Beacons of Business - 20

[Guest guest]

Sairam Sisters and Brothers,

We continue to listen from Amber Chand, Co-Founder, Vice President of Vision,

Eziba, North Adams, MA, US.

---

"One of the most painful periods for me as a leader in this company was the time

just after the tragedy that happened in New York City on September 11th through

Christmas, 2001. We were restructuring the company and looking seriously at our

goal of being a profitable organisation.

As a result we had to look closely at areas of the company that were not

cost-effective, which then required us to let some people go. This happened

very quickly and it was very painful for me. Here was a company that had

promoted itself to be a kind, thoughtful, compassionate company and people came

to work here because they had a sense of alignment with our mission of doing

good for the planet.

And yet, I had to be realistic about the early, start-up phase that we were in.

There were no guarantees, we were not a solidly profitable company yet, we were

still young and our roots were still not embedded. Once we had communicated to

everyone about who would be laid off, we had an open forum meeting with

everyone in the company. We clearly expected people to express their distress,

unhappiness, frustration and anger. I stood there in front of everyone along

with the other members of our senior team.

Even though some people did become quite angry, I could feel my heart accepting

all of this. I genuinely felt that there was a reason for all of this anger and

frustration and that there was no harm in it. I knew that the last thing we

needed to be was defensive. There was a moment when one of our senior members

became defensive and it sparked a battle between two wills; it was awful.

Everyone looked so sad and devastated. At the end of this, there was just this

silence.

I then very quietly went and stood in the centre of the room and I looked around

the room at everyone and said, "I am so sorry. I apologise for the way this has

turned out." At that moment the faces of the people began to soften and a

spaciousness was created that let them know that this was not about us versus

them. It was simply all part of the journey of this company. The apology felt

like a quiet, but powerful flame within me.

It was a moment when I stretched inside. I was accepting the responsibility for

what had happened in the company and was also acknowledging that there was no

right or wrong. It simply was what we needed to go through. I stepped into the

circle, stood in my own space, and felt all of it. To me it made a great

difference.

Humility would be the word I would use to describe that moment. It was in this

humility that I found my greatest courage. Courage to me is not when I raise my

voice and act aggressively and defensively against others; it is when I feel

responsible and responsive to their needs. In that moment I literally

re-defined what a leader was meant to be. We have become so consumed by the

idea that leaders are strong and in charge, and that they are the captains of

the ship. I am most interested in incorporating the great feminine principles

into leadership: bringing in the art of grace and humility, dialogue, soft

speech and deep listening, and eyes that may water, and allowing all of that to

be there.

This is what it means to me to be a servant leader. This is very much how I see

my leadership role in this company; I am founder-servant. I have always known

that I was here to serve and anytime I forget this, I lose my way. Without this

faith, this spiritual source, I do not feel it would be possible to be an

exemplary leader."

© Global Dharma Center 2004

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