An aspiring servant-leader is called to become a kind of neo-shaman within whatever profession they are working in; their desire to serve comes from a primal source. Like the plotline of Joseph Campbell’s hero’s journey, the future servant-leader’s ordinary world is turned upside down, and then they are called upon to venture into the underworld in order to rebalance the world. First the servant-leader becomes a pilgrim before taking on the role of healer, or put differently, they must heal themselves first before directing the energy outward to the general community. As MIT management theorist Otto Scharmer points out, “The Indo-European root of the word lead and leadership, *leith, means to go forth, to cross the threshold, or to die.”
There is another important link with shamanism: it is the default position for servant-leaders to midwife the universal energy of creation, and therefore honor that spirit. Shamans are imbued with great power and responsibility because they have the skills to enter into border worlds of nature and consciousness to retrieve elixirs of power in the service of healing. They must follow the ultimate golden rule: don’t do onto others that you would not want done to yourself, or, what goes around comes around. According to community activist Chris Maser, this requires engaging a reciprocal reality: “Reciprocity is the self-reinforcing feedback loop that either extends sustainability to or withholds it from a community and its landscape.” To serve ego and greed rather than life is the difference between being a healer and a black sorcerer. We wouldn’t apply such harsh terms to the managers of global finance, but in essence, those in the world who wield great power, especially through the mastery of electricity’s great magic and its media system, are subject to the same laws of karma as those practicing petty witchcraft.
Not surprisingly, there is a direct connection between service and spiritual enlightenment. One of the first exercises you do as Buddhist practitioner is to perform generosity. This can manifest in different ways, but when you give something to somebody you begin erasing the boundary between you and the “other.” The disconnection we normally experience with other people and nature is at the root of all our major problems - environmental, financial, political, etc. If the universe wants you to serve life, than life will respond in kind once you surrender to it. Thus, the core ethic of any servant-leader is the same as a healer: we are to serve life above all other. Naturally, then, servant-leaders ultimately also support the cause of sustainability, which is the opposite of the culture of death that manifests as our current economic system.
It is appropriate that the concept of servant-leadership is actually a bridge between ancient wisdom and modern corporate management. For example, a connection between Buddhism, which derives directly from a radical engagement with nature, and servant-leadership can be found in Herman Hesse; whose story "Journey to the East" inspired Robert Greenleaf to start the servant-leadership movement. The character of Leo, who was the guide and servant of the book’s protagonist, moved Greenleaf to rethink leadership. After the protagonist’s long search for a spiritual teacher, at the end of the story we learn that Leo was actually the leader of the order he was searching for.
Corporate leadership consultant Joseph Jaworski argues that servant-leaders first need to shift their model of the world from mechanistic thinking to one that engages “a universe that is open, dynamic, interconnected, and full of living qualities.” Next, he argues, we have to change our relationship with relationship - “the organizing principle of the universe” - in which we experience intermediate states in a network of interactions. Once committed to these principles, and a cause that serves them, then the right resources come together in a magical way that Jaworski calls “synchronicity.” This is not without its risks. Jaworski stresses that this ultimately requires cultivating a state of being, not one of doing. When ones ego or other emotional traps intervene into the process, the “flow” can alter course or cease altogether.
Such “flow” states are not easily grasped or communicated until experienced. Which makes learning and teaching servant-leadership a somewhat treacherous task, because on the one hand you want to develop a kind of space where amazing things can happen, but at the same time not be attached to peak experiences that characterize states of “grace.” Just as some meditations seem like “bad” ones, and others feel really peaceful, there is no distinction between the two on a fundamental level because in each encounter the sitter is experiencing the true nature of their mind. However, when under deadline and pushed by time constraints to complete projects with a product, it can be a strain to force “magic” to happen. Accordingly, Maser proposes, “If one, as a leader, is truly detached from the outcome, one will find equanimity to be one’s touchstone. Equanimity, the outworking of detachment, is reflected in the calm, even-tempered, and serene personality of one who is simply open to accepting what is.”
Its tempting to paraphrase an overused cliché - servant-leaders are made, not born - but there’s truth to the statement. In Buddhism it’s no secret that nothing changes without sitting on the cushion. In Buddhism one remakes their consciousness through practicing dharma, an architectural model for change, but it is something one learns through effort, testing and experience. Effective leadership comes from self-knowledge, an awareness that can come about from a variety of toolsets, with “mindfulness” being a middle way for leaders of all kinds. In "Primal Leadership", Goleman, Boyatzism and McKee point out: “Great leaders, the research shows, are made as they gradually acquire, in the course of their lives and careers, the competencies that make them so effective. The competencies can be learned by any leader, at any point.” The authors stress that such skills can be mastered through understanding cognition. One must know thyself, in particular how the mind functions during various states, be they stressful or pleasurable.
One aspect of the servant-leadership equation should be the notion of Gandhi’s concept of swaraj, which entails self-rule, self-governance, self-organization. This ties servant-leadership to social justice and deep democracy, both aspects of Buddhism and activism that have contributed to this perspective. Buddha inspires because he was the first historically known do-it-yourself educator of servant-leadership. Noah Levine said "Sid" (Siddhartha Gautama aka Buddha) was history's earliest rebel by advocating for social change through his philosophy of empowerment, both individually and within the spiritual community. Buddha went against the prevailing attitude of his time by eschewing the caste system and inviting women, criminals and the poor into the teachings. Buddha developed a user interface that is personal and open source.
In terms of relating this to leadership the Sufi teacher Pir Vilayat Inayat Khan said; “As we evolve, we’re able to transform the situation and the people around us by helping them to fulfill their purpose. Our purpose is to enlist the purpose of other people. That is really the secret of leadership.” In Greenleaf’s terms, “The best test, and most difficult to administer, is this: Do those served grow as persons?” Likewise, you can find a similar philosophy in a get rich quick book called "Secrets of the Millionaire Mind". In it T. Harv Eker says the most important ingredient for prosperity (aside from applying yourself) is that you design your business around the idea of helping others solve some kind of problem. This is not the normal kind of ethical guideline you read in a business book; in fact most ethics textbooks deal with how you should react to certain situations, not how to create a space of potential in which others can benefit, grow and fulfill their promise. But this, indeed, appears to be a common thread in the writings about servant-leadership.
Whereas Maser and Scharmer directly address leadership for the benefit of sustainable action, unfortunately management books like "Primal Leadership" or "The Difference" do not address ethics. In Buddhism, ethics and mindfulness go hand in hand. The Five Precepts is largely a guideline of morality because the path to enlightenment means one must surrender to the flow of life without being clouded by mental and physical toxins generated by immoral behavior. (The simplest example is that if you repeatedly lie, you cease to discern the truth.) The critical question a servant-leader should ask before engaging in any task is, does this action serve life? This query concurs with Maser’s Prime Directive: “Planetary citizens are to live in humility and harmony on Earth while simultaneously minimizing interference with any of Nature’s evolutionary processes.” However, the call to serve others must be done authentically, Maser argues, because leaders must also be true to themselves: “What do I personally have to offer those who are struggling to find their way? Am I living my life honestly, freely, and boldly as I am urging others to do?” In Gandhi’s oft-repeated phrasing, “You must become the change you seek to create.”
There is another important link with shamanism: it is the default position for servant-leaders to midwife the universal energy of creation, and therefore honor that spirit. Shamans are imbued with great power and responsibility because they have the skills to enter into border worlds of nature and consciousness to retrieve elixirs of power in the service of healing. They must follow the ultimate golden rule: don’t do onto others that you would not want done to yourself, or, what goes around comes around. According to community activist Chris Maser, this requires engaging a reciprocal reality: “Reciprocity is the self-reinforcing feedback loop that either extends sustainability to or withholds it from a community and its landscape.” To serve ego and greed rather than life is the difference between being a healer and a black sorcerer. We wouldn’t apply such harsh terms to the managers of global finance, but in essence, those in the world who wield great power, especially through the mastery of electricity’s great magic and its media system, are subject to the same laws of karma as those practicing petty witchcraft.
Not surprisingly, there is a direct connection between service and spiritual enlightenment. One of the first exercises you do as Buddhist practitioner is to perform generosity. This can manifest in different ways, but when you give something to somebody you begin erasing the boundary between you and the “other.” The disconnection we normally experience with other people and nature is at the root of all our major problems - environmental, financial, political, etc. If the universe wants you to serve life, than life will respond in kind once you surrender to it. Thus, the core ethic of any servant-leader is the same as a healer: we are to serve life above all other. Naturally, then, servant-leaders ultimately also support the cause of sustainability, which is the opposite of the culture of death that manifests as our current economic system.
It is appropriate that the concept of servant-leadership is actually a bridge between ancient wisdom and modern corporate management. For example, a connection between Buddhism, which derives directly from a radical engagement with nature, and servant-leadership can be found in Herman Hesse; whose story "Journey to the East" inspired Robert Greenleaf to start the servant-leadership movement. The character of Leo, who was the guide and servant of the book’s protagonist, moved Greenleaf to rethink leadership. After the protagonist’s long search for a spiritual teacher, at the end of the story we learn that Leo was actually the leader of the order he was searching for.
Corporate leadership consultant Joseph Jaworski argues that servant-leaders first need to shift their model of the world from mechanistic thinking to one that engages “a universe that is open, dynamic, interconnected, and full of living qualities.” Next, he argues, we have to change our relationship with relationship - “the organizing principle of the universe” - in which we experience intermediate states in a network of interactions. Once committed to these principles, and a cause that serves them, then the right resources come together in a magical way that Jaworski calls “synchronicity.” This is not without its risks. Jaworski stresses that this ultimately requires cultivating a state of being, not one of doing. When ones ego or other emotional traps intervene into the process, the “flow” can alter course or cease altogether.
Such “flow” states are not easily grasped or communicated until experienced. Which makes learning and teaching servant-leadership a somewhat treacherous task, because on the one hand you want to develop a kind of space where amazing things can happen, but at the same time not be attached to peak experiences that characterize states of “grace.” Just as some meditations seem like “bad” ones, and others feel really peaceful, there is no distinction between the two on a fundamental level because in each encounter the sitter is experiencing the true nature of their mind. However, when under deadline and pushed by time constraints to complete projects with a product, it can be a strain to force “magic” to happen. Accordingly, Maser proposes, “If one, as a leader, is truly detached from the outcome, one will find equanimity to be one’s touchstone. Equanimity, the outworking of detachment, is reflected in the calm, even-tempered, and serene personality of one who is simply open to accepting what is.”
Its tempting to paraphrase an overused cliché - servant-leaders are made, not born - but there’s truth to the statement. In Buddhism it’s no secret that nothing changes without sitting on the cushion. In Buddhism one remakes their consciousness through practicing dharma, an architectural model for change, but it is something one learns through effort, testing and experience. Effective leadership comes from self-knowledge, an awareness that can come about from a variety of toolsets, with “mindfulness” being a middle way for leaders of all kinds. In "Primal Leadership", Goleman, Boyatzism and McKee point out: “Great leaders, the research shows, are made as they gradually acquire, in the course of their lives and careers, the competencies that make them so effective. The competencies can be learned by any leader, at any point.” The authors stress that such skills can be mastered through understanding cognition. One must know thyself, in particular how the mind functions during various states, be they stressful or pleasurable.
One aspect of the servant-leadership equation should be the notion of Gandhi’s concept of swaraj, which entails self-rule, self-governance, self-organization. This ties servant-leadership to social justice and deep democracy, both aspects of Buddhism and activism that have contributed to this perspective. Buddha inspires because he was the first historically known do-it-yourself educator of servant-leadership. Noah Levine said "Sid" (Siddhartha Gautama aka Buddha) was history's earliest rebel by advocating for social change through his philosophy of empowerment, both individually and within the spiritual community. Buddha went against the prevailing attitude of his time by eschewing the caste system and inviting women, criminals and the poor into the teachings. Buddha developed a user interface that is personal and open source.
In terms of relating this to leadership the Sufi teacher Pir Vilayat Inayat Khan said; “As we evolve, we’re able to transform the situation and the people around us by helping them to fulfill their purpose. Our purpose is to enlist the purpose of other people. That is really the secret of leadership.” In Greenleaf’s terms, “The best test, and most difficult to administer, is this: Do those served grow as persons?” Likewise, you can find a similar philosophy in a get rich quick book called "Secrets of the Millionaire Mind". In it T. Harv Eker says the most important ingredient for prosperity (aside from applying yourself) is that you design your business around the idea of helping others solve some kind of problem. This is not the normal kind of ethical guideline you read in a business book; in fact most ethics textbooks deal with how you should react to certain situations, not how to create a space of potential in which others can benefit, grow and fulfill their promise. But this, indeed, appears to be a common thread in the writings about servant-leadership.
Whereas Maser and Scharmer directly address leadership for the benefit of sustainable action, unfortunately management books like "Primal Leadership" or "The Difference" do not address ethics. In Buddhism, ethics and mindfulness go hand in hand. The Five Precepts is largely a guideline of morality because the path to enlightenment means one must surrender to the flow of life without being clouded by mental and physical toxins generated by immoral behavior. (The simplest example is that if you repeatedly lie, you cease to discern the truth.) The critical question a servant-leader should ask before engaging in any task is, does this action serve life? This query concurs with Maser’s Prime Directive: “Planetary citizens are to live in humility and harmony on Earth while simultaneously minimizing interference with any of Nature’s evolutionary processes.” However, the call to serve others must be done authentically, Maser argues, because leaders must also be true to themselves: “What do I personally have to offer those who are struggling to find their way? Am I living my life honestly, freely, and boldly as I am urging others to do?” In Gandhi’s oft-repeated phrasing, “You must become the change you seek to create.”
