| There can be no doubt that the ancient author of the | | | | When new leaders take over, it is tempting to want to |
| Tao Te Ching, Lao-Tzu, was a man of unique wisdom | | | | make radical changes to try to rectify past problems. |
| whose writings continue to influence people of | | | | However, this may create unexpected tension with |
| different backgrounds and faiths. | | | | other leaders who may not share the vision of the |
| Many leaders then and now get wrapped up in selfish | | | | new people. |
| ambition. They would do well to listen to what Lao-Tzu | | | | I have seen this situation in scouting and in my |
| had to say on the subject of leadership. | | | | corporate experience as well. A new manager who |
| There are several English translations of the Tao Te | | | | immediately begins making changes before having |
| Ching available on-line. The following selections are | | | | established a raport with his/her employees will not |
| from a translation by C. Ganson. | | | | garner a lot of respect. |
| Leaders Work Humbly | | | | The Best Leader |
| Leaders should not seek power or status;people will | | | | The best leaders, the people do not notice. |
| not then crave power or status. | | | | The next best, the people honor and praise. |
| If scarce goods are not valued highly,people will have | | | | The next, the people fear;and the next, the people |
| no need to steal them. | | | | hate. |
| If there is nothing available to arouse passion,people will | | | | If you have no faith,people will have no faith in you,and |
| remain content and satisfied. | | | | you must resort to oaths. |
| The truly wise do leadby instilling humility and | | | | When the best leader's work is donethe people say: |
| open-mindedness,by providing for fair livelihoods,by | | | | "We did it ourselves!" |
| discouraging personal ambition,by strengthening the | | | | Good leaders don't try to do it all themselves. They |
| bone-structure of the people. | | | | delegate. Unfortunately, it is often difficult to get enough |
| The wise avoid evil and radical reform;thus the foolish | | | | people who are willing to take on responsibilities of a |
| do not obstruct them. | | | | leadership position, especially in volunteer organizations. |
| They work serenely, with inner quiet. | | | | However, it is much easier to get people to agree to |
| In my involvement in scouting, I have certainly observed | | | | help with small things. There are many people who are |
| humble leadership. Although some of us enjoy getting | | | | willing to help, but just don't want a long term |
| up in front of people and receiving occasional | | | | commitment. Official leaders should not overlook the |
| recognition for our efforts, there are many more | | | | contribution that such people can make. |
| people who prefer simply to stay in the background. | | | | Furthermore, good leaders don't try to take all the |
| Without such people, most scout units would not | | | | credit. Imagine if a scout leader took all the credit for |
| survive. | | | | everything their boy scouts or girl scouts did. It would |
| Unfortunately, humbleness is perhaps a little less | | | | be unthinkable! Although we may guide and assist |
| common in the business world. Corporate managers | | | | them along in their activities and achievements, we |
| should definitely take notice. | | | | want them to always proudly proclaim "We did it |
| Also, I think it is good advice for leaders to avoid | | | | ourselves!" |
| radical reform. This is especially true in an organization | | | | So, why do some managers seem to want to take all |
| where the leadership tends to change fairly quickly. | | | | the credit in the business world? Employees who have |
| This is certainly true in Cub Scouts where the | | | | a strong sense of accomplishment will certainly be |
| leadership tends to change whenever a new set of | | | | happier and more productive. As a result, the |
| boys graduate into Boy Scouts and their parents | | | | organization will thrive and so will the manager. |
| move on too. | | | | |