Read by the author, Swami Kriyananda
A Proven Approach to Successful Leadership
Do you want to improve your leadership skills and learn how to bring out the best in your employees, co-workers, or students? Then The Art of Supportive Leadership can help you! Large and small companies of every kind—from well-established industrial corporations to sparkling new tech firms—are using this proven approach to leadership with great success. It has become equally indispensable to the non-profit organizations, schools, and military personnel who also use it.
The Art of Supportive Leadership is defining the new cutting edge of leadership training. Drawn from the author’s many years of successful leadership in numerous contexts, the book gives you clear and practical techniques that quickly produce results—even if you’re new to leadership, and even if you can only devote limited time to improving your skills. Each chapter ends with short, concise summaries that serve as quick reference guides when you need them.
Learn how to:
- Develop an inspiring vision
- Avoid ego games
- Win the loyalty of others
- Achieve lasting results
- Combine intuition with common sense
- Run ahead of the pack
- Build an effective team
- Find creative solutions to difficult problems
1. The Art of Leadership
2. Leadership Is Not an Ego Game
3. Leadership Means Responsibility
4. Leadership Means Setting Aside Personal Desires
5. Leadership Means Service
6. Leadership Means Loyalty
7. Leadership Is Intuition Guided by Common Sense
8. The Importance of Flexibility
9. The Need for Action, Not Talk
10. Giving Support
11. Work with People’s Strengths
12. What Is True Success?
Chapter One: The Art of Leadership
Genuine leadership is of only one type: supportive. It leads people: It doesn’t drive them. It involves them: It doesn’t coerce them.
It never loses sight of the most important principle governing any project involving human beings: namely, that people are more important
Consider a situation in which none of the above statements might seem valid: the battlefield. To a general, the most important thing,
obviously, is victory. In the cause of victory he must commit men to possible, and sometimes even to certain, death. Is not victory,
then an abstraction, a thing more important to him than the people he leads?
Yet the difference between great generals and mediocre ones may be attributed to the zeal great generals have been able to inspire
in their men. Some excellent generals have been master strategists, and have won wars on this strength alone. Greatness, however,
by very definition implies a great, an expanded view. It transcends intelligence and merely technical competence. It implies an
ability to see the lesser in relation to the greater; the immediate in relation to the long term; the need for victory in relation
to needs that will arise once victory has been achieved.
Leadership implies running at the head of the pack, and not driving it from behind. This is true also in military matters.
Those who serve under a great general know well that he asks nothing of them that he would not first do himself. Such a general
feels himself at one with his men, not superior to them. He knows that he and they are simply doing a job together.
A great general is a man of vision: necessarily so, for only with vision can he inspire his men to heroic action; only with
vision can he make them desire victory as ardently as he does. He persuades them not by angry commands, but by the power of his
own conviction. He involves others in his vision, and inspires them also to be visionaries.
People, even in warfare, are more important than things. Yet there are circumstances in which people can fulfill themselves
perfectly only by total self-offering to whatever it is they believe in: times when great truths may be at stake, or when the
safety of family or countrymen is threatened. There are times when, for the welfare of the greater number, individual lives
must be sacrificed. The great general inspires in his soldiers, because he believes it also for himself, the realization that
whatever may be demanded by the exigencies of war, death in a great cause is a life lived victoriously.
A great general is also loyal to his soldiers. Only in that spirit of loyalty does he demand loyalty of them in return.
Thus we see that even in critical times when stern command is necessary for proper leadership, the essence of genius in leadership
is supportive, not dictatorial.
An example of a great general, though not always a great tactician, was George Washington. Rather than billet his tired and
hungry soldiers on civilian homes, and rather than feed them by foraging, he chose for himself as much as for his army discomfort,
cold, and hunger. Historians who have concentrated only on his need to win the war have criticized him as impractical, if not even
indecisive, but Washington understood that the need of the hour was as much to win a whole people to the concept of revolution as
it was to win the revolution itself. It was his breadth of vision, and his concern for human values, as well as his greatness as
a man of honor, that made him one of the great generals of history.
If it is true even in the military that leadership means leading others, and involving them, not driving and coercing them,
then how much more is it true in matters where total self-sacrifice is not the issue.
This book is written primarily for those who understand that more can be accomplished by working with people than over them.
Leadership is an art. Bad leadership is usually due more to clumsiness than to ill will. Leaving aside the natural bullies most
of whom, except in circumstances where bullying has been imposed as the norm, have neither the intelligence nor the perceptivity
to earn positions of real authority people who fail as leaders usually do so simply because they are ill at ease in positions of
leadership. They are like the untrained singer who bellows loudly to conceal his inability to produce a pure tone; like the actor
who bludgeons his audience with bombast because he hasn’t learned how to win them with subtlety; and like the mechanic who, unable
to find the malfunction in a motor, kicks it in the hope of starting something.
Any tailor knows you can’t merely jam a thread through the eye of a needle. The strands must be brought carefully to a point,
then inserted cautiously into the eye, allowing not a single one of them to escape.
The same is true of any art. One cannot bluster. One must attune himself sensitively to the requirements of the medium he is
using. To paint fine lines, an artist must use a thin brush, not a thick one. To depict loneliness, a composer may well limit
himself to a simple melodic line; certainly he won’t use crashing chords.
Bluster, unfortunately, is the response of many people in positions of leadership to even sensitive issues, issues where
finesse and patience are essential if the support of one’s subordinates is to be won. At such times, especially, the temptation
often arises to consider things more important than people. Often, indeed, in such situations, one hears the justification,
"But it’s a matter of principle!" Is it? Sometimes, perhaps. But even then, is not kindness also a principle?
My hope in this book is to help people in positions of leadership to see their roles, not as "big shots," but as artists
whose medium is the dynamics of human cooperation.
Because the suggestions offered in these pages are people-oriented rather than job-oriented, they will prove helpful
as well to anyone, whether in a position of leadership or not, whose lot it is to work with others: parents, for example,
in raising their children; teachers interested in drawing the best out of their students; store salesmen seeking to interest
their customers in the products they sell; or anyone wanting to win others to a point of view.
Even people who live and work alone may find suggestions in these pages for drawing the best out of themselves.
To recapitulate the rules given in this chapter:
- Genuine leadership is supportive, not coercive.
- The true leader tries to lead others, not to drive them.
- Leadership means involving others.
- Leadership means vision first and above everything; action, secondarily.
- Leadership means understanding that people are more important than things.
- Leadership is an art, to be learned and applied sensitively. It is not to be confused with mere position.
Paramhansa Yogananda sometimes wrote on practical, worldly subjects even though his primary interest was people’s spiritual lives. He always insisted, moreover, that the search for God includes uplifting one’s consciousness in everything one does. As he once told me, "You must be practical in your idealism."
In my own service to him, therefore, I have written a number of books that, from a spiritual point of view, explore matters of practical interest.
The Art of Supportive Leadership is such a book. My incentive for writing it was a visit to Australia in about 1980, during which I was called on to answer many questions about communities. I had been invited "down under" to speak on the need for communities. What I found were that people tended to be skeptical on the subject, especially about the role in communities of leadership.
I’ve never read any books on leadership, and had therefore to speak from my experience. My audiences appreciated the answers I gave to their questions. After my return to America, it occurred to me that this subject needed a new approach everywhere.
Since the publication of this book, it has had a gratifying impact on the business world and has also, I believe, helped to create a certain new understanding of the role of leadership in the modern age.
"The Art of Supportive Leadership stands out among business books. I recommend it—it makes for good reading and a good message."
—Executive Book Summaries
"The Art of Supportive Leadership is brief, hits the points, and has a lot of common sense to it. We’ve been casting about for something like this for a long time. We use it in our Managers Training Workshop. This book is very practical, very readable, and concise. HIGHLY RECOMMENDED."
"This book is a gem! What he says can be put into practice immediately."
—Human Resources Development Review
"Classic in its simplicity, yet profound in its message, The Art of Supportive Leadership is one of the best leadership books I have ever read. It teaches principles and practices that are often sorely lacking in today’s workplace, yet would help any business or leader grow immensely. A must read!"
—Mel Bly, former President, Warner Music Publishing
"The most depth and understanding of what a manager faces of the many management books I’ve read over the years. I plan to keep it on my desk as a daily reference."
—Ray Narragon, Sun Microsystems
"Swami Kriyananda distills the apparent complexity of leadership theories into easily applied, commonsense principles. He writes with humorous insight and a down-to-earth practicality. He offers insights not only on becoming a better leader, but becoming a better person. An indispensable reference for anyone in a leadership role."
—Marie Couch, Compaq
"In the military, leadership is both an art and a necessity. I highly recommend this book for military people, business people, and anyone who needs to work with others. It will enhance anyone’s efforts to lead people successfully."
—Sergeant Paul Younghaus, Fort Jackson Leader
"Sound, practical, and effective advice on leadership to use not only in our business, but in our lives. This is a book I will keep on top of my desk for daily reference."
—Leslie Ghirla, 3COM Corporation
"Profound principles in leadership. Penetrating insights for current and aspiring managers alike."
—Mike Sage, Stanford University Medical School.
"It gives leaders a refreshing reminder that there are other leadership styles that may not only differ from theirs, but may also be more effective. It is an extremely thought-provoking work because it gives concrete subsections on how the quality of leadership can be improved, regardless of one’s particular position or capacity in life."
—Michael Peter Langevin, Magical Blend magazine
"[I]ts message is very current and important. This book teaches teamwork inside a business, as well as for life in general."
—National Hardware Association
"The Art of Supportive Leadership is a great tool for anyone working in an educational setting. What our children need more than anything right now is clear, supportive, intuitive guidance. An essential book for teachers and administrators!"
—Diane Blaser, Principal, Living Wisdom School