How Servant Leaders Achieve Better Results

bridge to growth

How Servant Leaders Achieve Better Results

Recent studies show that only about 20 percent of workers understand their company’s mission and goals. Only 21 percent say they would “go the extra mile.” Less than 40 percent believes senior leaders communicate openly and honestly.

Today many feel that they are over-managed and under-led.

Jude Rake has over 35 years leading high-performance teams. He is the founder and CEO of JDR Growth Partners, a leadership consulting firm.

I’ve written and spoken about servant leadership all over the world. And so I read with great interest Jude’s new book, The Bridge to Growth: How Servant Leaders Achieve Better Results and Why It Matters Now More Than Ever and asked him to share some of his thinking and research with you.

 

“Servant leaders focus their organization externally on the marketplace.” –Jude Rake

 

Learn from Pat Summitt

You personally observed Pat Summitt’s leadership and watched her in action at half-time. You saw her growing other leaders, not demanding followership. It was such a powerful example. Would you share that story?

Several years ago when I was COO at a large consumer products company, we needed a keynote speaker for our annual marketing and sales meeting. Given that our company was a big sponsor of NCAA women’s college basketball, we decided to invite Pat Summitt to be our keynote speaker.

Pat inspired everyone with her energy and her famous “Definite Dozen Leadership Traits for On and Off the Court Success.” After our meeting at dinner, I shared with Pat that I had coached youth basketball for many years. She graciously took interest and invited me to be a guest coach at a Lady Vols game. I was floored! I took her up on her offer and eventually travelled to Knoxville for an unforgettable weekend.

I knew that Pat was an outstanding coach, and I admired her for her accomplishments, but I had no idea just how good she was at cultivating leaders throughout the Tennessee women’s basketball program. From the moment I stepped onto that campus, everything was executed with excellence. I soon learned that I would be shadowing Pat. I discovered firsthand why so many recruits chose the Lady Vols program, and why so many former players and coaches use terms of endearment when recalling Pat Summitt’s influence on their lives.

 

“Confidence is what happens when you’ve done the hard work that entitles you to succeed.” –Pat Summitt

 

Game day was quite a production, from pre-game activities to post-game reception. Anyone who watched Pat from the sidelines might expect her to lead everything with an iron fist. It was quite the opposite. Pat was clearly orchestrating everything . . . but the entire weekend appeared to be executed by everyone but Pat. She had done most of her leading and coaching in practice. The assistant coaches and players stepped up to the plate time and again, as did her administrative support staff. They took turns leading, and they collaboratively leaned on each other’s strengths to elevate performance throughout game day activities.

During the game, we sat immediately behind Pat and the team. At halftime the Lady Vols were trailing. We went into the locker room with the team. Pat was not there. I watched as the players—by themselves—took turns facilitating a brainstorming session about what had worked well and what needed improvement. Then they presented their analysis to the assistant coaches for input and guidance. Clearly, these players and assistant coaches had been trained well. They knew what to do without being micro-managed. Finally, Pat joined the team, and the players and assistant coaches collectively presented their conclusions. Pat succinctly graded their performance and assessments, added her own personal evaluation, and they aligned on an action plan for the second half. Everyone had led at some point. They leaned on each other’s strengths and focused on the biggest opportunities for improvement. They debated vigorously and respectfully. Ownership was achieved. There was no lecture or screaming. Half-time ended with a quintessential Pat Summitt inspirational call to heightened intensity and hustle, and the team went out and kicked their opponents’ behinds!

For me, this was an impressive example of a leader growing leaders and difference-makers, not just demanding followership. Pat Summitt showed us that leaders can be demanding, passionate, and ultra-competitive, yet still focus a significant amount of their time, energy, and empathy on the development of leaders at all levels of their organization. It’s what fueled her unprecedented results at Tennessee, and it’s the most important thing leaders do.

 

“Servant leaders bring out the best in others.” –Jude Rake

 

How to Build a Team

Leadership Thought: Is Your Myopia Your Utopia?

myopic leadership
This is a guest post by Doug Thorpe. Doug is a motivational speaker and John Maxwell Coach who helps individuals discover new heights in their own leadership ability.

 

When it comes to leadership and management, nearsightedness or myopia is a common occurrence. What does that mean?

Since effective leadership is part art as much as part science, I see too many managers taking a nearsighted look at their role and responsibility. By this I mean we place more emphasis on the duties and responsibilities (the science) where policies and procedures govern and control the thinking. This happens while the more subtle aspects of leadership (the art) like communication and delegation suffer.

In your early years of management, you had a specific team with clearly defined duties to push widgets or turn cranks. Much of what gets done there is process or project oriented. Process is derived from principles and procedures. Get the process right over and over again, BAM! you’re a good manager. OK, hooray for you.

That kind of success starts to sink in, and you get swallowed up in a false sense of accomplishment. You figure if you keep doing that, you will keep getting bonuses and promotions. The nearsighted myopia creeps in.

You get so enthralled by the surety of your achievements as a manger, you never explore the more subtle art of becoming a leader. The success seems like Utopia. Why should you ever change?

 

“Where there is no vision, there is no hope.” -George Washington Carver

 

Legalism in Life

There are other kinds of myopic behaviors I’ve observed in life. People everywhere subscribe to some new teaching (think child rearing – Dr. Spock in the 50’s v. now, the Littles). Teaching spawned by doctrines such as these generate disciples who would rather argue you to death than entertain an alternate answer.

That is myopia at its worst. Locking in on a belief like this can become dogmatic to others. The comfort that comes from the engrained beliefs creates the Utopia effect. I call it legalism: pure science, no art.

 

Growth as a Leader

Leaders, or people wanting to be leaders, must embrace a mindset for growth. Whatever your natural capacity is to lead (and we all have some capacity), you can grow beyond that level.

As John Maxwell cites, there is a Law of the Lid. Some call it the Peter Principle. We all have maximum capacity beyond which we struggle. The fortunate truth is we also can grow beyond that capacity.

However, the first step in growth is knowing there is something more. Myopic vision will never allow that. If you stay fixated on a comfort zone, you cannot grow.

 

“If you change the way you look at things, the things you look at change.” -Wayne Dyer

 

The Key Question

Why Values and a Purpose are Vital for Leaders Today

purpose

Matthew Snider is a writer, a personal development junkie and a regular blogger at Self Development Secrets, a blog to help you achieve your goals. For more tips like these, I encourage you to visit his site.

Have you worked under someone who was so assured and stood their ground that no matter what happened, he or she knew what mattered? Then you’ve probably worked with a leader who has strong, unshakeable values. It’s not about the money, recognition or power. These values that drive them are something bigger. Finding your purpose is one thing. Finding it as a leader is an entirely different subject. It’s not about emulating other successful leaders or key figures in the industry; it’s about identifying your real values in life, knowing that this gives you a definite purpose for making the tough decisions as a leader. Let’s go about finding out how these things can be so vital to being a better leader.

 

The Making Of A Better Leader

Making decisions is what leaders do. They get paid to make the tough calls. But what’s more important are the values of a leader. It gives the team consistency and stability. What I mean by that is this: having a set of values will give a team a direction, a company culture, and adds some meaning to the work that is being done. All these start from the top, the leader, and flows down to every level. Now every leader has their values, and they can differ from one to another. Two good leaders can have completely different values. So what exactly is a value and how does it help one become a better leader?

 

“Great people have great values and great ethics.” -Jeffrey Gitomer

 

What Are Values?

Values are what is important to us—in other words, what we value, or the thing that drives us. People will have certain core values which help shape them into who they are today. The same values can also be different for everyone. For example, if two people value love, they can show it in very different ways through their actions or vocally. It’s sad to think that even though we all have values, when it comes to working, we tend to adopt the values we were taught to follow. Unfortunately, these values can hurt us, and it’s not something we would like to associate with our real values.

 

The Purpose Of A Leader

Harvard Business Review states that based on the author’s understanding, less than 20% of leaders have a strong sense of individual purpose. These same leaders can tell us the mission statement of the company, but they lack the sole purpose that makes them stand out as a leader. It doesn’t matter if you’re the CEO of a multi-million-dollar company or told to lead a small team of three, your purpose is what makes you, you. It’s your why: why you’re working, why you want to lead the team and more. That’s the difference between leaders, and a good leader has an ultimate purpose. This is why some leaders get remembered and acknowledged long after they’re gone.

 

How to Find Your Purpose?

How to Be a Good Leader Without Giving up All Your Time

This is a guest post by Kayla Matthews that offers some excellent foundational steps to balancing your time. Kayla writes about work productivity. Her work has been featured in Fast Company and other publications. You can join her newsletter here.

 

Don’t Give Up All Your Time

Being a leader is an important role. When your team is relying on you to help them through their problems, tasks and questions, it can feel like you’re getting pulled in a million different directions. While you may be trying to be a great leader, you can feel like you’ve been stretched too thin.

You must find a balance between being a great leader and having time of your own. Because you have your own tasks and jobs that you need to complete, you can’t spend all your time helping others. However, as a leader, you also need to be there for your team.

Luckily, there are a few things you can do to save some time while still giving your team the attention that they need. From time management hacks to automation processes, let’s take a look at a few of the things you should consider if you’re struggling to balance being a leader and maintaining your own schedule.

 

“Until we can manage time, we can manage nothing else.” -Peter Drucker

 

1. Schedule Your Time

If you struggle to get anything done because your team comes to you for help at all hours of the work day, that may be causing major problems. While you want your team to feel comfortable asking you for questions or help, being available throughout the entire day can encourage them to come into your office when they don’t really need help.

Take some time to schedule your day and share it with your team. If you have certain blocks of time that you’d like to focus on your own projects, let them know you’re only to be disturbed for emergencies or if there isn’t anyone else that can help with that issue. That time is to be used for your own work and duties.

While you should schedule time for your work, you should also schedule some open availability with your team. Let them know when you’re free to chat, discuss minor details of a project or when your office door is open to them. If that time doesn’t work for them or they need to discuss something important, put time in your schedule to help them.

“Either you run the day or the day runs you.” -Jim Rohn

2. Use Automation Tools

How the Best Leaders Energize People Every Day

leaders unlock potential

How the Best Leaders Energize People

If you want to be a great leader, you must be a great communicator. The Inspiration Code: How the Best Leaders Energize People Every Day  explores the link between leadership and communication.

Kristi Hedges is a leadership coach specializing in executive communication. You may have read one of her articles in “Forbes” or encountered her other book, The Power of Presence . Her extensive research and survey into what inspires people was fascinating. I recently asked Kristi about her latest work on inspiration in the workplace.

 

“When we highlight potential, we boost confidence.” -Kristi Hedges

 

4 Factors to Enhance Your Inspirational Effect

Tell me more about the four factors that enhance our inspirational effect, what you call the Inspire Path.

The Inspire Path puts a structure to the research I found that uncovers what communication behaviors inspire others. It’s a guide to increase inspirational impact. While we can’t force someone to be inspired—and if we try to push, it backfires—we can create the conditions that foster inspiration. People are most often inspired through certain types of conversation with others. If we want be more inspiring, we should focus on being:

 

“What we concentrate on gets stronger.” -Kristi Hedges

 

PRESENT: investing our full attention and letting conversations flow

 

PERSONAL: speaking genuinely, listening generously, and acknowledging the potential of those around us

 

PASSIONATE: exhibiting sincere emotion and exuding energy attuned to the situation

 

PURPOSEFUL: helping others find meaning and see their place in the bigger picture

 

Copyright Kristi Hedges, All Rights Reserved. Used by Permission.

 

“Our choices bring our purpose in sharp relief.” -Kristi Hedges

 

How do you train Type-A, driven, device-obsessed executives to be more present?