Lessons in Servant Leadership - Dinner with Abbot Damien - Part 4

Part 4 of a 4 part series from Lt. Matt Kosec AMCA Adjunct Partner of Criminal Justice and Public Sector Affairs, from his week of graduate studies in advanced servant leadership in a Benedictine Monastery.

“The servant always accepts and empathizes, never rejects. The servant as leader always empathizes, always accepts the person but sometimes refuses to accept some of the person’s effort or performance as good enough.”

-Robert K. Greenleaf

When I first arrived at St. Andrew's Abbey it was impossible not to notice one or more of the 21 monks walking around in their distinctive black habits.  Having never spent any time at a monastery I quickly lumped them into my image of a monk; pious, sincere, and forgiving.  In my mind they were, of course, nearly perfect.  How ironic -  I bristle when someone lumps me into all of law enforcement when they see me in uniform.  How easily one forgets.  These pre-suppositions can also happen when we revere someone in a formal leadership position.  It can be forgotten that they are individuals with personal struggles just like the rest of us.

The Rule of Benedict by which Benedictine monks structure their communities provides great power and authority to the Abbot.  The Abbot is described as an individual who will be held accountable for the salvation of all members of the community.  His raw power is balanced with an admonishment to always take counsel with all community members when making a decision and to use disciplinary power cautiously.  The Abbot is elected by all of the monks, although there is no campaign associated with modern elections.  In fact, an individual cannot be nominated or nominate himself.  He is purely chosen by the community.  As one of our instructors, John Horsman, Ph. D, described, “If you want the job, you probably aren't eligible.”

St. Andrew's Abbey is led by Abbot Damien.  He is only four months into an eight year term.  The monks honored us with a celebration dinner on the last night of our stay.  Unlike the other meals taken in the same refectory but at separate tables from the monks, the festival dinner was purposefully set up so students would be interspersed with the monks.  I was one of the last students to walk in and I noticed that while my fellow students had eagerly sat near and engaged the monks, Abbot Damien sat somewhat alone at the head of the table.  I decided this was an excellent time to challenge my pre-suppositions concerning the formal leader of this organization.

The monks of St. Andrew's Abbey were consummate hosts, and Abbot Damien was no exception.  Like the other monks, he was soft-spoken and chose his words precisely.  Once again I found myself listening very carefully and finding profound wisdom in nearly every word (well, except his one joke about Texas).  The Abbot and I were able to quickly engage in a conversation about the parallels between monks and police officers, including my aforementioned discussion on my assumptions on monks and the monastic life.

Another monk had told me that an individual had spent three years at the community, the typical time before a monk takes his final vows.  The individual was ready to commit to the community and had dreamed of doing so his entire life.  He was prepared for the ultimate vow of stability.  The problem was, however, the community had decided that he was not a right fit.  A monk must be accepted by the entire community, not just the Abbot.  This was explained to the individual and he finally left.  Abbot Damien had made the final decision.

This event weighed heavily on Abbot Damien.  He had contemplated, prayed, and consulted extensively.  He understood that a decision to decline acceptance to the community would not only be heartbreaking to the individual, but it could also be misconstrued as commentary on his self-worth, piety, and commitment.  None of those were in question; it was simply a matter of the community being able to make a lifelong commitment.  Remember, these monks live, eat, and work every moment of their lives together.

Abbot Damien said that although it was an incredibly difficult decision to make, he knew he made the right one because it would benefit the individual in the long run.  He knew it would require courage to have faith that this individual would have been disappointed with monastic life in this particular community.  While Abbot Damien had to protect the best interest of the community, his bigger concern was the welfare of the individual.  It was one of the most difficult decisions he had ever had to make because of the person's lifelong commitment and dream of belonging to this religious order.

I drew another parallel with law enforcement.  It is not uncommon for police departments to hire people who have held a lifelong dream of being a police officer.  Often they purposefully studied criminal justice and took extensive steps to prepare themselves.  On occasion, however, after the long academy and field training process they are separated from the organization.  There are many reasons why it happens, but sometimes the newly hired officer cannot understand why they are being terminated.  Like Abbot Damien, however, the police manager who makes the decision often does so with the best interest of both the department and the individual in mind.

One of my fellow Gonzaga University students, Andrew Burns, gave an excellent toast in which he listed character traits that we, as students, felt the monks helped us to form and develop.  Afterward, Abbot Damien confided in me that he was uncomfortable when Andrew noted these traits.  He explained that he did not think the monks provided this insight – he felt that all of us had carried those traits into the monastery with us.  I thought for a moment and I agreed with him, however, I also suggested that he and his monks had drawn out those quality traits from within each of us.  The monks, through their awareness and leadership, had called forth these traits and made us more whole.  Abbot Damien chuckled and said, “You are right, but you know what Matt?  You guys have also done that for us, as monks.  That is why we love having you.”  As an Abbot who carries heavy weight when making decisions about his people and who understands capacity to call forth the best of each person, Abbot Damien is clearly a servant leader from whom I learned a great deal from.

There is one other important point to note about this dinner conversation.  When you sit next to the Abbot, you have access to the best beers in the room.  And naturally, out of sheer politeness, I could not refuse his offer of a giant slice of chocolate cake.

Abbot Damien & Matt Kosec


Photo Credit: Sarah Medary

Lessons in Servant Leadership - Courage in Growth - Part 3

Part 3 of a 4 part series from Lt. Matt Kosec AMCA Adjunct Partner of Criminal Justice and Public Sector Affairs, from his week of graduate studies in advanced servant leadership in a Benedictine Monastery.

“…the servant views any problem in the world as in here, inside oneself, not out there. And if a flaw in the world is to be remedied, to the servant the process of change starts in here, in the servant, not out there.”

-Robert K. Greenleaf




Another day, another monk.  Not unlike the other times I have spent with monks, today's interview with Brother Gene was extremely rewarding.  I have learned that once a monk takes his vows he no longer uses his birth name.  Instead, he provides a list of three Saints from which the Abbot either picks, or the Abbot can assign a different name.  While I am not familiar with the vast array of Saints, I didn't think “Gene” sounded like a Saint.  My hunch was right – Brother Gene has only been with the community for 48 days and thus he is still uses his birth name. 

I quickly realized that Brother Gene would provide wonderful insight as a newcomer, but it was made even more valuable by his experiences in his previous life.  Not long ago Gene was a high ranking official in a private corporation.  At St. Andrew's Abbey new monks are encouraged to retain their worldly possessions for the first couple stages, just in case.  Gene did not believe he could be committed with this rescue net beneath him – he gave away his $170,000 a year job, BMW 750i, 3,000 square foot house, and cashed in his entire retirement account before entering the monastery (see previous post on vow of stability!).

Although it is easy to project the concept of near-perfection upon a monk, once you spend some personal time with them you quickly discover their ease in admitting flaws and weaknesses.  A monastery is a community of imperfect individuals, and thus it is not surprising that conflicts can develop.  When I asked Gene how interpersonal conflict is handled in the monastery he courageously shared the story of a monk who was making mean and disheartening comments to him.  Clearly it hurt Gene.  He had poured his heart into the community and this individual was making him feel unwelcome, so much that he even questioned his decision to join a religious order.

Brother Gene prayed, meditated, and consulted mentors.  He described an epiphany that showed courage of heart; this situation was an opportunity to learn something about himself as well one of his brothers.  He admitted his first reaction was, “Well screw you!”  His revelation, however, was that this was an opportunity to learn about himself.  He took personal responsibility for the situation and discovered that while it was uncomfortable and hurtful, the individual's comments revealed a flaw within himself.  He stated it was an opportunity to become more whole.  Additionally, he viewed it as an opportunity to love his brother more deeply.  He consulted with other monks who better helped him understand this particular peer.  He feels as though he grew and become a better individual through this communal experience.

The servant leader views every problem in the world as beginning within themselves.  What can I do to better this situation or problem?  If I am in fact imperfect, then what flaw does this situation reveal about myself and in what ways can I grow?  It takes courage to move past emotional reactions and towards forgiveness.  As Brother Gene discovered, it can take time, mentorship from respected leaders and counselors, and careful self-reflection.  It also takes humility to understand that admitting a flaw does not compromise your position or status in the world.  If anything, it makes you a more complete individual and member of the community.  Brother Gene's humility in handling this situation is a model for any individual on the lifelong journey of servant leadership.

As a new member, one of Brother Gene's responsibilities is to ring the bell that notifies the community of worship services five times daily. Yes, that is ear protection he is wearing!


Photo Credit: Sarah Medary

Lessons in Servant Leadership - Vow of Stability - Part 2

Part 2 of a 4 part series from Lt. Matt Kosec AMCA Adjunct Partner of Criminal Justice and Public Sector Affairs, from his week of graduate studies in advanced servant leadership in a Benedictine Monastery.

“…the only authority deserving one’s allegiance is that which is freely and knowingly granted by the led to the leader in response to, and in proportion to, the clearly evident servant stature of the leader.”

-Robert K. Greenleaf


Day two of experiential learning at St. Andrew's Abbey, a Benedictine monastery, has been filled with more discovery of the unique relationship between the individual and community.  It is a rare situation when an individual can successfully live in solitude.  The earliest monks fled the city and lived alone in  caves.  While these conditions would seem to nurture self-discovery, it actually led many of them to “monk-rage,” a condition of insanity.  During my days at this abbey I have not seen monk-rage, although one monk got pretty mad when one of my classmates dropped and broke a ceramic gift.

The Benedictines learned long ago that organizational mission is much easier to accomplish in community.  However, community is not built by merely placing individuals together.  The foundation of Benedictine community is a “vow of stability.”  This is the commitment a monk makes not to God (that would have already been addressed to make it to this stage), but to the community of fellow monks.  It is a commitment that says, “I am staying here until I die, I will not leave when times get tough, I am here for the long term.”  One of the instructors this morning, Michael Carey Ph. D, suggested that relationships are difficult to build if we are constantly worried about the other party leaving or backing out of the agreement.  Thus, when a monk wrongs another they understand that eventually it must be dealt with.  Much to my surprise, yes, monks wrong each other.  While I was expecting a much more gentle explanation, Father Isaac told me this morning, “Monks can be assholes, too.”  Underlying the forgiveness is a trust in the vow to one another.

In my organization, the Carrollton Police Department, officers do not make a lifelong oath to the organization.  They do, however, take an oath in which they commit to protecting the community and making personal sacrifices.  This oath is not unlike the Benedictine vow of stability.  But how does this apply to an organizational sense?  It seems unreasonable for an organization to ask for a lifetime commitment, right?

What I have come to understand is that while an organization cannot ask for a lifetime vow, the leaders of an organization can ask for a here-and-now commitment.  It is not an unreasonable request of employees to be honest, transparent, and committed to the mission of the organization - today.  Good leaders do this, but it is often with mixed results.  Why do employees sometimes fail to fully commit?  I believe it is often because the organization, or the formal leadership of the organization, fails to uphold their part of the vow of stability.  It is unreasonable to ask for such a lofty commitment from an employee when the organization does not proving an equal commitment of stability.

In Saint Benedict's Rule the Abbot is the highest official of the monastery.  Benedict is clear the Abbot has absolute authority in managing the monastery.  However, he is careful to tell the Abbot this power should be used in moderation and cautiously.  Most importantly, the Abbot is reminded that he is to provide for all of the needs of the monks, leaving them with no unreasonable want.  The logic, according to Benedict, is that if the monks' needs are met they will be able to focus on the mission of the organization.  Thus, while Benedictine monasticism does require a vow of stability from the monk, the organization also makes a reciprocal and equally important commitment.

To the servant leader this should sound like a familiar concept.  Like the Abbot of the monastery, the servant leader understands that he or she must strive to always help their constituents become, as Greenleaf said, freer, wiser, and more autonomous.  The would-be servant leader who finds themselves as a manger or CEO of a modern organization may not be able to provide for all the wants and needs of their employees.  Shrinking budgets and shareholder expectations often make this impossible.  However, this does not mean the leader cannot make a commitment to the employee to always have them in the forefront of mind.  Vows are built on trust, and trust is earned.  Only then can the leader reasonably expect their constituent to join them in a vow of stability.

A monk’s vow of stability includes burial in the St. Andrew’s Abbey Cemetery.

Lessons in Servant Leadership from a Monk - Part 1

Part 1 of a 4 part series from Lt. Matt Kosec AMCA Adjunct Partner of Criminal Justice and Public Sector Affairs, from his week of graduate studies in advanced servant leadership in a Benedictine Monastery.


“…only a true natural servant automatically responds to any problem by listening first…The best test of whether we are communicating at this depth is to ask ourselves first: Are we really listening?”

-Robert K. Greenleaf


One of the major advantages of being a graduate student is the freedom of new experiences in the name of one's studies.  This advantage is even more pronounced in the Gonzaga University Masters of Arts in Organizational Leadership program.  Stuffy classrooms saturated with dry lecture from a Ph. D. who has not seen the inner workings of an organization for thirty years have been replaced with one week retreats at a working monastery in California.  And now you ask, “What?!  A monastery?”

I am writing from St. Andrew's Abbey in Valyermo, California.  “In” is used very loosely – I find myself in the high desert far from civilization.  I may be away from the towns and cities we disingenuously call “communities,” but I am right in the middle of a healthy (albeit imperfect) community.

The course is called “Leadership and Community.”  The purpose of the course is to examine, “the dynamics of the development of the self within the context of community, as developed by Benedict of Nursia in the 6^th century and practiced by Benedictine monasteries in the 21^st century.”  The goal is to understand how a guiding document written over 1,500 years ago provides the foundation for healthy community.  More importantly, I am to take my monastic experience and learn how I can apply it to life in a secular organization.

I had a hard time seeing this application at 6:00AM as I observed the monks chanting at “Vigils.”  The 7:30AM “Lauds” did not provide any more clarity.  Had I given up my entire week for an experience that is too abstract for a non-Catholic to understand?  And then I met Brother Bede.  Brother Bede is one year into his initial three year commitment (its a life commitment at the next stage).  In my profession he would be called a “rookie.”  Brother Bede's wisdom, however, far exceeds his 33 years of age.  I took part in a one hour question and answer and then was privileged to work in the monastery library with him.  I would have thought it impossible to learn so much about the relationship between an individual and a community in such a short time from only one man.  I was proved wrong.

Brother Bede started by explaining his opinion that in the pursuit of one primary goal many other things of greatness can be accomplished.  It is critical, however, to never forget the primary goal.  For Brother Bede and his fellow monks the primary goal is a spiritual relationship, but so many other appreciable things have come from monastic life.  I was quick to point out my favorite monastic by-product of salvation - beer brewed by monks.  The message is that leaders must never lose focus of their primary goal, but also be able to appreciate the accomplishments of the journey along the way.

Brother Bede pointed out that the first word in Saint Benedict's rule is “Listen,” standing on its own.  He reminded us that in Benedict's time economy of words were important due to inaccessibility of paper.  Bede explained how he has learned to “listen to life.”  He recognized that in his previous life he did not have many true discussions with others, instead calling them “mutual interruptions.”  He advocated a “listening attitude” to life.  When value is placed on words and we break through the constant bombardment of wasted words, wisdom is found.  Robert Greenleaf described this as the servant leader's aspiration to always “listen first.”  Last night the “grand silence” started at around 9:00 PM; no talking is allowed at the monastery until after breakfast the next day.  It was definitely awkward, but as soon as I was allowed to talk I began to better appreciate the economy of words, and I felt more purposeful in making the words meaningful.  Could you imagine an organization that was founded on such purposeful and mindful communication?

It is easy to be lulled into the perception that the monastic community of St. Andrew's Abbey is perfect.  Brother Bede was careful to point out that it was not.  What was important, however, is that the organization continues to evolve and grow better. Sometimes this comes with pain and suffering.  The struggle is to find what principles cannot be sacrificed (for the monk, their relationship with God), and which need to evolve for the health of the community.  For example, Saint Benedict advocated infrequent bathing, a vegetarian diet, and the constant wearing of the monk's habit.  All of these areas have evolved, and while Brother Bede noted there exists debate in the community, he noted that debate was a result of growth.  It makes me wonder what areas in my organization are sacred and shall never be sacrificed, but which one's need to evolve for the welfare of the community and to help members of the organization better accomplish that which is sacred.

I thought I would have to struggle to translate the monastic vision of a community into the organizational sense.  Brother Bede shattered that perception and laid it out before my eyes.  I look forward to continuing to learn from the wisdom of an organization that is over 1,500 years old.  Oh, and by the way, monastic chocolate cake is phenomenal!

Lt. Matt Kosec



The Reflection Pond of St. Andrew’s Abbey



The Application of Servant Leadership Requires Sacrifice, Humily, and Service

AMCA and Luminant Comanche Peak Nuclear Power Plant have been partnering together to build a culture of Servant Leadership since 1990.  Kurt Schultz, an employee at CPNPP, recently sent us an excellent definition of servant leadership in a short paper his 15 year old son, C/Sgt Steven Schultz, wrote about the role that service and sacrifice play in leadership.  Sometimes the voice of the very young brings profound wisdom to those who listen.

The Philosophy and Ethos are the mindset of the Advanced Training Squadron.  The Philosophy and the Ethos are two separate, but similar documents that work together to promote a common purpose.  The Philosophy and the Ethos (hereafter referred to as Philosophy) are a mindset not only of leadership, but also of followership, stressing attributes such as sacrifice, humility, and servitude. 

One of the points that really stood out to me was how much the Philosophy stressed sacrifice as a leadership trait (or attribute).  In almost every passage of the Philosophy, sacrifice played a large role.  You sacrifice your time to help a younger cadet.   You sacrifice your individuality by submitting to rules and holding yourself to the same standards as your cadets.   Finally, you sacrifice your pride by accepting graciously the hardest, least desirable jobs, especially when you could choose to delegate them.    

The Philosophy also stressed the importance of humility and servitude in a leadership position.   The Philosophy clearly states that leadership is serving the follower.  This philosophy of servitude relates back to sacrifice in that you must be ready and willing at all times to give up your privileges and personal comfort for the benefit of those you command.  My understanding of humility, in regard to leadership and sacrifice, is being selfless enough to respect and obey your superiors while at the same time remaining humble enough to not command your subordinates like a diabolical dictator.  

The Philosophy is all of these traits - sacrifice, humility, servitude, and more - rolled into one: Leadership.  The Philosophy is not leadership, nor can it make you a leader; it specifically states that.  However, an understanding of the Philosophy and the ideals contained within it can help to smooth the transition between knowledge of leadership and application of leadership.

C/TSgt Steven C. Schultz

Steven is a member of the Civil Air Patrol 441st Composite Squadron in Granbury, TX.

The Civil Air Patrol is a volunteer organization that is an auxilliary of the US Air Force.

For more information about the Civil Air Patrol, click here: http://en.wikipedia.org/wiki/Civil_Air_Patrol

Issom Willis, 24 years of Extraordinary Customer Service for SWA

Since I first began flying SWA in and out of Lovefield, I’ve noticed the Extraordinary enthusiasm and ‘can do‘spirit of skycaps at SWA.  One who immediately won my heart over and over is Issom Willis who proudly welcomes Customers at Lovefield baggage curbside check in.  But what he does is just the way Southwest teaches all their Employees to serve Customers. Warrior Spirit, Leading with a Servant’s Heart and Fun-Luving Attitude defines the spirit of SWA.

Many years ago I was traveling with a large brown cardboard box of books that had been rained on while waiting to be loaded into the belly of the plane. As it comes off the conveyor belt, my box had come apart at all the seams with books spilling out everywhere.

Issom sprang into action. Out of nowhere he appeared with a large roll of strapping tape and helped gather up all 48 books. Carefully he re-taped my box and helped tuck each book back into place saving me several hundred dollars in precious inventory.

When I offered him a tip, he refused, assuring me that he was only doing his job. “We hope you will come back every chance you get and fly Southwest. And I’ll be here eager to assist you!”

That was many years ago. I can’t tell you how frequently Issom goes the extra mile. I can tell you that he’s won a special place in my heart and Customer loyalty to SWA that won’t quit!

Southwest Airlines Goes All Out for Halloween: Tom and Renee Earned a Standing Ovation

Three tired travelers raced to gate 43 at Houston Hobby Airport, hoping to fly home on standby. Two Southwest Airline Gate Agents, Renee and Tom, decked out in festive T-Shirts quickly and efficiently found three open seats and "cackled" gleefully, knowing they had just won our hearts with great Customer Service!

Thanks to skycap, Ozzie, and flying Business Select (great deal! Only costing a few dollars more) we were able to zip through security, catch an earlier flight and arrive home an hour and a half early! Now that’s Spooky Spectacular Service!

Every Halloween SWA goes all out with gate agents decorating gates and wearing really creative costumes on Halloween. Check out the haunted forest and Halloween space aliens at two gates at Hobby. They really know how to keep you laughing and entertained while flying safely on SWA. Great job by a great team!

The Calling of a Servant’s Heart

For most police officers or fire fighters their badge number is something they will always remember and cherish.  Organizations assign numerous employee or payroll numbers, but none hold the significance of a badge number.  In most cases it is a connotation of seniority; or a reminder for the new officer the lack thereof.  Regardless, the badge number represents far more than a mere personal identifier.

Officer Rutherford

Officer Wes Rutherford, one of two Personnel Officers of the Carrollton Police Department, plays many roles in recruiting, interviewing, and hiring new officers. He performs the technical aspect of assigning badge numbers to new officers.  Numbers are sequentially assigned upon hire.  During 2010 the Department crossed the threshold into the 900 series of badge numbers.  Wes demonstrated foresight when he realized that badge number 911 would have the potential to be much more symbolic beyond the new officer to whom it would be assigned.  As he imagined what it would be like to wear Badge 911, Wes realized that it was an opportunity to uniquely honor the fallen police, fire, and other first responders of the September 11, 2001 terrorist attacks in New York City.

Wes immediately presented his case to the Chief of Police to not issue Badge 911.  Instead, the badge would be retired – never to be worn by a Carrollton Police Officer – in memory of those who gave their lives in service to others on that unforgettable day.  Chief Rex Redden recognized this was an excellent opportunity to, “honor the first responders who lost their lives during the response to 9-11 and to serve as a reminder to future officers that this job requires sacrifices, possibly even the ultimate one in the service of our community.”

Badge 911

Wes quietly ordered a beautiful display box and plaque built for the badge.  There was no pomp and circumstance to retire the badge.  Wes simply carried the display box into the Carrollton Police Department and personnel began to see it.  Not only were officers amazed at the beauty of both the display and the gesture, but undoubtedly it helped them to think about the badge they wear.  It is a reminder they have chosen to be one of the most visible servants of the community.  They also realize that while it is unlikely, they may be called someday to run towards certain death while others are running away.  Just like retired Badge 911 that is proudly displayed in the Carrollton Police Department lobby, each officer’s badge number stands a symbol of a servant’s heart that has guided them to their calling.  

What is your servant’s heart telling you?

Please feel free to stop by the Carrollton Police Department, located at 2025 E. Jackson Road, Carrollton, Texas to see Badge 911 proudly displayed.  While you are there, thank Officer Rutherford for reminding the officers of the Carrollton Police Department of exactly what it means to put on that badge each and every day. 

- Lt. Matt Kosec

Energy Memories and the State Fair of Texas

One of my favorite learning activities we do in our You Don't Have to Go Home from Work Exhausted! workshop is to recall favorite moments in your life and use these as reference points to create new energy. Sometimes, Ann will lead participants in an imaging exercise recalling favorite ways we played as children; other times we will talk about fun things you can do in 2-5 minutes, on weekday evenings, while commuting, or making a mini-vacation out of every weekend. And what is really fun is to combine these two concepts and do something now as an energy break that was fun for you as a kid.

During October, one of my favorite memories from childhood was getting a day off from school, riding the bus, and going to the State Fair of Texas. My mom grew up in the neighborhood around Fair Park. My Dad's favorite moment was traveling to the State Fair from Gatesville, Texas during the Centennial and tasting a hamburger for the first time (at 9:00 AM in the morning!). While in elementary school, I entered some oil paintings in the Arts and Crafts Competition and won a giant blue ribbon. And, then...of course...there is the decadent food...Fletcher's Corny Dogs, Funnel Cakes, Jack's French Fries, Turkey Legs, and anything and everything that can be fried. This year’s specialties include fried s’mores, fried Fritos pie, and fried margaritas...just to name a few.

This will be the first year that we head out to the fair without my mom.  In previous years, we would make a short visit of a few hours to relive a few memories. We would find a great place to sit and do some people watching, taste a few decadent treats, see the new car prototypes, look at the proud winners of the jelly and preserve competition, and watch kiddos try to win a stuffed animal on the Midway. This was one of our favorite family times of the year... reliving a few memories for two generations of childhood fun.

Reliving favorite memories works.  Although there may be a brief moment of sadness this year, the great times we had together will bring joy and energy to our lives.  One of the wonderful advantages of having moved downtown is that we can easily take the train to the fairgrounds.  While we will likely pass up the fried beer this year, it is very likely that we will split a funnel cake in someone’s honor!

- Duane Trammell

Our Last Conversation With Someone

When we learn that someone close to us has just lost a parent, one can struggle to know what to do or say. There are all the obvious things, “I’m so sorry. How can I help? Please go be with your family. We will cover for you at work.” And of course, going to be with the friend during the family evening and at the funeral is an appreciated way to support.
Recently, I was visiting a new client, Bridgeway Capital Management, Inc. in Houston, and at dinner the COO suddenly glanced down at his iPhone and shared the news that a Partner had just lost her mother.

The next day was Partner Day and a special Partner meeting.  It was obvious that many things were being done quietly to support the Partner and her family but then a very inspiring thing happened. Mike Mulcahy, the COO, talked about the sudden loss and how important it is that we take time to stay current with our loved ones. He invited each of us to go to our office over lunch and call our parents or another person special to us to tell them how much we appreciate and love them or whatever we would want them to know if this were our last  conversation.
    
People scattered to their offices over lunch and as the meeting reconvened, John Montgomery, chairman and founder, asked for stories. Who did we call? Would we like to share? How many reached a parent? Left a message?
   
The stories shared were very moving as several told about reaching an elderly parent or grandparent to say how much they appreciated years of sacrifice and support.  One person mentioned how easy it is to stay busy and even connected yet we may not say the things we would want to have said if this were our last conversation in this lifetime.
    
I was blown away that a financial management firm had such inspiring values, putting families first.
   
It’s one thing to say we believe in putting families first.  It is another to see a company whose behavior is truly aligned with these values.
“Love is the only emotion known to enhance intelligence.”
Humberto Maturano – Chilean biologist & philosopher

“Test for servant leadership…Do those served grow as persons; do they, while being served,     become healthier, wiser, freer, more autonomous, more likely themselves to become servant?      And what is the effect on the least privileged in society; will they benefit, or, at least, will they not     be further deprived?”

Welcoming Feedback as a Gift: The Joys of Fresh Bear Poop and a Throne Room a Hike Away!

A friend and Client, Steve Smith, Plant Manager at CPNPP, said, “If you don’t welcome feedback as a gift, maybe that’s because you don’t get very much feedback. And maybe that’s because you choose to think of it as criticism and take it personally.”

I thought this was very perceptive of him to see it as a system, one piece influencing the other.  He went on to say, “We can’t grow as fast or as effectively without honest feedback.  So, even when it may be hard to hear, it’s really a gift.  Someone cares enough to help us know where and how we can do better or improve. 

Recently my husband, Larry and I went on vacation escaping from the 100+ degree days in Dallas to the cool mountain air of Colorado.  My son and I had rented a remote cabin at 11,000 feet just outside Telluride.  It was in a scenic area away from tourist in a high alpine meadow.  We thought we had the perfect answer for an extended family of eight, several of whom loved to backpack and cap in the remote wilderness and a few who preferred the comforts of a warm bed and kitchen rather than a bedroll, campfire, and tent. 

The cabin was a beautiful log cabin with pot belly stoves and great views.  But there was no electricity, only solar lights and an outhouse you had to hike to.  This meant that in the middle of the night if you got a biological urge, you had to either find a flashlight and wonder out where fresh bear poop had been spotted and hope to not bump into something hungry.  Or you could use a “Honey bucket” and empty it the next by logs --- for four hours of stirring a huge tub of mossy green spring water!  Well there was a great view and lots of wild flowers….and large mountain mosquitoes!

The first night it was dark as pitch at 8:30pm and I heard the familiar voice of my beloved provide some feedback which I didn’t receive as a gift.  “Ann, is this your idea of a bad joke?”  I confess that at that moment I was so focused on my intent, which was to find a creative solution to please each family member, that I heard his feedback not as a gift but as unfair criticism.  Then I began to reflect on the skills we teach in conflict resolution.  The first is Active Listening, which sounds like this.  “So, the accommodations here fall way short of your expectations and you are horrified about being stranded in such a primitive situation for five days.  Am I hearing you right?” 

I could sense him letting go of some of his anger as he realized that I understood how frustrated he was with me and the whole situation.  Next I worked to establish mutual goals.  “We both want quality time with our children and grandchildren, we want to relax and be in a situation where everyone has something to enjoy and we want to be good sports even in a less than perfect situation.  Would you agree?”  It took sleeping on it to get this far.  But by the next morning he had shifted from: “I’m out of here on Monday“, to considering staying the whole five days. 

The gift of his feedback was to help me realize that my assumptions of thinking I could judge what would please each person were seriously flawed.  And even though I thought I had shared all the information from on line, in truth I probably described it over dinner when he was not fully tuned in.  So maybe we both owned some of the problem yet I needed to stay focused on what I could take away as a valuable lessons learned.  And that is that I am challenged to welcome all feedback as a gift.  I still easily fall into my victim mode, choosing to feel unappreciated and hurt.  Attitude is a choice and I am the one who loses the most when I fall back into old, negative habits.  This awareness is a profound gift.  And only the courage to recognize my patterns and make better choices will transform my future.

A TRUE STORY OF PROBLEMS BECOMING OPPORTUNITIES: Stones into Schools

Several Saturdays ago, my husband, Larry, and I went to hear Greg Mortenson, the mountaineer who wrote Three Cups of Team and Stones in Schools.  Greg told his story of losing his way in the mountains and being rescued by his Sherpa and a remote village in the Himalayas.  And then promising to find a way to build a school for the girls of this remote village.

Over the past 16 years, Greg has learned of the healing power of female literacy.  "When you teach a boy, you educate an individual.  When you teach a girl, you educate a community."  Not only do girls go home and teach their mothers, they also go on to become teachers, doctors, attorneys, and engineers.

We learn that the population explosion is linked to female literacy.  As women are educated, infant mortality decreased significantly.  And as women can be confident that their children will live past age 5, they choose to have fewer children (from 7 or 8 to 2.3 per woman).

Not only can we address the complex problems of women dying in child birth, infant mortality and controlling world population.  Another fascinating link is to jihad and suicide bombers.  In the Muslim culture a son must get the blessing of his mother before doing jihad.  Rarely will and educated mother give her permission because she knows the Koran forbids murder and suicide.  It seems that the Taliban depends on illiteracy to control the minds of the people.  And as schools are being built in the most remote areas of Afghanistan and Pakistan, the Taliban is finding it more and more difficult to recruit followers.

This is an engaging story of servant leadership, working through trust, teamwork, and local leaders.  The village donates the land and the labor to build each school.  Central Asia Institute (CAI), the non-profit founded by Greg Mortenson, then funds the resources.

It is very encouraging to learn that Three Cups of Team, Mortenson's first book, is now required reading for all US military heading for Iraq or Afghanistan.  Learning and respecting the culture, earning trust, and working with local people has become the new strategy to establish a sustainable peace in this region.  "Drink one cup of team and we are strangers, two and we are friends, three and we are family."

Again and again, as the stories are told, each problem becomes a surprising opportunity.  Greg tells how a child in the elementary school where his mother was the principal, offered all in hi piggy bank to help the children in Afghanistan.  And from that, now 400+ schools now participate.  Pennies for Peace is a program to introduce children to the opportunity to become a philanthropist on behalf of others.

I strongly recommend these book as a fascinating way to learn about the history and complex cultures of this region as well as a very practical true story as t why servant leadership is such an effective form of leadership.  These books will inspire you, delight you, and fill your heart with hope that together we can replace war with lasting peace.

Liberating Myself from Toxic Thinking & Habits

I was reflecting on my gardening and how much joy it brings to me when I do it and when I walk in my garden or simply viewing it from afar. It nurtures my creative spirit. I want to do more.

I love to harvest vegetables and herbs to eat from our garden. And I love to cut flowers to enjoy inside at my desk or to give to others.

I noticed that my list making for the weekend is an HBDI thing. I enjoy gathering all the possibilities and then doing as many as I can. I have to be careful or I will set myself up to fail by assuming that I have to complete everything on the list. These are options, not “have to’s.” There is a very big difference!

The mental energy from a “have to” can be very oppressive and I can create an oppressive mindset that contaminates my joy. I have learned to simply notice and to liberate my spirit by remembering that everything is a “get to.” The only thing I have to do is die. Everything else is a choice, especially my attitude.

TRIPLE BOTTOM LINE

Leaders have a powerful opportunity to transform the results of their businesses and win a high new level of ownership and loyalty from Employees and Customers by replacing the traditional single bottom line accounting to a triple bottom line. A triple bottom line balances profitability, people (how Employees, Customers, vendors, supplies, and people in the community are treated) and planet (responsibility for the environment).

A pace-setting example of this is Southwest Airlines, a company who has long been known for being a great place to enjoy an inspiring career and team with highly motivated and supportive people. Warrior spirit, leading with a servant’s heart and fun-loving attitude define the spirit of Southwest. And in the last few years, they have added serious environmental stewardship to the list.

In the April, 2010, Spirit Magazine, Gary Kelly tells about new initiatives coming from their “Employee-led Green Team, which is striving to put a green filter on business decisions and improve our operations.” They are announcing their Green Plane which is part of their Next Generation initiative to encourage their industry to think green and support innovation to lower greenhouse gas emissions and fuel consumption by 6-15 percent. This new plane is testing new materials and design to decrease weight per seat, increase wear and reduce waste sent to landfills.

When companies begin to do this well, they get a bounce from a triple bottom line to a triple TOP line as Employees, Customers, vendors and people everywhere feel inspired to support doing the right for our natural environment. Thanks, SWA, for inspiring your industry to do the right thing and find environmentally friendly ways to provide air transportation. We are proud of own Southwest stock and be your loyal customers.
Note: Southwest has long had a tradition of capitalizing People, Employees and Customers as a way to show respect.

More information about SWA's green plane can be found  here.

Contagious Acts of Kindness: Servant Leadership at 7 AM

             Cynthia Watson, one of the executive leaders in our Virtual Servant Leadership Learning Community, shared a story of a morning recently when she was feeling very peaceful while in line at Starbucks when a person stepped in front of her. Not wanting to confront the person, she continued to enjoy her state of being at peace with the world.

            When it was her turn to order coffee, the barista told her that her order was already paid. Surprised by this, when Cynthia asked by whom, the barista told her by the person ahead of her.  He confessed that he had broken in line rushing to another appointment and she graciously said nothing. He wanted to thank her by paying for her order.

            She noted how contagious a simple act of kindness can be. This is another trait of service through personal genius. Hospitality, creativity, being at peace with the world, making space for others and affirming them and their needs are all opportunities to make a difference.

*FYI – Liberty Mutual runs the series of commercials where people help out one another.  Most of the commercials show someone observing people helping each other and then the observer helps someone else.  It is interesting because it isn’t a direct chain and emphasizes that one never knows where the ripples of one’s actions (positive or negative) will go.  So what will you choose to do today to plant the seed of compassion, empathy and nurturing the best in those around you.  This certainly seems to validate the quote from Mahatma Gandhi, “We must be the change we want to see in the world.”

Sustaining Voice from Maui on a Long, Lonely Drive through a Snow Storm

Yesterday in our Virtual Servant Leadership Learning Community (VSLLC) call we were focusing on discovering and growing personal genius. There were two stories that caught my attention.

John Lochner told of being in Maui in December, enjoying time with his wife, when he got a call that a very special close friend had died unexpectedly. Then he learned that the friend’s son was driving four hours through a snow storm to get back to support his mother and help with funeral arrangements. What a long, lonely drive!

So John called the son and was with him by phone for most of the trip. When the son was approaching his home he said to John, “You have been a special friend in my father’s life. I’ve heard him speak of you many times. Would you now be my friend?”

What a gift for John to be invited to extend the special relationship he had enjoyed with his friend by now growing close to his friend’s son. Most of us can remember a time especially around a death when we feel so helpless. We want to support yet can’t find the words and are just not sure what to do or how to express our deep feelings of sadness and loss. What touched me so deeply about this story was the creative way John reached out to “be there” for the son. By checking in by phone several times on this long and lonely trip, John was able to connect at a deep level with a young man facing a major life transition. And I know John to be an extraordinary friend and servant leader.

Our work on this call was to explore our personal genius at a deeper level. Just what are those special gifts and what do they ask of us? As each person told their story the rest of us could see so clearly not only the gifts in the story but how they exemplified so much about the story teller. Often the story teller would say something like, “but it was only what any caring person would do.” Our special gifts may seem ordinary to us but when they emerge we experience something extraordinary. Having the courage to live into this special gift is how we can each give back to others.

NOTE: John Lochner is a successful entrepreneur who now is creatively putting together a cluster of businesses which will have in common a culture of servant leadership. His goal is to bring together a learning community of businesses so they can thrive on not only the vigor of internal trust generated by servant leadership (growing, inspiring and appreciating Employees so they can own and grow the business), but also create a synergistic community with leaders supporting leaders.

Lessons Learned from My Frequent Practice of Plus/Delta (Part 2)

At the end of all my coaching calls and personal interviews I make it a practice to invite feedback. As I’ve already noted in the previous blog, this practice is most valuable and how I keep growing as a professional...Here are some of the amazing things I have learned that I would have walked right past without this consistent feedback coming from many very different gifted professional leaders.

1. The single most frequent feedback I receive when I request candid feedback on my coaching is that others benefit from the way I listen with both my heart and my mind. (deep, respectful listening) Since 1990 I have been practicing what is called Active Listening. This means to rephrase what you hear mirroring back both fact and feelings to see how accurately you understand the person’s true meaning. So often I am told that I am articulating the speaker’s meaning better than they were able and this has helped them to hear themselves. And other times I learn that I am missing their point and they take another crack at communicating their message.

2. The second most named benefit is to be a safe listener. “Providing a safe place to sort through my feelings and concerns without advice or judgment is very important and helpful.” I have learned never to offer advice. It is far more valuable to learn to ask open ended questions so the person can discover their own answers. I may suggest options but always in the spirit of reminding the person that they will know what is best and to listen first to their intuition. If your intuition responds confidently, then consider the idea. If one’s intuition balks, honor intuition and don’t pursue the idea.

3. The third is helping a person hear, honor and trust their own inner voice and intuition. I can typically help the person hear their own wisdom and sense of which direction to go or not go. If I can help them learn to trust and listen to their own inner wisdom, it will always be there for them and only grow stronger. If I play expert, I encourage dependence on the expert and cripple the person I am seeking to support.

4. The fourth has helped me recognize my gifts as a vulnerable story teller. I often share a personal story, not as an answer but rather as a way of encouraging permission to recognize and forgive the kinds of flaws we all have. To forgive ourselves and others and see mistakes and tragedy as a teacher and opportunity. I seem to do this best by revealing the many really painful, often tragic dimensions of my own life. At this point I realize that every loss has been a valuable teacher and gift in ways I couldn’t discover without first letting go of my anger and victim response. But once I did, I began to see that every loss prepared me for something greater.

There was a time when I was a bit anxious as I waited, fearful of what I might hear. Now I eagerly anticipate whatever is offered. There is no way it can’t be a gift. Worst case scenario I hear that I did badly and have lost trust with my Client. But wouldn’t I rather know this early when I can ask clarifying questions and apologize? I can remember at least one occasion when asking for feedback saved the relationship. I hadn’t realized the poor timing of the call and a heart breaking tragedy that had just been experienced. By asking, I learned that the unthinkable had happened. And I could not only be a safe, empathetic listener but this reaching out on my part earned the trust of a friend and Client for life!

PLUS/DELTA Feedback: A Breakthrough Tool for Personal Growth as a Leader (part 1)

One of the most interesting parts of my work is having the pleasure of doing a great deal of phone coaching and many years ago I began to set aside the last five minutes of a call to invite feedback for me. At the end of the hour I would ask, “I want to keep growing and improving the ways I support you and your growth. Can you help me understand what added value to this time together?” (PLUS) and “Where and how can I improve as a coach?” (DELTA) This has become a very valuable skill to encourage two-way learning. What I hear in that five minutes has transformed how I listen and coach.

By asking this question several times a day and to hundreds of people, I have discovered many benefits.
1. Trends appear that I cannot deny.
2. I’ve learned to tailor my style to each individual.
3. The person being mentored begins to take more ownership for change and begins to be more directive in other parts of the call.
4. I model Robert K. Greenleaf’s insight, that a true servant leader looks inside to bring change rather than outside to change others. And as we work on changing ourselves, our attitudes and short comings, others, through inspiration, begin to choose to change themselves.

The hardest PLUS/DELTA has been with my family. Yet not one piece of feedback has failed to be a special opportunity for growth and transformation. It does take courage and a good sense of humor! One of my funniest moments was when I asked my then 13 year-old step daughter what I could do to make her feel a sense of joy when she opened the front door at the end of a school day. ( A bit of background might help. Her mother had died unexpectedly 16 months previous and we both were struggling to create a trusting relationship.) Without missing a beat she responded, “Drop dead!” Well, that was a bit more than I was prepared for, so I asked for something easier for starters She then offered, “Don’t speak to me until dinner time.” That was even harder. I wouldn’t be able to say, Have you done your homework? Don’t drop your school books there. You need to practice the piano before dinner….all those important messages teenagers love to hear! But I gave it my best shot. After four weeks of not meeting the goal well (I had only managed 3 evenings with the results she sought-! And then, only because I had gone outside to garden or literally gone somewhere in the car) still, she was willing to celebrate with me. We announced my achievement at dinner with a special dessert to make the milestone.

To my amazement, as we were loading the dishwasher after dinner, she asked me what she might do to make my afternoons more pleasant. “I’m sure you aren’t too thrilled to see me after school. What can I do to make you glad I’m home?”

I said something like, “Oh no, I’m always glad to see you.” (Which wasn’t nearly as truthful as she had been.) But then I continued, “You and your father have an agreement that you will practice the piano each afternoon or else you have to pay for your piano lesson.” (And I was the observer to report whether she had or hadn’t honored her promise, not a good way to do it I’ll admit.) “What would make me the happiest would be for you to practice the piano sometime before dinner each evening so I could enjoy your music and share a positive report with your father.”

To my amazement she went right to the piano and practiced…and never missed an evening after that. I learned great humility and the power of changing myself first and only myself. Then others choose to change by inspiration and of their own free will as they are ready.

A Radical & Creative Shift: Transforming “Work” into Calling!

I was recently inspired by a story from an incredibly gifted member of our Virtual Servant Leadership Learning Community sharing her journey as she learns to create a life with abundant, vital energy as a norm. Midge Miles is teaching from our book, You Don’t Have To Go Home From Work Exhausted, and challenging herself to be a positive role model of what she is teaching. She is also daring to live calling by moving from the corporate leadership position she has held for decades to create her own business, www.thestoriedorganization. She entered our Virtual Servant Leadership Learning Community, with full support and funding from her corporate organization while making the transition - because she is so valued as a leader in the Fond du Lac community. Her story brought up these recent reflections for me.


Several years ago I decided that I would no longer work. If it was work, I wouldn't do it. As I "woke up" and emancipated myself from my oppressive self talk, it was astounding what happened. If the kitchen was a mess and I thought of it as work, I would turn away. And then I would think to myself, "but I love a clean, orderly kitchen." "Then perhaps you would enjoy bringing order to your kitchen" I would think quietly. And this was true. As I returned to clean my kitchen, I began to discover work as meditation, work as joy, work as purpose, work as bringing gifts into my life and the lives of others.
Day by day I would rethink my choices. And simply by reframing how I saw my life and each choice within it, everything began to change. Chores I used to dread I now scheduled in such a creative way that I could enjoy and take meaning from each one. Burying my vegetable cuttings gave me a few moments in the compost pile to feed the worms and give thanks for nature. When I would shop for groceries I would remind myself of the abundance in my life and how many people were starving with no resources where I had many. And if I had let reports and responding to emails stack up (and feeling like a “have to”) I would remind myself that I always have a choice. I can check out permanently and paint, garden or read. But wait! I thrive on my work and all I learn from those I serve. I would starve without the challenges we face together! This realization brings fresh commitment, energy and focus to any and all “chores” that are just part of delivering extraordinary support & performance to our Partners and Clients. I may well need a refreshing time out or joy break. But bottom line, it becomes crystal clear to me that the choice to do each part of my work to the very best of my ability is a huge privilege and honor!

This morning I woke up with an exhilarated feeling of "getting" to do so many interesting, challenging and meaningful things supported by a great team of Partners and Clients. My life is overflowing with joy and possibility. And when I hit the wall (as I do) I think of it as an opportunity to reflect and learn. Did I stay in one mode too long? Did I jump into a rescue rather than honoring a person to own their own challenges? Did I internalize problems instead of framing them as opportunities and being curious about what they could teach me? Did I tell myself I had too much to do to take time to renew? Simply by reframing the stories and assumptions I tell myself in my self-talk, my energy has made an astounding shift.

I must add that I am committed to wellness and walk three times a week, practice yoga 90 minutes most days, enjoy a vegan diet, meditate, make time for prayer and visioning, plan several joy breaks into each day, evening and weekend and stay aware of my energy so I can "recover" early should I be lagging. Robert Greenleaf was a great proponent of making sure we take time to step back so we can hear our deepest wisdom and inner voice.

This has been such a healing journey for me. I discovered that I was addicted to crisis and the adrenaline that creates. I would procrastinate and rationalize until I had a last minute crunch that would cause me to spring into action. What I learned was that I was in a state of lingering burnout and only felt alive when I had a fire to fight or crisis to deal with. In essence, I learned that I was an arsonist without realizing it. I created last minute challenges because it gave me a sense of purpose I had not yet discovered by planning well ahead and pacing myself. Learning to plan, step back, ask for help, harvest mistakes, invest in fun and high trust relationships...all this is like building blocks that began to create an amazing self- actualized life. From the outside one might say that I am working long hours. What they don't know is that I am enjoying my life in ways I never thought possible. And the "work" I am doing is pure joy, a pleasure and such an honor. I get to learn and share and grow with incredible people of all ages. As we change the ways we think about our lives, our hearts, our personal history and energy shift. When Gandhi said, "We must be the change we want to see in the world" and Greenleaf said that all meaningful change begins within, I believe they were both pointing to the act of becoming grounded in faith, hope and love. From this quiet, yet powerful and high potential energy all things are possible. [Further insight into this mind shift can be found in our book, You Don’t Have to Go Home From Work Exhausted by Ann McGee-Cooper & Duane Trammell]

Culture Committee at Southwest Airlines, March, 2010

COUNT ON ME to OWN IT! is the theme for 2010 as Southwest Employees are pumped and ready to “kick tail” to stay out in front in their industry. Gary Kelly, CEO, challenged all of us in his recent Message to the Field to each bring our best self to this year as it promises to be yet another really challenging year to stay profitable with rising fuel prices.
Wednesday, Carol Haddock and I enjoyed the first of four all-day meetings with the SWA Culture Committee. This begins the 20th year we have had the honor of participating and experiencing tremendous change. For example, as a direct result of an Employee Survey two years ago, Colleen Barrett added a team of Culture Ambassadors, one for each major work group, to work full-time in support of their local culture. In all there are eight Ambassadors and they also help plan the Culture Committee Meetings.
One of the creative things they did last year was to design a Culture Passport for each of us. We get it stamped whenever we participate in a service/celebration event, such as the SWA/Ronald McDonald Dallas LUV Classic Golf Tournament to raise money for this charity, Message to the Field, appreciation events with a meal for the Maintenance Teams, packing over 3,000 goody bags to give out to the flight crew who work over Thanksgiving and Christmas holidays, etc.
They come up with a fun theme for each meeting and the 120 members are seated at tables so we meet new friends at each of the four meetings. This meeting was all about sports so there was football, baseball, volleyball, etc. We were asked to come in sports attire with T-shirts for our favorite sports team. We had members in tennis outfits and hockey gear and lots of funny stuff. One woman brought her kayaking paddle and gear. Carol came home with an official Green Bay Packer’s Cheese Head hat!
There is always a report from Kevin Krone, VP, Marketing, Sales and Distribution, and we get to see the new commercials. What is so cool is the Culture Committee is educated at each session about the complexity of the airlines business and why it is increasingly difficult to make a profit. What has always been so fascinating is that their motto and guiding principal is to “do the right thing”. So, for example, with Bags Fly Free, they are foregoing a lot of potential profit but not hassling their Customers with extra fees. And Customers obviously appreciate this. A significant number continue to switch to Southwest Airlines after experiencing being quoted a ticket price only to discover that there is an extra $120 round trip for baggage fees!
I sat at a table with two new “rookie” members of the tea, Kelly Tidwell & Tisha Hirsch, who had both worked at other airlines prior to Southwest. They both were so enthusiastic about getting to work at Southwest. One thing they both shared was the importance of Employees “self policing” to keep the culture strong. Both are flight attendants and they said they learned early that if someone on their crew was grumpy or not stepping up with a great Southwest Spirit, they would tactfully remind them that every Customer and every contact counts tremendously. If we want to keep our jobs secure we’ve got to come through with spectacular Customer Service! And that means a big smile and searching for creative ways to make every Customer glad they chose to fly SWA.
When you have this level of ownership from a majority of Employees who “get it”, you have something really special. And we can tell you that Southwest works very hard to make sure complacency doesn’t creep in.
At the end of the day we had seen several fun videos (some made on his own time by a very gifted volunteer, Bob Hurst!) We had lots of fun. Worked hard together on ideas for new, fun events for 2010. We made many new friends. And signed up to pitch in and help out with dozens of great celebrations and service events that will happen coast to coast! By keeping work fun and keeping Employees feeling appreciated and in on things, they keep the morale high for every Employee. Carol and I left really inspired and energized by the amazing spirit that keeps Southwest at the top of their industry!
Ann McGee-Cooper & Carol Haddock
P.S. If you haven’t already found it, go to www.southwest.com for more great stories about Southwest Spirit!


(This terrific video was produced by Bob Hurst, award-winning videographer for Southwest Airlines Culture Committee!)

Outliers: The Story of Success filled with insights for Servant Leadership

All of us want to succeed, want our children to succeed and enjoy being a part of the greatest possible successes…winning the Super Bowl, working at one of the Best Places to Work in America, winning a Nobel Pulitzer Prize or a gold medal in the Olympics. We are thrilled to be the best, individually and collectively. So are there ways to increase the odds for extraordinary success so that anyone can enjoy the nourishing joy of achieving bold dreams? Malcomb Gladwell, author of Outliers: The Story of Success makes a compelling case for this encouraging possibility.
In stories that will fascinate all 4 quadrants of the brain he makes a strong case for :
- why winners are typically nurtured by an extended community (the importance of building that sense of team, family, support and belonging which strengthens the immune system as well as mental and intellectual health/social I.Q.)
- the tremendous advantage of persistence and the magic of investing 10,000 hours to unleash genius.
- how problems become opportunities for those who persist and dream bold dreams
- how our ancestral back ground play a far bigger role than we may have ever thought
- the link between rice paddies and high aptitude in math, and
- some blocking assumptions in American education that will startle you.

I read all this with a keen interest, keeping in mind our work teaching Servant Leadership and growing organizations (communities) that learn. Again and again his research confirmed the work we have been doing on nurturing genius in individuals and teams. We all are given gifts of unique genius. The question is not do we possess genius but rather, will we choose to own and apply it?
The role of mentoring clearly brings keen advantages to both mentor and mentee. The act of consistently thinking on behalf of another and finding ways to communicate feedback and coaching transform the breadths and depths of daily experience.
One of the most fascinating insights is the 3 qualities of meaningful work:
• Autonomy
• Complexity
• Connection between effort and reward.
Effective servant Leaders work hard to imbed these qualities in the ways work is assigned to those they supervise.
In a chapter on the ethnic theory of plane crashes, Gladwell describes how low or high power distance impacts effective communications. When we are taught to defer to superiors and obey rather than to challenge their orders, we limit the collective intelligence with serious consequences. One example of this comes in the case of airline pilots. You can quickly realize how automatic deference to authority and being rewarded for NOT challenging decisions or assumptions extends to any supervisor/ subordinate relationship and the probability of their successful teaming.
What I found most fascinating was the consistent role of “hard work” and “long hours” as a quality of success. Yet consistently, along with this mantra of long hours was personal passion or purpose. Bold dreams fuel our lives with purpose. And whether you are loading baggage for Southwest Airlines (working to achieve unsurpassed Customer Service with zero lost or damage luggage), answering emergency 911 dispatch calls for Carrollton Police Department (in the spirit of being the first voice to help a person facing a critical crisis be immediately supported by the right service) or monitoring the control room of a nuclear power plant (in the spirit of providing safe, reliable, affordable power for families and businesses to thrive), having a purpose larger than a paycheck or personal survival is key.
I’ve always been fascinated by the quote attributed to Henry Ford, “Whether you believe you can or you can’t, you are right!” Outliers provides refreshing new insights into ways we can expand our successes and claim bold dreams for ourselves, our work places, our community and our world.

Our Choice: A Plan to Solve the Climate Crisis, a new book by Al Gore

Anybody besides me feeling a bit overwhelmed by news about our planetary crisis and the impact of pollution on air, land & water and the many other issues being reported on? If so, I strongly encourage you to buy a new book, Our Choice: A Plan to Solve the Climate Crisis and withhold judgment until you have read it. There is a fascinating chapter explaining scientifically why our brains become paralyzed by the overwhelming nature of what is happening and why we then look away in denial or despair. Yet it also shares great examples of times when we as a nation and people rose up against huge odds and achieved the impossible, again and again. It is a book filled with hope and possibility.

If you care about the health of the planet and how our current life style will impact our grandchildren and their grandchildren, (and I know each of you do) I strongly encourage you to read, Our Choice. Make it a gift to your whole family. It brings us up to date on all the issues regarding how humans are impacting the health of our planet and what we can do.

Instead of beginning at the beginning, I encourage you to start with Chapter 17, The Power of Information. It is fascinating to learn how the web and technology are rapidly changing how we think and leveraging the power of information for good and for bad. It gave me great hope and I could see choices I want to make about increasing my learning curve as a participant and user of technology.

I was glad to read every chapter as each focuses on a different aspect of our planetary crisis, including: Our Sources of Energy, Living Systems, How We Use Energy, The Obstacles We Need to Overcome and Going Far Quickly. It is very thoroughly researched and presents all sides of each issue. But by far my favorite chapter is the final chapter where the author describes two possible futures, one if we continue the status quo and remain in denial. The other is a very, very hopeful vision of what could be. And as you get to the end, you will be totally convinced that we can choose to change and save our planet. He reminds us of our greatness and how many times we have faced overwhelming threats and turned a problem into an opportunity. For example, Pearl Harbor and WWII where every man, woman & child pitched in. I was 5 years old. I helped with our victory garden, recycled tin foil, knitted squares for blankets for soldiers and saved money for Victory Bonds. The Marshall Plan brought renewed hope to all of Europe and rebuilt the infrastructure which brought economic prosperity and good will.

This nation has a history of rising up to face huge threats and finding the courage and innovation to do whatever it takes. If you long to do the right thing for future generations, please do read this book. It transformed my sense of hope and provided the background on each issue so I can make choices as an informed citizen. I am convinced that we must find our collective will and act now. If not us, who? If not now, when? We are the ones given this challenge.

Business Ethics & Servant Leadership: "Son, Stand Tall, Strong, and Proud!"

We have a special friend, Dr. Theodore Ryan, who teaches Business Ethics and Leadership (while not titled "Servant Leadership,” that is the kind of leadership Ted tries to exemplify and teach.) in the Fuqua School of Business at Duke University. Ted participated in our first Virtual Servant Leadership Learning Community in 2008. Since then we keep in close touch, sharing moments of joy as well as reflecting together unanswered challenges in our lives. Below is an excerpt from a recent email from Ted.

My class went very well. On the last day, I surprised the troops with champagne and holiday goodies, we gathered in a circle, and I toasted us to a successful, joyful and ethical life. Then all still closely gathered, I shared from my heart my hopes, challenges and prayers for them. I told them how when I was in Capetown, SA, at Nobel Square, an African mother was trying to get her young teenage son to hold still for a picture by the statue of Nelson Mandela. I asked her whether I could take the picture, and she said, yes, but, my son isn't cooperating. So, I took the camera, and said, "Son, you are standing by Nelson Mandela. Stand there so that you are worthy of him and so that he would be proud of you." He immediately stood up tall, strong and proud [and his mom wiped a tear]. I told my students that I want them to be the kind of leaders that whenever their followers think of them, whenever their followers are asked about my students' leadership, their followers will want to stand tall, strong and proud. It was a special moment. I do get frustrated and sad, sometimes, because I know that it’s like dropping the kids off at Sunday school. Many of my students are strongly influenced by the “profits only for shareholders” view of business, and by the (erroneous) view that one cannot be one’s best, full ethical self and still excel in business. (The data shows that ethical leaders and businesses actually do better, over the long haul. Surprise!) But I need to remember that I know there are many students for whom the class, and the mentoring, are transformative, just as the experience continues to be for me.

I hope this inspires you as it does me to create more moments from which the spirit of servant leadership can grow in our lives and through our actions.

Ann McGee-Cooper