Ten years ago, Bryce Courtenay wrote a compelling book by this title that the New York Times claimed "had everything." I remember ambling through this book for weeks, initially torn between the desire to prolong my pleasure with the delicious characters that Courtenay animated across the pages, and devour the entire thing in a weekend. Delayed gratification won out as I lingered with a phrase here, a sentence there. Underlying the adventure and drama of the story was Courtenay's poignant message that we each must discover our own power, uncovering our destiny layer by layer and stand up-sometimes alone-to follow our own unique beckoning, the sweet voice that speaks only to us.

It is hard enough to do this as an individual. How do we nurture this power of one in our organizations? How do we develop each one's own destiny while maintaining a sense of harmony and mutual support for the whole? Organizational leaders who are ethical and wise, recognize that the cared for, well developed individual is the truest reflection of the company's worth. Strategy, vision, mission and goals are an important part of running a business, but it's not what brings in customers, and it's certainly not what keeps customers. It's the individual. Not just any individual, of course, the individual must be sensible enough to know what integrity is and how it manifests as honesty, forthrightness, and sincerity. From here, organizational leaders have the opportunity, if not the duty, to shape the individual further by educating and modeling the values the company embraces. If, for example, one of the values is mutual respect, leaders must behave respectfully with everyone. This means communication is delivered clearly, either directly or along dependable lines of communication, and deep core listening occurs at every level. If one person in the organization declares that their ideas are not being heard, or they are not being given an opportunity to express their opinion, it is essential that this be perceived and responded to quickly.

Independent thought is something leaders rely on their people to deliver. In fact, it's a fundamental aspect of the power of one. If people don't feel heard, they become less motivated to share their good ideas. It is the expression of everyone's good ideas that makes for great organizations. If employees are being listened to, they are much more likely to listen to the customer. If the customer is listened to-and treated with respect-they keep coming back.

Still focused on mutual respect, the wise leader invites employees to have the courage to remain separate, to think through the truth without being beguiled by convention or the plausible arguments of those in command. The power of one is above all things the power to believe in oneself—not to be unduly shaped and directed by the needs of others. Rather, to use this belief in self to unite with others and collectively and more genuinely contribute to the greater whole.