If, and as it is commonly agreed, the effectiveness of a leader significantly premises on doing the right things, then, a primary assignment of a leader is not just to have ideas in form of a vision, but also and more important, to focus on galvanizing; assisting; encouraging and supporting people to input their best for the best-possible results.

In his book “Leadership is an Art”, Max De Pree, the charismatic former CEO of centurial and highly reputed American furniture manufacturing company - Herman Miller, tells the posthumous story of an employee (a millwright) who had worked in the company for several years.

On a condolence visit to the family, the late millwright’s wife sought to read aloud some poetry. She came back with a bound book and for several minutes read selected (out of a lot) pieces of super-beautiful poetry. When asked who the poet was, the deceased’s wife replied they were written by her late husband. Everyone was amazed. Even for a couple of decades after, many wondered if the millwright was actually a poet who did a millwright’s work or he was a millwright who wrote poetry.

Abandoning Self to the Strengths of Others

The above anecdote sets a crucial background for this little piece on the need for leaders to intrinsically endorse the concept of persons; embrace diversity of people’s gifts and talents; and entrench principles that’ll liberate people to do what is required of them in the most-possible congenial atmosphere.  If, and as it is commonly agreed, the effectiveness of a leader significantly premises on doing the right things, then, a primary assignment of a leader is not just to have ideas in form of a vision, but also and more important, to focus on galvanizing; assisting; encouraging and supporting people to input their best for the best-possible results. This involves abandoning oneself to the strengths of others.


In his article “What Makes an Effective Leader” (Harvard Business Review 2004), Peter Drucker, though acknowledged that many of the best business and nonprofit CEOs he had worked in his over 65-year consulting career, were not stereotypical leaders but “varied in terms of their personalities, attitudes, values, strengths, and weaknesses”, he nevertheless highlighted some non-negotiable practices that make effective leaders.

Effective leaders ask “What needs to be done?”
Effective leaders ask “What is right for the enterprise?”
Effective leaders take responsibility for communicating
Effective leaders think and act “we” rather than “I”

The above factors take some “self-abandoning”. But abandoning what?

True Leaders “Abandon” Self to Collective Purpose

True leaders abandon selves to the collective beliefs and value system. First, they continually review and challenge the corporate value system to see what works and what doesn’t. But more important, they subjugate their interests and desires to agreed collective philosophies. Business leaders should inexcusably be the number one corporate values champion. Regrettably, many leaders fail in this regard due to economic, social and status pressures.

True leaders abandon their interests and desires to creating/weaving healthy relationships within the enterprise. Beyond that, they provide enablers for their followers to create healthy relationships even outside the immediate organisation – at home – among friends –within the society. A tough task? Yes, it takes sacrifices. True leaders know (and act by design) that the role demands something (a lot) of them that’s beyond the dignity and paraphernalia of the office.


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