A Personal Reflection on "To Serve"

I am proud to come from an armed forces background. My father served in the Indian Army, and from my childhood to this very day, I am continually inspired by a phrase I hear repeatedly from him and other officers, both serving and retired: "I had the honor to serve with..."

This simple expression sparked my curiosity about the difference between “to serve with” and “worked with,” phrases we often hear in our daily lives. Over time, I’ve come to realize that this distinction holds profound significance and can provide valuable insights for leaders in any field, whether military or civilian.

The Power of "To Serve"

In the armed forces, "to serve" embodies a leadership philosophy rooted in duty, pride, and selflessness. Military leaders often perceive their roles not merely as positions of authority but as responsibilities to a cause greater than themselves. Their pride derives not from individual accolades but from the collective success of their teams and missions. This mindset encapsulates:

1. Selflessness: Leaders prioritize the team and mission over personal glory.
2. Purpose Beyond Personal Gain: Leadership is driven by a higher cause, not self-promotion.
3. Commitment to a Greater Purpose: Achievements are viewed as contributions to a collective mission.
4. Prioritizing Others’ Needs: Fostering the growth, well-being, and development of those they lead.

The Contrast with "Worked With"

In contrast, the phrase "worked with" may imply a more transactional relationship. It suggests a focus on individual tasks, objectives, and accomplishments rather than a shared purpose. This mindset often lacks the depth of commitment and pride that accompanies "serving." It typically reflects:

1. Transactional Collaboration: A focus on achieving individual goals rather than fostering a shared vision.
2. Emphasis on Individual Achievements: Highlighting personal contributions over team success.
3. Task-Oriented Leadership: Completion of goals without necessarily fostering long-term loyalty or commitment.

Insights Gained from the Armed Forces

Military leaders, even those commanding battalions, managing state-of-the-art high-value equipment, and responsible for the very defense of our nation, choose to say, "I had the honor to serve with..." rather than "I led" or "I commanded." This approach reveals essential lessons for us:

1. Humility: Even with authority, leaders recognize their role as part of the team, not above it.
2. Service-Oriented Leadership: The focus remains on the mission and the people, not on personal achievements.
3. Pride in Collective Success: Leaders emphasize the success of the team rather than individual accomplishments.
4. Selflessness: Prioritizing the greater good over personal interests fosters stronger, more loyal teams.

Conclusion

Whether in the armed forces or civilian organizations, adopting a mindset of service fosters pride and builds stronger teams. Leaders who embrace "to serve" concentrate on collective success, shared purpose, and the development of others. This lesson from the military emphasizes that true leadership lies not in personal pride or individual accolades but in serving and empowering others to achieve greatness together.

By prioritizing service over self, leaders can create lasting legacies and inspire a sense of pride that resonates throughout their teams and organizations. Embracing this ethos can lead to richer, more collaborative environments where everyone's contributions are valued, and shared missions become the foundation for success.

To the brave men and women of our Armed Forces: Thank you for your selfless service and inspiration.

Jai Hind!