servant leadership in a nutshell - asqasq.org/mining/2013/10/basic-quality/-mining-quality...words...

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ASQ Quality in Mining Interest Group | 1 Servant Leadership in a Nutshell Courtesy ASQ- Community Development Issue 01 Spring 2013 1 • Servant Leadership in a Nutshell 2 • Upcoming Events 3 • Editor’s Notes 3 • Chair’s Message 4 • Building the Mining Body of Knowledge (BoK) 4 • What is a Learning Organ- ization? 5 • Success in a Turbulent World 6 • 2013 Leadership Issues of this year Spring 2013 Summer 2013 Fall 2013 Edition Please send your comments and contributions to the editor Gabriela da Costa Silva at [email protected] The importance of serving others is an ancient idea, recognized in all the world’s major religions as well as the thinking of many great leaders. The words “servant-leader” and “servant leadership” were coined by Robert Greenleaf in an essay, The Servant as Leader, that was first published in 1970. Greenleaf said that the servant-leader makes sure that other people’s highest priority needs are being served. His test of servant-leadership was: “Do those served grow as persons? Do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants?” What is servant-leadership? Servant-leadership is a way of life and leadership that is aimed at identifying and meeting the needs of others. Serv- ant-leaders focus on the development and well-being of others instead of ac- quiring power, wealth, or fame for themselves. Serving others is meaning- ful and fulfilling for the leader, and ef- fective for the organization. Servant- leaders care for everyone the organiza- tion touches – employees, customers, business partners, and communities. Servant-leaders listen to and respond to their needs. This creates a culture of trust among employees, who are moti- vated to achieve organizational goals. It also creates trust among customers, business partners, and communities, who will support the success of the organization. How is servant-leadership different? First, servant-leaders are foremost con- cerned with others, while other kinds of leaders are most concerned with them- selves. Second, servant-leadership is not a trick, but a philosophy that is not only present in one’s daily work, but also in all aspects of one’s life. Why are these distinguishing char- acteristics so important? By changing the focus from the self- interest of the leader to the interests of employees, customers, and the larger society (including our planet), many unethical activities can be prevented. Furthermore, servant-leaders stay in close touch with their employees and customers, so they can succeed even when times are tough. Third, servant leaders build trust. The recent econom- ic crisis has led to distrust in financial institutions and other businesses. Lead- ers can restore trust by breaking with old habits and focusing on the needs of others instead of their own personal gain. Finally, servant-leaders reduce stress-related illnesses by making sure that employees have meaningful work, and have been trained and supported so that they can unleash their energy and potential for the good of the organiza- tion. In This Issue: Mining Quality News is the official publication of the ASQ Quality in Mining Interest Group

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Page 1: Servant Leadership in a Nutshell - ASQasq.org/mining/2013/10/basic-quality/-mining-quality...words “servant-leader” and “servant leadership” were coined by Robert Greenleaf

Connecting SA | 1 ASQ Quality in Mining Interest Group | 1

Servant Leadership in a Nutshell

Courtesy ASQ- Community Development

Issue 01 • Spring 2013

1 • Servant Leadership in a

Nutshell

2 • Upcoming Events

3 • Editor’s Notes

3 • Chair’s Message

4 • Building the Mining Body

of Knowledge (BoK)

4 • What is a Learning Organ-

ization?

5 • Success in a Turbulent

World

6 • 2013 Leadership

Issues of this year

Spring 2013

Summer 2013

Fall 2013

Edition

Please send your comments

and contributions to the

editor

Gabriela da Costa Silva at

[email protected]

The importance of serving others is an

ancient idea, recognized in all the

world’s major religions as well as the

thinking of many great leaders. The

words “servant-leader” and “servant

leadership” were coined by Robert

Greenleaf in an essay, The Servant as

Leader, that was first published in 1970.

Greenleaf said that the servant-leader

makes sure that other people’s highest

priority needs are being served. His test

of servant-leadership was: “Do those

served grow as persons? Do they, while

being served, become healthier, wiser,

freer, more autonomous, more likely

themselves to become servants?”

What is servant-leadership?

Servant-leadership is a way of life and

leadership that is aimed at identifying

and meeting the needs of others. Serv-

ant-leaders focus on the development

and well-being of others instead of ac-

quiring power, wealth, or fame for

themselves. Serving others is meaning-

ful and fulfilling for the leader, and ef-

fective for the organization. Servant-

leaders care for everyone the organiza-

tion touches – employees, customers,

business partners, and communities.

Servant-leaders listen to and respond to

their needs. This creates a culture of

trust among employees, who are moti-

vated to achieve organizational goals. It

also creates trust among customers,

business partners, and communities,

who will support the success of the

organization.

How is servant-leadership different?

First, servant-leaders are foremost con-

cerned with others, while other kinds of

leaders are most concerned with them-

selves. Second, servant-leadership is not

a trick, but a philosophy that is not only

present in one’s daily work, but also in

all aspects of one’s life.

Why are these distinguishing char-

acteristics so important?

By changing the focus from the self-

interest of the leader to the interests of

employees, customers, and the larger

society (including our planet), many

unethical activities can be prevented.

Furthermore, servant-leaders stay in

close touch with their employees and

customers, so they can succeed even

when times are tough. Third, servant

leaders build trust. The recent econom-

ic crisis has led to distrust in financial

institutions and other businesses. Lead-

ers can restore trust by breaking with

old habits and focusing on the needs of

others instead of their own personal

gain. Finally, servant-leaders reduce

stress-related illnesses by making sure

that employees have meaningful work,

and have been trained and supported so

that they can unleash their energy and

potential for the good of the organiza-

tion.

In This Issue:

Mining Quality News is the official publication of the ASQ Quality in Mining Interest Group

Page 2: Servant Leadership in a Nutshell - ASQasq.org/mining/2013/10/basic-quality/-mining-quality...words “servant-leader” and “servant leadership” were coined by Robert Greenleaf

2 | Mining Quality News

How do you become a servant-leader? Anyone can be a servant-leader, because anyone can identify and meet the needs of

others. Anyone can help others to grow. Two important skills in this respect are

‘listening’ and ‘foresight’. Essential in the whole process is self-awareness and self-

acceptance, awareness of how one’s behavior impacts others and society at large and

how servant-leadership can be best applied in organizations.

What do you achieve with servant-leadership? (What purpose does SL serve?) Employees are free to be authentic, which benefits their self-esteem and builds on

their strength. This translates into personal well-being and high performance.

Productivity increases, as well as customer and employee satisfaction, absenteeism

decreases, and a culture arises in which people like to work and their talents can

flourish. Recent examples in the US and Europe show that in the current financial

crisis, businesses operating based on these principles have performed positively,

achieving realistic goals and sustainability.

Rajeev Chadha is the Chair of the ASQ Quality in Mining Interest Group. He is a Six Sigma

Lead at Mosaic Potash ULC Canada in Saskatoon.

The ASQ Quality in Mining Interest Group met the ASQ- DAC(Division Affairs Committee) at the ASQ-World Conference on Quality and Im-provement (WCQI) in Indianapolis, U.S. (May 2-7, 2013). Above, the pic-ture shows (L to R): Ha Dao (National Director ASQ-Board), Rajeev Chadha (Chair ASQ-Mining IG), Geoff Vining (Chair ASQ-DAC), Fred Zhang (GM ASQ-China), Dhruv Dar (GM ASQ-India), and Kush Shah (Chair ASQ-Automotive Division). Below, the picture shows Ryan Grismer (Secretary ASQ-Mining IG) and Chadha (Chair ASQ-Mining IG) attending the ASQ-Community Leadership in the same conference.

Upcoming Events

by Suchander "Sam" Thakur

Since the beginning of this year

we have seen an exponential in-

crease in the number of members

who signed up on ASQ Mining

IG website. This is a great encour-

agement for us, as a result of

which we will keep on serving the

mining community by organizing

events where mining professionals

could share their knowledge and

plans of continual growth in the

mining industry. Part of the effort

is to organize a “Quality Summit

and Mining Gala” event this year.

It is going to be a symbolic

presentation of our activities and

our vision towards quality, reliabil-

ity and continual improvement in

mining. To partner with the ASQ-

Mining IG, we have approached

various ASQ-Sections, ASQ-

Divisions, and the Canadian Insti-

tute of Mining, Metallurgy & Pe-

troleum (CIM). Details about the

event will be released in the next

newsletter issue.

To help develop this event, we are

conducting a survey for which I

encourage all the ASQ members

to participate in. To attract poten-

tial mining industries that would

be interested in sharing their

knowledge, I am going to attend

the 23rd World Mining Congress,

which is going to be held in Mon-

treal in August 11-15, 2013.

I would like to congratulate and

thanks all ASQ-Mining IG execu-

tives on the launch of this news-

letter.

Suchander "Sam" Thakur is the Chair

of the ASQ Quality in Mining Interest

Group. He is the QA & ISO Compli-

ance Coordinator at Fortis Mining,

Engineering & Manufacturing in Sas-

katoon, Canada.

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ASQ Quality in Mining Interest Group | 3

Editor’s Notes

We all agree that meeting the needs of our customers is a necessity. In the mining sector it is not different.

But how do we achieve it in a world of increasing energy demand and economic uncertainty? In this issue,

you will find some valuable tips on how to better serve, learn and produce in your organization. As your

newsletter editor, I look forward to serve you, inspire you and learn from you. If you have great ideas and

want the ASQ-Mining Interest Group (IG) to know about it, please contact me.

Kind regards,

Gabriela da Costa Silva

Chair’s Message

First, I would like to thank all the members for their participation in the ASQ Mining IG in becoming the harbinger of a

Quality revolution in the mining industry. Quality is one essential dimension that can modernize this age-old industry by de-

fining safe and healthy work environments that will enhance the prosperity the mining sector brings to society.

Our Body of Knowledge (BoK) committee is working hard towards our long term objectives and they deserve your apprecia-

tion and support. To carry out this ambitious endeavor, they rely on volunteers as Subject Matter Experts (SMEs) and need

your help ensuring the global mining industry is well represented. Several SMEs have already committed to this project; how-

ever, they could use additional representatives with skills and expertise in HR, Training, Lean Six Sigma, EH&S etc.

Recently, ASQ head office has requested me to remind you about the charter and objectives of the ASQ-Mining IG. The

American Society for Quality has established this Interest Group for Mining with the objectives to:

1.1 Promote safe, environmentally conscious, and effective mining and mineral processing practices and principles.

1.2 Promote effective review and interpretation of regulatory and compliance requirements.

1.3 Promote the advancement of Quality Assurance principles within mining and mineral processing industries.

The next major initiative of our Interest Group is to grow vertically and horizontally to represent the Global Quality commu-

nity in mining. I believe in the coming months we will have a bigger team comprise of institutional, enterprise and site mem-

bers of ASQ. Companies like Rio-Tinto and Caterpillar are already part of the ASQ family and will be active in the ASQ-

Mining IG. Further, some of the ASQ divisions especially Automotive, Lean and Quality Management division have shown

tremendous interest in mutual growth and co-operation. Our current approach is to attract Mining engineers, geoscientists,

administrative, safety and occupational health professionals and a large group of suppliers to work together using quality sys-

tems to contain costs and create a sustainable, safe, high-quality mining sector.

Finally, I would like to thank the VoC (Voice of Customer) Chair, ASQ-staff and the Newsletter Chair for helping the group

in their communication needs. The Voice of Customer is the eyes and ears of our organization while the newsletter is our

voice. Both are highly valuable to run a successful organization and I would highly recommend all the members to submit

their articles to the newsletter and get help from VoC on any area they want to investigate in Quality and Mining. Enjoy a

Quality summer and be Safe.

With regards,

Rajeev Chadha.

I have been asked why we need a newsletter for ASQ-Mining Interest Group (IG). The answer is simple. It

is important to recognize what our executive teams and committees are working on serving the mining

community that has given so much to our families and society. Membership in ASQ-Mining IG is growing,

thus it is imperative to inform our members and guests about our progress and activities, and to open

channels of communication to involve everyone.

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4 | Mining Quality News

As you may know at ASQ we are

launching a project to create the Mining

Body of Knowledge (BoK). This initia-

tive’s goal is to create a global reposito-

ry where various types of mining

knowledge and experiences could be

found for training, development,

productivity improvement, and manage-

ment of quality in this diverse industry.

As the chair of this ASQ global initia-

tive, I invite people related to the min-

ing industry (e.g., employees, former

employees, suppliers, etc) to join this

initiative.

Why do we need a Mining BOK?

There are several factors that justify this

undertaking. The first factor is that of

an aging workforce. In most industrial

nations, many mining engineers, man-

agers and knowledge personnel will

retire within the next 15 years. And

since the mining industry has not done

a good job of capturing the requisite

domain knowledge, the knowledge

embedded in the minds of these profes-

sionals will leave the industry as they

retire. The second factor is the financial

pressures due to an uncertain econo-

my, which greatly affects prices and

demand of the commodities produced

by our mines. The third factor is an

increasingly challenging regulatory

load for most mining operations.

To join the Mining BoK initiative,

please send us an email. If you want to

invite your colleagues to join the ASQ

Mining Interest group, it’s easy, ask

them to sign up at http://asq.org/

mining/member-services/join-this-

group/

Rajeev Chadha is the Chair of the ASQ

Quality in Mining Interest Group. He is a

Six Sigma Lead at Mosaic Potash ULC

Canada.

Learning is the most natural of

activities. It is an essential part of the

human experience, and something that

we as individuals do throughout our

lives. Yet more often than not, we find

that organizations regard time spent

learning as necessary but unproductive

evil. Such view is unfortunate because

it reflects an extraordinary narrow

conception of the potential impact of

learning. Nor does it recognize the

many guises in which knowledge

appears. Far from being academic, and

inefficient, true corporate learning is

much more likely to be practical,

applied, and intimately linked to the

bottom line.

In order to determine what is necessary

to build a Learning Organization, let’s

first define it*:

Building the Mining Body of Knowledge (BoK)

by Rajeev Chadha

A learning organization is an

organization skilled at creating,

acquiring, interpreting, transferring, and

retaining knowledge, and at

purposefully modifying its behavior to

reflect new knowledge and insights.

How will I know if mine is a learning

organization? Are there any obvious

signs? Here you have five cues to

determine if your organization qualifies

as a Learning Organization:

Does the organization have a

defined learning agenda?

Learning organizations have a clear

picture of their future knowledge

requirements. They know what they

need to know (customers, competitors,

markets, technologies, etc.).

Is the organization open to

dissenting information?

If an organization regularly “shoots the

messenger” who brings forward

unexpected or bad news, the

environment is clearly hostile to learning.

Does the organization avoid repeated

mistakes?

Learning organizations reflect on their

past experiences, distill it into useful

lessons, share the knowledge internally,

and ensure that errors are not repeated

elsewhere.

Does the organization lose critical

knowledge when key people leave?

Learning organizations avoid this

problem by institutionalizing knowledge.

Knowledge becomes common property,

MINING BODY OF KNOWLEDGE (BOK) IS LOOKING FOR YOUR EXPERTISE

What is a Learning Organization?

by Dr. Ramiro Villeda

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ASQ Quality in Mining Interest Group | 5

rather than the province of individuals

or small groups.

Does the organization act on what it

knows?

Learning organizations are not simply

repositories of knowledge. They take

advantage of their new learnings and

adapt their behavior accordingly

(information is to be used, if it is ig-

nored, its impact is certain to be mini-

mal).

In summary, organizational learning

demands inquisitiveness and openness –

a willingness by executives, managers

and employees to challenge assump-

tions and tackle conventional wisdom.

Otherwise, behavior will continue to be

ruled by habit, and the status quo will

remain undisturbed.

Dr. Ramiro Villeda is the Education Chair

and the Body of Knowledge Committee Chair

of the ASQ Quality in Mining Interest

Group. Dr. Villeda is a global Lean Manu-

facturing/Lean Thinking hands-on leader,

educator and facilitator at Villeda Consulting

Group, Inc.

REFERENCE

David A. Garvin, “Learning in Action, A

Guide to Putting the Learning Organization

to Work,” Harvard Business School Press,

2000.

LEARNING IS NECES-SARY TO BUILD A MORE PRODUCTIVE WORK-PLACE. TO COMPETE, ORGANIZATIONS INSTITUCIONALIZE KNOWLEDGE AND ADAPT THEIR BEHAVIOR ACCORDING TO THEIR NEW LEARNINGS.

Success in a Turbulent World

by Suchander "Sam" Thakur

On May 23rd the ASQ Quality in Mining Interest Group and the Saskatoon

Engineering Society (SES) held a tech – talk event in Saskatoon, Canada. With

the topic "Success in a Turbulent World = Innovation + Good Timing",

Dr. Ramiro Villeda presented the seminar. He is a global Lean Manufacturing/

Lean Thinking hands-on leader, educator and facilitator at Villeda Consulting

Group, Inc.

From L to R - Dr. Ramiro Villeda (Villeda Consulting Group, Inc), Ross Welford (President SES) and John Allen (MC of the Evening).

About Us

Membership

Join us at

http://asq.org/mining

Like us on Facebook!

Sponsorship

We are looking for sponsors!

Please send your inquiry to

Vivek Joshi at

[email protected]

Dr. Ramiro Villeda is also the Education

Chair and the Body of Knowledge

Committee Chair of the ASQ Quality in

Mining Interest Group. During the tech-

talk, Dr. Villeda shared some great

examples and case studies about some

organizations in which continual

improvement and higher level of quality

were achieved via proper application of

innovative ideas. We have got an

overwhelming response and

participation from the ASQ members

and guests due to which the tech-talk

was a great success.

Page 6: Servant Leadership in a Nutshell - ASQasq.org/mining/2013/10/basic-quality/-mining-quality...words “servant-leader” and “servant leadership” were coined by Robert Greenleaf

6 | Mining Quality News

2013 Leadership

Chair Rajeev Chadha Mosaic Potash ULC Canada [email protected] Vice Chair Suchander "Sam" Thakur Fortis Mining, Engineering & Manufacturing, Saskatoon [email protected] Immediate Past Chair Dr. Jay Kalra University of Saskatchewan [email protected] Past Chair Al Chapman Cameco Secretary Ryan Grismer Cameco Corporation Saskatoon [email protected] Programs Chair Vivek Joshi V.J. Consulting Services [email protected]

Education Chair/Body of Knowledge Committee Chair Dr. Ramiro Villeda Villeda Consulting Group, Inc. [email protected] VOC Chair Fiorella Sist Cenovus [email protected] Newsletter/Communications Chair Dr. Gabriela da Costa Silva WorleyParsons Canada [email protected] Subject Matter Expert - Body of Knowledge Committee Frank Dodd [email protected] Richard Schewaga [email protected] Robert Paine [email protected]

Members-at-Large Hemant Anand AMEC Americas [email protected] Kingsley Iroba University of Saskatchewan [email protected] Dan Kishchuk Engineering Management Services [email protected] Leah Langlais Saskatchewan Research Council [email protected] Clayton Leismeister Hatch-Saskatoon [email protected] Doina Varzaru WorleyParsons Canada [email protected]