Good Leaders Must Be Good Servants

Wes Friesen  is the manager of Revenue Collection & Community Offices for Portland General Electric.
Are you a good leader or a self-serving One?

“Everybody can be great, because everybody can serve.”
—Dr. Martin Luther King, Jr.

Organizations and teams are crying out for effective leaders. The most effective and positive leaders are those that understand and practice the philosophy of “servant leadership.” Servant leaders feel their role is to serve others—employees, customers and other key stakeholders.

If you think about the most respected and effective leaders you know, chances are they saw themselves as “serving leaders,” not “self-serving leaders.” Some of the most notable leaders in history (e.g. Gandhi, Martin Luther King, Nelson Mandela) have embraced the philosophy that anybody wanting to be the leader must first be the servant. If you want to lead you must serve.

One of my favorite definitions of leadership is: “the skill of influencing people to work enthusiastically towards goals that are identified as being for the common good.” Do you want to be an influential leader? I suggest you learn and apply the following “SERVE” model (based on “The Secret: What Great Leaders Know and Do,” by Ken Blanchard and Mark Miller):

See the future
ngage and develop others
einvent continuously
alue results and relationships
mbody the values

What it Means to Serve

Seeing the future involves developing a compelling vision that stirs passion within you—and the people on your team. Invite participation from your team members about your team’s purpose, values and goals. Consider how you can add value for your key stakeholders, such as customers, employees and shareholders/owners. Give serious thought to where you and the team would like to be several years in the future—then paint a picture of a better future that people can rally around.

Engaging and developing others involves having the right people in the right roles, fully engaged to achieve the future. Identify a person’s strengths and find a role that leverages those strengths. I agree with Peter Drucker who said “the leader’s objective is to leverage the strengths of people and make their weaknesses become irrelevant.” We have many tools available to help develop people—including classes, cross training, special assignments and mentoring.

Related story: Recognition: The Missing Ingredient for Great Results

Wes Friesen is the manager of Billing, Credit and Special Attention Operations for Portland General Electric. He manages CIS billing, specialized billing, electronic bills and payments, credit and collections and OPUC and special attention operations. Wes and the PGE print and mail team have earned many national awards, such as the IPMA Management Award, four NAPL Gold Awards and numerous PCC awards. Wes received the Franklin Award in 2010 for his contributions to the mail industry. For the past 27 years Wes has been a university instructor and a speaker at conferences. He has written numerous articles for trade journals. Wes earned a B.S. in Business Administration from George Fox University and an MBA from the University of Portland. He can be contacted at:

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