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58 PCB007 MAGAZINE I APRIL 2021 they know more than the professors (which they normally do!). Servant Leadership A continuing theme in this series, and the 21 Irrefutable Laws of Leadership, is that leader- ship is not title or position—it's influence. Ear- ly in my leadership journey I believed leader- ship was all about me; then I shied and pre- tended it was all about them, but I still secret- ly still thought it was all about me. Many years later I realized it was all about them; it's influ- ence, and that comes from adding value to oth- ers. Servant leadership is all about adding val- ue to others, where the leader's goal is to serve. While the organizational chart may show all the folks who work for you, servant leadership means that you actually work for them. My good friend, motivational speaker Zig Ziglar, summed it up nicely: "You can have what you want…if you will help enough other people get what they want." Poor leaders always have a difficult time un- derstanding this, which is probably why they are poor leaders. Learning to ask, "How can I help you?" instead of "What can you do for me?" is the first step to becoming a great lead- er. I firmly believe that one of the problems with leadership is there are so many myths, particularly when it comes to influence. Here are the "Five Myths of Influence." 1. The Management Myth As discussed in prior installments, people of- ten get management and leadership mixed up. Management can be a part of leadership, but just because you can manage something effi- ciently doesn't mean you can lead. Manage- ment is doing things right; leadership is do- ing the right things. Management is efficien- cy, control, and managed risks; leadership is direction, enthusiasm, inspiration, and influ- ence. People oen think they're the same thing but they're really not; monitoring what time people come into work, how long they have for