Mailing Systems Technology - November/December 2009 - (Page 8)

Real Life Management 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. The most notable ” ” leaders throughout history, such as Gandhi, Martin Luther King, Jr., Nelson Mandela and Mother Teresa embraced the philosophy stated by Jesus 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, “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 Ken Blanchard’s The Secret: What Great Leaders Know and Do): With Wes Friesen Are You a Serving Leader or a Self-Serving Leader? “Everyone can be great because everyone can serve” Dr. Martin Luther King, Jr . Reinvent Continuously is based on the concepts of continuous learning and continuous improvement. Learning and improvement starts with us first — we need to read, attend conferences, be involved with professional organizations and model the behavior for team members. We need to regularly evaluate our systems and processes and keep asking, “Can we do it better, faster and for less? Can we improve the quality of our products and services?” Value Results and Relationships — our job as leaders is to get results that add value to the organization and its stakeholders. But how we get results is very important, and servant leaders realize that people are our most valuable resource and that developing positive relationships is absolutely essential. Servant leaders know that “people will not give you their hand until they see your heart. I try to live out my “3 Rs” approach with people in ” my life: Recognize people for who they are and for what they do; Reward in tangible and intangible ways whenever you can; and show Respect and practice the golden rule. Embody the Values that you and your organization deem important. A great example is how my company (Portland General) survived and even thrived, despite being owned by Enron. Our common values were the glue that kept us focused and together: Be Accountable; Dignify People; Make the Right Thing Happen; Positive Attitude; Team Behavior; and Earn Trust. Values can drive the corporate culture and provide a strong foundation for developing your vision. a Wes Friesen, CMDSM, EMCM, MQC, ICP CCM, CMA, CM, CFM, , APP PHR, is the Manager of Revenue Collection & Community , Offices for Portland General Electric, a utility in Portland, Oregon that serves over 810,000 customers. He can be contacted at      See the Future Engage and Develop Others Reinvent Continuously Value Results and Relationships Embody the Values See 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. Engage and Develop Others involves having the right people in the right roles, fully engaged to achieve the future. Identify a person’s strengths (refer to “Ask the Right Questions” survey in my column last issue) 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, mentoring — the list goes on. 08 NOVEMBER-DECEMBER 2009 a Being a servant leader is rewarding for the people you serve — and for you. Let me close with a quote from Dr. Albert Schweitzer. “I don’t know what your destiny will be, but one thing I do know: The only ones among you who will be really happy are those who will have sought and found how to serve. ” Key Take-Away:

Table of Contents for the Digital Edition of Mailing Systems Technology - November/December 2009

Mailing Systems Technology - November/December 2009
Editor’s Note
Real-Life Management
Software Byte
Employing Technology
Everything IMB
Ship It
Best Practices
What You Think
From the Source
Mail Managers React to Economic Times
Cost Comparisons
The Intelligent Mail Challenge
Special Product Profile Section
Reality Check
Pushing the Envelope

Mailing Systems Technology - November/December 2009