What do you think of when you hear the term servant leadership? Do you picture a workplace culture where managers and direct reports work side by side, set goals, collaborate on projects, solve problems and celebrate victories together? Or do you picture a chaotic scene from a movie where the inmates are running the prison?
If you don’t understand servant leadership, it may be because you think people can’t lead and serve at the same time. But they can, if they recognize that there are two kinds of leadership involved in servant leadership: strategic and operational.
Strategic leadership has to do with vision and direction. It’s the leadership aspect of servant leadership. Leadership is about going somewhere. If you and your people don’t know where you are going, your leadership doesn’t matter. A compelling vision ensures everyone is going in the same direction. Once the organization has a compelling vision, they can set goals and define strategic initiatives that help people know what to focus on right now. The traditional hierarchical pyramid is effective for this part of servant leadership because, while the leader should involve experienced people in helping to shape direction, the ultimate responsibility remains with the leader and cannot be delegated to others.
“The very essence of leadership is that you have to have vision. You can’t blow an uncertain trumpet.” –Theodore Hesburgh
As soon as people are clear on where they are going, the hierarchical pyramid is philosophically turned upside-down. Now the leader’s role shifts to a service mindset for operational leadership, which has to do with implementation. The question now is: How do we live according to the vision and accomplish the establish goals? Implementation is the servant aspect of servant leadership. It includes policies, systems, and leader behaviors that flow from senior management to frontline employees—and make it possible for people in the organization to live according to the vision and values and accomplish short-term goals and initiatives.
Leaders will always say that the most important part of their company is their people. People-first philosophies abound. Don’t believe it? Look at the plaque on the wall extolling the value of people.
But often the saying on the wall is not reality on the floor. It’s far too common to see people judged strictly on today’s achievements and not by their integrity and compassion for others.
Anthony Tjan’s new book, Good People: The Only Leadership Decision That Really Matters, is about defining goodness as a skill that can be learned and mastered, about the culture that’s created when we focus on people in a completely different way. I recently spoke to him about his philosophy. Anthony is an entrepreneur, strategic advisor, and venture investor.
“Practicing goodness isn’t just a pleasantry..it’s our duty.” -Anthony Tjan
The “Good People Mantra” is a powerful and simple summation of your philosophy. Would you share it with us?
Of course. The Good People Mantra is about five principles and commitments that define what true goodness really means. Think of this as a sort of Hippocratic Oath for leaders to follow. It begins with always being people-first. Make your decisions with this filter in terms of how will the outcome affect my people? Second, recognize that goodness is really defined in terms of how you can make others feel and become the fullest version of who they are. When you are in their presence do you do that? Or when you are in the presence of someone else do you feel that? Third, goodness is something much bigger than competency – it requires character and values. Fourth, goodness requires one to be balanced against the tensions and realities that fight against it. We need to be self-aware of these tensions and ask the right questions to make us better at finding balance. Fifth, do goodness not only when you are morally tested or trying to avoid being bad but, rather, do goodness whenever you are in a position to do so. Real goodness comes from those who practice being good whenever the situation allows. And recognizing that this is a life-long pursuit and intention.
“Truth is ultimately expressed in terms of how we act.” -Anthony Tjan
If you do, you will tap into a leadership success shortcut that will help you create an organization that performs above expectations.
Susan Fowler is a senior consulting partner with The Ken Blanchard Companies and a professor at the University of San Diego. Her research into the science of motivation is important for all leaders to understand and employ. I recently asked her about her work.
Research: managers do not know what motivates their people.
You’re an expert on motivation. You say that everyone is motivated, but everyone is motivated differently. Would you share an example of this from your experience?
An important truth emerges when we explore the nature of motivation. People are always motivated. The question is not if, but why they are motivated.
The motivation—or energy and impetus—a person brings to any action can be qualitatively different. Some reasons people are motivated tend to promote well-being for themselves and others—and unfortunately, some reasons don’t.
Motivation that comes from choosing to do something is different from motivation that comes from having to do it.
Motivation generated from values, purpose, love, joy, or compassion is different from motivation generated from ego, power, status, or a desire for external rewards.
Motivation to compete because of a desire to excel (where the score serves as feedback on how successfully you are growing, learning, and executing) is different from competing for the sake of besting someone else, to impress, or gain favors.
One of the primary reasons motivating people doesn’t work is our naïve assumption that motivation is something a person has or doesn’t have. This leads to the erroneous conclusion that the more motivation a person has, the more likely she will achieve her goals and be successful. When it comes to motivation, it is too simplistic and even unwise to assume that more is better. As with friends, it isn’t how many friends you have, it is the quality and types of friendships that matter.
Imagine you are a sales manager. You wonder if your sales reps are motivated. You look at the mid-quarter sales reports for your two highest selling reps and conclude, yes, they are both highly motivated. What you might fail to notice is that they are motivated differently. The reason one rep works hard is to win the sales contest, be seen as number one, and to make the promised bonus. The reason the other rep works hard is because he values your products and services, his efforts are connected to a noble purpose, and he enjoys problem solving with his clients. The science of motivation provides compelling evidence that there are major implications for the reps’ different types of motivation. The quality of their energy affects short-term results and long-term stamina.
“A great irony of leadership is that motivating your people doesn’t work because people are already motivated.” -Susan Fowler
Managers can guide people through a conversation that helps individuals explore their feelings related to their task, goal, or situation and reveals their current motivational outlook.
Do they have a negative or positive sense of well-being? Listen to clues in their language; watch their non-verbal body language. (Do they use phrases such as, I have to or I get to? Do they appear defeated, defiant, and defensive or inspired and joyful?)
Is the individual experiencing low or high quality of psychological needs? (Does this person feel in control and recognize they have choices, feel supported and have a sense of purpose regarding the situation, and feel they have the ability to navigate the challenges posed by the situation?)
Is the individual demonstrating low- or high-quality self-regulation? (Is this person mindful, making a values-based decision, or linking the situation to a higher purpose?)
Is the individual’s motivational outlook suboptimal (disinterested, external, or imposed) or optimal (aligned, integrated, or inherent)?
Leadership Tip: Help your people find meaning and contribute to a social purpose.
I’m a big fan of mentoring relationships. A mentor may be a formal relationship with someone or it may be a virtual relationship. In fact, the reason I read so much is that I’m curious and constantly learning from others. I’d rather learn from someone else’s mistakes than make them myself. I’d rather take a shortcut if someone else has already figured out the best way forward.
We believe that behind every successful person, you’ll find a mentor—usually several—who guided their journey. There are many famous mentor/mentee examples out there—Socrates and Plato, Warren Buffett and Bill Gates, Steve Jobs and Mark Zuckerberg, Maya Angelou and Oprah Winfrey—the list goes on and on. With the pace of change today, we believe that mentoring can ground you and guide you in a way that few other activities can. The amazing thing about mentoring is that in many ways it benefits the mentor as much as the mentee.
“Potential mentors are all around you once you start looking for them.” -Blanchard / Diaz-Ortiz
Many people who want a mentor don’t know where to start. You point out that “Potential mentors are all around you once you start looking for them.” How do you identify potential mentors? Ones who match your needs?
There’s an old saying that when the student is ready, the teacher appears. We’ve found in our own lives that mentors are all around you once you start looking for them. You might find a mentor in a boss, teacher, neighbor, friend, or colleague. Or you might find one through a professional association, volunteer organization, or online mentoring organization.
That old saying works both ways—when you’re ready to become a teacher/mentor, the student/mentee appears. We encourage people to step up and become mentors, because you won’t fully discover, appreciate, or leverage what you have until you start giving it away.
As for identifying a potential mentor/mentee, it’s important to think about compatibility. In the book, we show that there are two aspects of working with someone: essence and form. Essence is all about sharing heart-to-heart and finding common values. Form is about structure—how you might work together. For a mentoring relationship to thrive, you need to establish that heart-to-heart connection.
Success Tip: writing about issues that arise during introspection can help to clarify them.
Why is it important to keep a journal of your mentoring journey?
One of Ken’s most important mentors, Peter Drucker, taught him that, “if you can’t measure it, you can’t manage it.” It’s important to keep a journal of your mentoring journey so you can see where you’ve been and stay on track with where you’re going. In the book, the first step in our MENTOR model stands for “Mission”—creating a vision and purpose for the mentorship. Keeping a journal as you engage with your mentor/mentee will reveal the ways you’re fulfilling—or not fulfilling—that mission. For example, if your goal in a mentoring relationship is to create a career you love, you can record in your journal each step you take toward accomplishing that mission.
Success Tip: tread lightly on the networks of others. Never use or abuse the connections made for you.
“Tactful honesty in a mentoring relationship builds trust.” How have you seen that in practice in your own lives?
Ken’s earliest mentor was his father, a lieutenant in the Navy during World War II. Ken’s dad had a brilliant way of guiding Ken without dampening his spirit. For example, when Ken was in junior high, he was elected president of his seventh-grade class. He came home all proud of winning the election. Instead of telling Ken he was the greatest thing since sliced bread—or, on the other hand, telling him not to get a big head—Ken’s dad said with tactful honesty, “Congratulations, Ken. But now that you’re president, don’t ever use your position. Great leaders are great because people respect and trust them, not because they have power.” That One Minute Mentoring taught Ken one of the most valuable lessons he ever learned about leadership.
“Tactful honesty in a mentoring relationship builds trust.” -Blanchard / Diaz-Ortiz
You’re walking down a busy city street and turn the corner only to see a small crowd of people all looking up in the air, at a point across and above the street. What are the odds you’ll be able to stop yourself before looking up to see what they’re all staring it? I know for me, it’s almost impossible…and I’ve tried!
Similarly, in movies and TV shows, it’s easier to laugh along when we hear the show’s laugh-track. I once watched a funny old movie with no laugh-track, and the child I was watching with didn’t know what was funny. We take our cues from others.
It’s the same online. One of the main reasons that people make a choice is because they have “social proof” that others have done so before. It’s a strong motivator.
“The key to successful leadership is influence, not authority.” Ken Blanchard
Whether you are a business, a blogger, or an individual with career aspirations, you should be harnessing the power of positive social proof. The concept is not a new one, but its importance continues to grow both for businesses and individuals.
Wikipedia defines it this way: “Social proof is a psychological phenomenon where people assume the actions of others in an attempt to reflect correct behavior for a given situation.”
Helps you stand out. Competition isn’t slowing down, isn’t letting up, and isn’t taking a break. If you want your business to get noticed, then social proof is one way to do it. With more sources competing for our attention every day, it’s vital to differentiate your offering from everything else.
Improves your success metrics. Studies show that we are more likely to share something that others are also sharing. We watch what we see others are watching. Visit a new town and you see two restaurants side-by-side. One has an empty lot and the other has a line wrapped around the block. Which one appeals to you?
Builds credibility. Unless you are already an established expert, a bestselling author, or a of host a worldwide talk show, it helps to build credibility. In Nashville, I see many up and coming music artists using quotes from famous musicians. Authors routinely ask for endorsements for book jacket quotes. Businesses include testimonials from others. All of these are ways to differentiate and add credibility.
“The measure of who we are is what we do with what we have.” –Vince Lombardi
Some of you may say, “Sure, I can see that building social proof matters for a business. But it’s not something I need to think about.”
If you want to increase your chances of promotion, see higher raises, or reduce your chances of getting let go from your organization, you should use some elements of social proof. Do you have a marketing plan for YOU? Today, you must promote yourself.
You don’t need to blatantly self-promote. No one likes an egotistical, self-centered know-it-all. But, if I want the boss to choose me for a new project, how do I keep my name out there? How do I stand out? It may not be a blog, but it may be that you wrote an article in your company newsletter or an industry publication. It may be that you are speaking at a customer event. And there is nothing better than the word of mouth social proof because you delivered a key project or pitched in to help when it wasn’t even your responsibility. When your colleagues are buzzing about your performance, that is the best social proof possible. There are many ways to build your social proof as an individual.
“Intense love does not measure, it just gives.” –Mother Teresa
Recently, one marketer sent me a list of the ways I have used positive social proof on this blog. Here is what she shared (with my explanation).
Shares. On the top of each post, you can see the number of shares. Here’s where I ran into a problem last week. Because I have preferred Twitter to other social media, my Twitter shares are higher than others like LinkedIn or Facebook. Recently, Twitter made a strange, surprising, and I think wrong move by removing counts from everyone’s websites. That turns some posts that were shared by the thousands to showing nothing overnight. Why they did this is answered in a strange post, but I still don’t quite understand it. And, for the record, it alienated a large community of content creators who are now rethinking strategies for Facebook and LinkedIn over Twitter.
Does it matter? Adele recently smashed records with the release of 25, becoming the best-selling album in the US of any single week. Large numbers create even more numbers. What would have happened if just as her sales took off Nielsen made a decision like Twitter and just zeroed out the sales?
“A true measure of your worth includes all the benefits others have gained from your success.” –Cullen Hightower