The Way of the Shepherd: 7 Ancient Secrets to Managing Productive People by Kevin Leman and William Pentak provides timeless council on leadership from the sage Dr. Neumann, highly successful CEO, who mentors a young business reporter fresh from college. Recently acquiring a new assignment at a large firm, the young protégé becomes quickly aware that he is ill-prepared for supervising the nine employees charged to his care. As such, Dr. Neumann exposes him to the ancient wisdom acquired from herding sheep on the hills of the Texas hill country.

The first lesson, much to the surprise of the reporter, required he inspect each individual sheep to know their condition. As such, the overarching lesson was good supervisors know the condition of the flock.” Following the axiom, “You get what you inspect, not what you expect,” good leaders know well both the condition of the persons, as well as the work.

Secondly, they get to know the sheep one at a time. They do not hide themselves in ivory towers, chunking directive from afar. Good leaders roll up their sleeves and interact personally with each one they supervise.

As a final point of guidance, he instructs prospective leaders to keep their eyes and ears open, and make sure they follow through with any progress the sheep are making.

The second lesson he provides the younger was conducted at an auction. Here he provides the lesser with the wisdom of the importance of selecting the right people. He accentuates that the choice of people will either make management harder or easier.

Interestingly, he provides an acronym to be followed by wise managers that would improve their flock, S-H-A-P-E. First, you should find out the prospects “Strengths.” What do their talents bring to the organization? Second, what is the condition of their “Heart?” What are they passionate about? Third, what is their “Attitude?” All of the talent in the world will not compensate for someone with a bad attitude, who brings others down. Fourth, what is their “Personality” like? Everyone is hard-wired in certain personality traits. Does this person’s personality traits fit what is needed for that respective job? Last, he notes the importance of “Experiences.” Not experience, but experiences. He noted that one of his best selections to fill a post was that of a retired minister. His colleagues thought he was crazy because he didn’t have corporate knowledge or experience. However, he brought to the table a vast repertoire of experiences that were easily transferrable into the position for which he was being hired.

The third major lesson conveyed by the mentor was that of the need to help the sheep identify with you (the supervisor). This was stamped on the young apprentice through the trauma of having to “tag” the ear of a newly acquired ewe. The pain inflicted upon the sheep helped them to identify with the one who inflicted it. As such, when the apprentice entered the flock the next time, the tagged sheep was the first to come to him.

The lesson was not to inflict pain early on employees so they’ll follow you. Instead, it was underscoring the need to help stamp your identification early in the process. To do this, it is imperative to communicate early and often as the supervisory relationship is being forged.

Responding to the CEO’s inquiry, the reporter divulges that his father, a school teacher, was one of the greatest leaders he knew. Then, he begins to identify the major characteristics about his dad that made him great. The authors use this example to note that leaders are to build trust with those who follow them by demonstrating authenticity, integrity, and compassion. He noted it is important to be the same in your private life as you are at the job. It is important that others note that you will always side on doing the right thing, rather than being dishonest or under-handed. Also, he notes how important it is for the supervisor to show compassion when an employee fails, to use such as teachable moments, and undergird them to do better next time, rather than writing them off at the first mistake.

He emphasizes the need to set high standards of performance for those who work for and with you. He discloses the need for relentless communication of values and sense of mission. Beyond that, the supervisor is to inform and reinforce where each employee fits in the mission. Also, each person needs to know how their performance is important to the overall mission. This must be continually brought to their attention, to help them identify with both the shepherd, and the flock.

Finally, under the heading of helping the sheep identify with you, he once again notes that this is not a “strategy for success.” Instead, it is personal and needs to be a way of life for the person rather than some kind of professional quest.

The fourth major lesson is for the leader to make the pasture a safe place. To do this, he notes it is imperative that the supervisor keeps employees well-informed. They should infuse every position with importance. Those who are chronic instigators, they should cull from the herd. They should regularly rotate the sheep into green pastures. They should reassure the sheep by remaining visible. Finally, they shouldn’t allow problems to fester.

Fundamentally, the authors contend that the driving force that impels a course of action is the strong innate desire in all humans for attachment. To them, the idea of separation is much more powerful than other overt desires, like greed or ambition.

The fifth lesson was that shepherds learn to wisely use the staff of direction. The staff is used not so much as a weapon as a way to guide the sheep. So also, he instructs leaders to know where you’re going, get out in front, and keep your flock on the move. As Ghandi is oft quoted as saying, “There go my people! I must catch them, for I am their leader.” Leaders don’t push, point, and prod. They go in front and lead the direction they want others to follow.

When directing, the authors contend, use persuasion, not coercion. Once again, they prioritize the personal nature of genuine leadership. Directing is not issuing fatwas or papal bulls behind cloistered facades. Instead, shepherd-managers are with the people, moving toward the desired end. Constantly ensuring the “flock” is moving in that direction.

Third, the authors contend that people should be given freedom of movement, but know where the fence line is. He enjoins leaders not to confuse boundaries with bridles. As such, they see diminutive value in micro-managing workers.

He demonstrates that as a shepherd good leaders go get people out of trouble who fall into it. Good leaders have compassion on those who fail, capitalize upon it as a teachable moment, and remind their people that failure isn’t fatal.

The sixth lesson from the shepherd metaphor is to use your rod of correction correctly. Here, the mentor urges shepherd-managers to lead with gentle nudges of the staff before employing the heavy-handed, painful prodding of the rod.

There were three parts important to this point. Good leaders, as good shepherds, should stand in the gap and fight for their sheep. When others in an organization are trying to do them harm, they should be pro-active to safeguard them, and should correction be warranted, privately correct them.

The authors contend that discipline is a teaching opportunity. It should be ongoing to the point that if severe consequences have to be levied, the subordinate has had many opportunities to know what is happening. To do this, the authors contend that managers should regularly inquire about their people’s progress.

The final lesson is to cultivate the heart of a shepherd. He contends that great leadership is a lifestyle, not a technique. Most of all of the previous lessons, the authors state the importance of having a heart FOR your sheep.

Published one time for exclusively educational purposes. Resource for the compendium provided by The Way of the Shepherd: 7 Ancient Secrets of Managing Productive People by Kevin Leman and William Pentak (2001, Zondervon)