There are many ways leaders impact their organizations. They inspire a shared vision, clarify core values, delegate the right work and hold people accountable.
These executive skills help leaders shape organizational culture but there is something much more important – example, the one thing you simply cannot delegate.
Executive skills such as decision making, strategic planning and delegating help leaders shape organizational culture but there is something much more important - example. This is the one thing you simply cannot delegate. Share on XAs a leader, your example speaks so loudly, your staff barely hear a word you say. The basic question everyone in the organization asks and observes is this, “Will the leader use his or her power for personal benefit or to benefit others?”
As a leader, your example speaks so loudly, your staff barely hear a word you say. Everyone in the organization is asking, “Will the leader use his or her power for personal benefit or to benefit others?” Share on XLet’s be clear: there is no such thing as servant leadership, either you are a servant or no leader at all. Here are five habits you can develop if you choose to embrace a servant-leader approach.
#1 – Listening: Leaders are valued for public speaking skills. Great speeches must be reinforced by a deep commitment to listen intently to others. Listening will always (yes, always) lead to better decision making. First, listening widens and deepens the pool of shared insight. Wider because more people are consulted and deeper because they share deeper than surface level trusting you will take their insights into consideration.
Not only do great leaders glean from the wisdom and insight of the group, through intentional consultation they increase commitment to execute because the staff see the decision and direction as their own ideas.
#2 – Encouraging: When it comes to believing in themselves, most people are agnostic. Think of it, if you want to make someone blush, pay them a compliment. If you really want to make them squirm, attach an example of their greatness and watch them wallow in the warmth of your words.
The four most encouraging words in the human language are, “I believe in you.” People that feel good about themselves, produce remarkable results. As a leader, your greatest privilege is communicating the dignity, worth and potential of your people so clearly that they begin to see it in themselves and act on it.
When it comes to believing in themselves, most people are agnostic. The four most encouraging words in the human language are, “I believe in you.” Leaders: communicate the dignity, worth and potential of your people. Share on X#3 – Coaching: Great leaders stop managing and start coaching. They catch their people doing the right thing and affirm them for it. When they see their staff living out the values of the organization, they make a hero of them in the next team huddle. This not only re-enforces the behaviour, it inspires others to do the same.
This kind of appreciation doesn’t have to be elaborate but it does need to be sincere. Coaches focus on the potential greatness of others and draw it out of them. Coaches raise awareness and responsibility by asking the right questions and holding people accountable to the actions they create for themselves.
Coaching managers raise awareness and responsibility by asking the right questions and holding people accountable to the actions they create for themselves. Share on X#4 – Healing: Servant leaders recognize that there is a lot more to people than their life at work. Each person on their team has a network of personal relationships, some of which are in a strained or even toxic state. Many people have broken spirits and deep emotional pain. They may walk strongly on the outside, but they are often hobbling along internally, at an emotional level.
Servant leaders neither pry nor do they flee from personal conversations. The mere fact that you make room to listen, offer them support, and serve their needs communicates a profoundly healing message to their heart.
#5 – Influence: Servant leaders don’t rely on positional authority to gain buy-in from their people. They don’t operate as “propped up kings and queens” leaning on their titles to make things happen.
This mind-set propels them out of their office, away from email or memo writing and into the spaces where their people work. The servant-leader manages and leads by walking around. These short check-ins and fly-bys are about building consensus, demonstrating proximate support and creating culture not exercising authority.
Most of your people will forget what you say but they will not forget how you made them feel. Our most valuable resource is not the buildings we own or the technology we operate or even our financial health. Our greatest resource is emotional capital – healthy, collaborative relationships are critical and servant leadership is key.
There is no such thing as servant leadership, either you are a servant or no leader at all. Here are five habits you can develop if you choose to embrace a servant-leader approach. Share on X