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International Journal of Servant-Leadership

Abstract

Two years ago, Jack Welch spoke of an Ethiopian CEO who had led his organization into becoming a global multi-million dollar company. Over the last two years, this man became aware that 60% of his workforce had tested positive for HIV. He sought the advice of many contemporary business consultants, unfortunately without much personal satisfaction. Most of the individuals with whom he conferred tried to analyze the problem and resolve it through the state of mind that saw the situation as a problem. They spoke of recruiting programs, procedures and protocols, protection against diminishing productivity, infection dangers, and other operational measures. Although these ideas made logical sense, they did not provide what the CEO intuitively wanted. One weekend, he decided to return to the village of his childhood to be quiet and to reflect on his life and his company's situation. He realized that his contribution went well beyond leading a successful organization. He became clearer that his inspiration was to provide a higher level of living for his fellow countrymen. He realized that fulfilling his vision and personal inspiration for the company was the best thing he could do. He touched inner feelings, dreams, and hopes, and made his decisions from that state of mind.

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