Whose Interests Are You Serving?

True heroism is remarkably sober, very undramatic. It is not the urge to surpass all others at whatever cost, but the urge to serve others at whatever cost.

—Arthur Ashe

You’re the leader, it is your responsibility to lift and inspire others. But, as a leader, it is all too easy to work, day in and day out, under only the guise of doing what is in the best interest of others. Caution, who are you fooling? When push comes to shove, whose interests are you really serving?

Who’s in your charge?

As a leader, it is your responsibility to serve the interests of those in your charge. You must get really clear on who it is that you should be serving. You should be lifting those in your charge, helping them grow, and supporting them in their endeavors. If you are not serving their interests, whose are you serving?

Us vs. them

It is your responsibility, as a leader, to create win-win situations. It should never one group’s interests against another’s. There is no place for an us vs. them attitude in leadership. If you are serving the interest of one party over another, you better take a close look at whose interests you are serving.

Authenticity

The clearest test of whose interests you are serving is authenticity. If you are serving the right interests you should have nothing to hide. As a leader, you set the example. What drum are you marching too? Because that is the same drum those in your charge will follow. If you want to succeed together, you have to be authentically serving each other and each other’s interests.

It’s Not About You

Leadership is NEVER about the leader. It is about serving the interests of those in your charge; creating a win-win working environment where there is no us vs. them, and being authentic with no hidden agendas. As long as you live by the principle that “it’s not about you,” you know you will be serving the right interests.

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Dr. Liz Stincellihttp://www.stincelliadvisors.com/
LIZ is passionate about recognizing, inspiring, and igniting the leader in each of us. She focuses on helping organizations change attitudes, change communication dynamics, improve collaboration and problem-solving, engage employees, and strengthen organizational culture. Liz holds a Doctor of Management degree with an emphasis on organizational leadership. Liz offers 20+ years of pro-active operations management, problem-solving, team-building, human resources, accounting, and business administration experience in a variety of industries. She serves on the Editorial Review Board for the Independent Journal of Management and Production and the Journal of Managerial Psychology. She has also been a guest lecturer at the Bill and Vieve Gore School of Business, Westminster College.
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