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