Reviewed By Rolf Crocker

The Book Report - December, 2010

It's not too often a book that becomes part of my teaching/training lexicon escapes my having a written a book review on it.  In fact, I don't believe it has ever happened.  So, a funny thing happened when I was contemplating this month's article, scanning my shelves and reviewing the archives.  While I have covered the subject extensively, have reviewed related books and have even quoted from this book in particular, somehow it eluded a published review.  Everything happens for a reason, so now must be the right time.  I know it was for me.  Enjoy!

The Servant Leader by James A. Autry (©2001 Prima Publishing).  I believe I've had this book on my shelf for over seven years.  While Greenleaf's 'Servant Leadership' gives the theoretical and philosophical framework, this book gives the practical 'nuts and bolts' of not only the key characteristics of a servant leader, but a whole lot of 'how-to' on developing and implementing a culture of servant leadership in your organization.  While I use Autry's '5 ways of 'Be'ing' in some of my seminars (with full attribution, of course!), I want to share two key takeaways from my re-reading of this book.  These are taken from two of the book's section headings.

1) The Harsh Realities of Organizational Life.  Autry opens this section (Part Three in the book) by quoting a Japanese riddle:  "Who must do the difficult things?"  Answer:  "Those who can."  The point Autry seeks to emphasize is that, in spite of our best efforts to develop a culture of servant leadership, you will still experience the same challenges endemic to any workplace that reflects the strengths and frailties of the human condition.  That said, employing the principles and philosophies of servant leadership can go a long way to offsetting the negative impact and accentuating the positive impact of the human condition on the organization.

2) Finding The Balance (Part Four in the book).  Autry says, "Management is always on a tightrope."  As managers and leaders, we have to balance multiple viewpoints, expectations and constituencies to make the organization work - those of subordinates, those of superiors and those of clients.  The 'real world' truth of this is two-fold: A) rarely do any of the constituencies think you represent them 'well-enough,' and B) this truth not only goes with the territory, but is a part of the territory.  There will be days where you feel you're not making anyone happy.  The key to working through these times is to do your level best with dignity and respect toward all concerned and to realize you are not alone.  You are experiencing what every other manger and leader has experienced or is experiencing.

It was said a long time ago, "There's nothing new under the sun.'  While there may be a fresh approach or viewpoint, the basic challenges remain the same.  The principles in this book are not necessarily revelatory, but I assure you that, when appropriately applied, they are absolutely revolutionary and will change any organization for the better. 4 Stars

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