real job of philanthropists is to manage funds, and they should consider the present rather than the future. Managers also face the same challenge. They should be able to understand and explain the challenges facing society at present and take actions according to the future. Have a global concept. The leader's task is to make everyone realize "a great hope of unity" and let the organization he leads form its own values and fully represent the interests of the organization. Willing to cultivate others. A leader is a servant of others, and he must accept such a test: "Is the person you serve really growing? In this process, have they become healthier, more independent, freer, smarter and more capable, and have they become more and more like service-oriented leaders? "The spirit of housekeeping. That is, "responsible for other people's affairs." The "housekeeper" also explained the role of non-profit organizations in a very direct way. Building a community. Community is the most important thing in a person's life. The first challenge for an organization to have cohesion and clear goals is to build a community within the organization. Service-oriented leaders should be conscientious in community construction. Chapter VI The Right Path in the Long River of History John C. Bogell took Pioneer Group as an example to explain this view: ■ The core concept of "serving others first" has been proved by the market, and service-oriented leadership is the right path in the long river of history, and its role and influence will continue to increase. ■ Pioneer Group focuses on serving fund investment shareholders, with a professional attitude, treating shareholders' wealth cautiously, concentrating on cultivating its own attitude, and forming conservative investment strategies and investment concepts (many of which are recreated by pioneers). ■ The foundation for the success of service-oriented leadership institutions and how does the concept of service-oriented leadership play a role in Pioneer Group? To build a model college, we must first set goals and form the concept of building a service-oriented prestigious school. Secondly, understand the relationship between leaders and followers. Third, establish an organizational structure that attaches importance to the distribution of power and authority. Fourth, look for competent directors. A combination of foresight and care. Foresight is the core quality of leaders; Caring for others is the foundation of leadership. Enterprises with excellent free imagination must have irrational dreams-what kind of enterprises we should be, how to set priorities and how to provide services. And have the ability to express dreams, have a strong desire and courage to try. What must be known: everything starts with human initiative; Even one person can change the status quo. Memo: the growing process from small to large. Memo can make the power and responsibility in the organization naturally transfer to each other, and will not make the organization chaotic because of a person's departure. The development of pioneer proves that "service is the basic element of success, service-oriented leaders and leading service providers can successfully devote themselves to the cause of serving people, and people rely on their services". ■ Pioneer concept of Pioneer Group: institutions serve their investors. Pioneer values: both the service provider and the person being served should be pragmatic and have their own hopes, fears, ambitions and financial goals. Pay attention to "people" and make Pioneer a "service breakthrough enterprise". Vanguard structure: power and authority belong to both management and foundation shareholders. A lot of power is delegated to the management, but the ultimate power should be delegated to the groups served by the pioneers. Pioneer has established truly independent directors to directly supervise the management personnel, and at least 8 directors of 10 have no affiliation with the Group. 1986 pioneer staff speech "how to avoid extreme situations? How can we achieve sustainable development? The only way is through foresight. You may be surprised that caring for this organization from the bottom of your heart is a prerequisite for its success. "Pioneer Group's goal: to provide better services to those who entrust the responsibility of asset management to us." Even one person can make change happen "-the creed of pioneers. Every quarter, the Group will award individual excellence awards to employees who meet the highest standards of "service, initiative and cooperation". Having excellent employees is the foundation of pioneer's survival and development. Only when employees know what to do can they know who did the right thing in the right place. They won't let this power disappear just because a person leaves the office. Chapter VII The Nature of Cooperation and the Role of Service-oriented Leadership Wendell J. Walls ■ Effective cooperation between cooperation and service-oriented leadership requires a positive attitude, which is one of the criteria for testing whether it is a service-oriented leadership. When organizations have integrity and are willing to establish mutual trust, they can change their competitive mentality into a win-win cooperation mentality. The purpose of cooperation is to form a * * * common vision and a * * common strategy to deal with things beyond the capabilities of all parties. The success of cooperation goes through three stages: sowing-rooting and sprouting-flowering and bearing fruit. Leaders have four responsibilities in the process of organizing cooperation. First of all, the leader must be a model of reliable, diligent and service-oriented leadership spirit; The second is to find the path and realize the vision; The third is coordination; The fourth is authorization. ■ 1 1 Suggestions during cooperation 1. Seize every opportunity to cultivate interpersonal relationships, which will promote many important cooperation. 2. Give enough time to make sure there are more good ideas. Don't stop cooperating when facing problems, because cooperation is the right choice. 4. Risk is closely related to cooperation. No risk, no return. People are not afraid of change, but of failure. 6. Active communication is the key to success. No amount of emails, faxes and memos can replace frequent face-to-face conversations. 7. Difficult things should be written into the agreement at an early stage, and other important things should be solved when you are willing. Don't put yourself in this situation: "we can't do it, which violates our original agreement." "8. Setting aside differences is as important as seeking common ground while reserving differences. Difference is the source of creativity, discovery and change, so it takes time and energy to understand the differences between collaborators. 9. Crisis events can strengthen cooperation. 10. Remember the importance of the coordinator. If you don't have an independent coordinator, you should ensure that the team members support each other and ensure the healthy operation of the team. 1 1. If you are still hesitating, let's start. Pay will be rewarded. Chapter 8 10 characteristics of service-oriented leadership: three themes of Don de Graff, Colin, Tirilali and Neil ■ and 10 characteristics and three themes form the basis of the existence of 10 characteristics. 1. Thinking-Who are you? How do you build relationships with employees, customers and the larger community? Self-reflection helps you regain your vitality, regain your inner self-confidence, continue to deal with employee and customer affairs, and continue to develop broad characteristics such as listening, empathy, soothing the soul, conceptual thinking and foresight. 2. Honesty and integrity-act according to your own vision and values, get along with people and handle work affairs honestly and honestly. 3. Passion-persistent pursuit of ideals. The intensity and duration of investment is the expression of passion. The three themes and the function of 10 complement each other 1. Being good at listening: the foundation of service-oriented leadership and creating a good communication atmosphere. The way to practice listening skills is to practice thinking, listening and positive response (see P24, listing positive response and negative response). Thinking listening refers to accurately understanding the content and emotions heard by asking questions, clarifying, understanding and summarizing, including the following three elements: nonverbal communication: learn to pay attention to the performance of nonverbal communication between others and yourself; Understanding content: understand the main points of the speaker's conversation and test the authenticity; Experiencing emotions: Listen and pay attention to the speaker's emotions when communicating. 2. Empathy: the art of empathy, sharing other people's feelings and ideas, and being an empathetic listener. Cultivate employees' empathy-let employees have expectations for themselves, customers, careers, colleagues, superiors and resources; Cultivate service-oriented leaders' empathy-psychological intention, that is, imagine events or activities in a visual way, so that organizers can "really experience" activities with the feelings of participants and experience the whole operation process of activities or services. 3. Be good at soothing the soul: keep high morale. The desire for spiritual life will become an increasingly important factor affecting our lives in the next 10 year. Learning to soothe the soul is conducive to organizational change and integration. When we listen and treat the people and colleagues we serve with empathy, we will be eager to establish a soothing process in the organization. 4. Self-cognition: Knowing our own cognition of the world is the cornerstone of our life and the foundation for everyone to succeed in team building and work. In a team, collective thinking can produce the same values and sense of mission. Encouraging individuals and organizations to know themselves is not only correct, but also in line with economic interests. If the internal thinking mechanism of the organization is formed, there will be better employees, more sound organizations and more perfect communities. 5. Be good at persuading others: from beginning to end. A key feature of service-oriented leaders is that they rely on persuasion rather than position authority to make decisions. Persuasion is a two-way interactive process, and dialogue is an important part of the art of persuasion. Dialogue provides us with a good opportunity to explore the real goal of the organization-thinking of the ending at the beginning. 6. Have a global concept: stand tall and look far. In order to define personal mission, leaders need to set aside time to think for themselves and find their own value. When cultivating the overall concept, leaders should integrate personal values into organizational life, generate a vision and turn it into an organizational vision. Leaders should have the overall concept, and must persist in cultivating the ability of lifelong learning and determining priorities. 7. Vision: Point out the way forward. The overall concept enables people to see the overall situation and see where we want to go. Foresight enables people to describe the direction of progress by predicting the results of actions and the best strategies. The two are closely related. Foresight requires three fundamental changes in the mind of service-oriented leaders: one is to change the way of looking at the world, the other is to regard everything in the world as an interconnected whole, and the third is to change the understanding of responsibility. To cultivate foresight, we should understand the past, focus on the future, polish our eyes and cultivate creativity. 8. Management spirit: Responsibility and * * * management are the first leaders of service providers. Only by taking the spirit of housekeeping as the best leadership method can they really have leadership. Choosing a housekeeper means choosing to serve our customers, our community, our colleagues and people in the wider world. 9. Willing to cultivate others: committed to human growth, service-oriented leaders should strive to put the needs of followers first and devote themselves to the growth of individuals (employees and customers). By devoting itself to personal growth, an organization can show a certain attitude and let people know that it pursues long-term interests and cultivates long-term relationships, not just short-term interests. 10. The role of building community service-oriented leaders is not only to meet individual needs and provide customers with quality experience, but also to provide socially responsible products, activities and services. When building a better community, self-examine their roles. Chapter IX Foresight-The Core Qualities of Leaders daniel H King expounded how to combine the choice of foresight with foresight from several concepts. Understanding Foresight and Prediction: If it is raining at the foot of the Himalayas, we can't accurately predict when the river will overflow the valley, but we can definitely predict that the flood will come. Help or intervention: When managers take action in an organization, they think they are helping. When chasing them, ask them, "How do you know that you are offering help rather than intervening? "At that time, managers also doubted themselves. I don't know whether to help or intervene now, because I lack foresight and can't predict the impact of my (or my subordinates') actions on the future. The visionary quality of leaders plays an important role in the choice of organizational vision. The real vision is to choose from some ideas about the future, form a vision statement, and break it down into stage goals for concrete operation. Chapter 10 Service-oriented Leadership, Tolerance and Social Justice One of the characteristics of Shane R. ferch's humanity is that he can find his own shortcomings, analyze them, face them positively and strive to improve them. In society, through tolerance and constant adjustment, I will become more elegant, more polite, more willing to be honest with others and establish a fair and lasting good relationship. For ourselves, for our family and for our society, the desire to be tolerated by others, tolerance for others and the pursuit of harmony are all important components of cultivating wisdom, health, independence and freedom, which are all reflected in the concept of service-oriented leadership. Chapter 1 1 Service-oriented leadership-from hero to master Margaret J. whitley ■ Quality of service-oriented leadership: "Do not harm others" is an important quality of service-oriented leadership. We should pay attention to one thing: we consume a lot of resources and energy in the world every day, and our lifestyle also has some negative effects on people in other places. Establish trust between people, provide people with wisdom and talent, give people a sense of direction, make people aware of their own strength, give people confidence, and make people competent for their duties. Dealing with things is more humane, without any intention, and treating people completely from the heart. The best way to know who to serve is to pay full attention to yourself, realize what you need, what is meaningful to you, what can make you gain confidence in your work, and extend your attention to others. Listening to each other is an effective way to work, but personal courage is also important. This phenomenon often happens. We always want to express our feelings, but we are rejected and ridiculed, or told that it's none of your business. For the overall situation, the courage to "tell the truth to those in power" is very important. Business leaders should play three roles: housekeeper, supporter and server. Have good interpersonal relationships, try to show concern and express true feelings. Leaders should connect service to others with their own spiritual feelings, cultivate their service mentality through practical activities, truly open their hearts and actively express their love and passion. Change is the essence of this world, but most enterprises have not brought in people who can plan for change, and they can't redesign their enterprises. It can also be said that they did not introduce talents quickly or quickly enough. Conclusion ■ The concept of service-oriented leadership is not only interesting to people, but also very important to the world, which urgently needs such values. The concept of service-oriented leadership must be changed from imagination to reality, because this is the only way for us to move forward. About the author ■ Larry C. Spears is currently the President and CEO of the Greenleaf Service Leadership Research Center. Works: The Inner World of Service-oriented Leadership, Focus on Leadership, Analysis of Insight into Leadership, On Being a Service-oriented Leader, Seeker and Server, Leadership Thinking ■ Introduction to Michelle Lawrence. She has been working in Greenleaf Service Leadership Research Center since 1993, and is currently in charge of the annual international conference. Editor of the quarterly service leader. Participate in editing the anthology of Focus on Leadership.