It’s not what you know that’s important, it’s what you can learn
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"The first responsibility of a leader is to define reality. The last is to say thank you. In between, the leader is a servant." These wise words came from Max DePree, the former chairman and CEO of Herman Miller, Inc., the furniture maker that was once named one of Fortune magazine's 10 best managed and most innovative companies.
Today, I still member De Pree's book, The Art of Leadership, which I read over two decades ago while on a cruise with my wife and family. Few books on leadership have impacted me more than this one. The fact that I still remember the time I read it after so many years is a testimony to the impact it had on me.
One of the key aspects of De Pree's leadership involved a principle he learned from his father. It was called "the rule of abandoning oneself to the strengths of others." His father was always open to the ideas and suggestions of others.
He cultivated the kind of relationships with his employees that made them feel their input was not only welcome, but encouraged. He knew he could learn from the experts, but he was far more interested in learning from the rank and file.
They were the ones who knew the company best, and who were in the best position to recommend the kind of suggestions that would strengthen the company. He introduced the Scanlon Plan, a plan by which workers made suggestions to management for ways to improve such things as customer service, quality, and productivity.
In 1987-88, Herman Miller employees made suggestions that led to cost savings of some $12 million dollars.
Regardless of your position, I believe this principle of "abandoning oneself to the strengths of others" has significant implications for those in any form of leadership.
The best leaders, administrators, coaches, teachers, pastors, and yes, even parents, are generally the ones that are open to the possibility that they might learn something from the suggestions of others.
They are not so arrogant to think that they have all the answers and can never learn from those with whom they work.
Some of the most valuable lessons I have learned as a parent, coach, teacher and pastor have come from those times when I was willing to abandon myself.
Such learning can provide a valuable dimension to one's growth. If we think we know it all, and that those we work with can't teach us anything, we are indeed foolish.
The legendary basketball coach John Wooden was fond of saying, "It's what you learn after you know it all that counts."
The late R. C. Sproul, who was one of the great intellectual theological scholars of his time, was giving a heavy lecture to a group of his students. One of them raised his hand and asked a very complicated question. Dr. Sproul smiled and said, "The answer to that is very simple: I don't know."
Those who are willing to confess they don't know it all are the ones who are most teachable. God is not looking for those who profess to know it all. He is looking for those who are willing to be quiet and ready to listen and learn from others.
And oh yes, don't forget, "The wise are glad to be instructed, but babbling fools fall flat on their faces" (Proverbs 10:6, TLB).
 | Tom Crenshaw serves as Connections Pastor of the New Monmouth Baptist Church (non denominational) where he previously served as a three year interim.He has been married to Jean for almost 50 years, and they have four children, all of whom are teachers.Tom loves perennial gardening, umpiring high school baseball, coaching baseball and football, fishing for small mouth bass, rooting for his favorite team, the Cleveland Indians, and listening to ‘real’ country music, the classic kind. Learn More » |
More on Servant Leadership
- Are you an adaptable leader? (by Miranda Carls)
- When wisdom begins with ‘I don’t know’ (by David Bowman)
- The secret weapon a pastor needs for church growth (by Mark MacDonald)
- Read the room to lead the room (by Jenni Catron)
