Who Are You Serving?

serve to lead

Who Are You Serving?

That’s the question on the back cover of James Strock’s new book Serve to Lead: 21st Century Leaders Manual. It’s the first of four questions posed by the author. Serve to Lead is filled with principles that inspire us to the highest level of leadership. It’s an essential leadership guide for anyone aspiring to take their game to a higher-level. As someone who writes and speaks about servant leadership, I found it a compelling read.

James Strock is an author and leadership speaker, an entrepreneur, and a reformer. I recently asked him to share his perspective on the changing nature of leadership.

 

“Life’s most persistent and urgent question is, What are you doing for others?” -Martin Luther King, Jr.

 

21st Century Leadership

What has changed in the field of leadership for the 21st Century? 

Our lives and work are undergoing extensive, high-velocity change. It’s inevitable that leadership—which is about relationships and relates to all parts of our world—would be transformed.

Among the most significant changes is the breakdown of longstanding barriers that defined leadership. For example, individuals holding high positions of power traditionally tended to be distant from the those they served. Today, anyone can find a way to communicate with almost anyone else through new technologies. Such individuals no longer have the zones of privacy that separated their personal and professional lives. Elective politicians have been experiencing this new world for some time. Corporate and NGO officials are now liable to be held to account in the same way.

The new trends are part of a transformational change wrought by digital technology. In the 20th Century interactions were generally transactional. Now, by contrast, we’re in a web of relationships. Those relationships can be established or defined by individuals rather than by large public and private institutions.

The ongoing empowerment of individuals and previously isolated or marginalized groups through new technology has accelerated the longstanding trend toward leadership exerted through influence rather than domination or dictation. That doesn’t mean that the world has magically become a utopian paradise or democracy. It does mean that leadership roles are subject to greater accountability, and the tools of workaday management and service are in transition.

 

“Organizations exist to serve. Period. Leaders live to serve. Period.” -Tom Peters

 

What are the unique challenges of our day that impact leadership? 

A unique, unprecedented challenge of 21st-Century leadership is involuntary transparency. Traditional notions of separate work and personal lives are being upended. Presidential candidates are pursued 24/7 by stalkers with video cameras. They lay in wait for a moment of anger, a moment of exhaustion, or a moment of pique. Then they pounce! Skilled propagandists will utilize such human moments to convey a negative narrative that appears more credible through a captured moment that may have no actual relevance.

Those who would lead are being curtailed in their capacity to craft a narrative. One can see advantages when this exposes relevant hypocrisy. Yet there are also costs. It can surely inflame the mistrust and cynicism that is afflicting the populace. It can also prompt people to turn away from positional leadership roles.

How involuntary transparency will be negotiated with expectations of privacy is one of the great questions of evolving 21st-Century leadership.

 

“First, always ask for the order, and second, when the customer says yes, stop talking.” -Michael Bloomberg

 

Everyone Can Lead

Servant Leadership in Action

Servant Leadership

What Is Servant Leadership?

By Ken Blanchard

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.

 

Create a Servant Leadership Culture

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

The Mythical Leader: 7 Myths of Leadership

mythical leader

Misunderstanding Leadership

My friend Ron Edmondson is a pastor, author, blogger, and consultant. After reading his leadership book The Mythical Leader: Seven Myths of Leadership, I followed up with him to discuss the many misunderstandings people have about leadership.

 

“Leadership is influence.” -John Maxwell

 

Avoid the Boss Mentality

I often say that leadership is personal, not positional. Myth number one hits this immediately. What are some of the problems with the “boss has ruled” mentality?

I so hate the word boss. Maybe because I’ve had one and, no, I never want to be seen as one. Frankly, from a purely practical standpoint, the “boss has ruled” mentality simply doesn’t work. It might get the job done for a while, but it will wear people out over time. We don’t get the best people have to offer because they will only do what has to be done to meet the “boss’s” expectation. But, I think there is a bigger reason. It’s wrong. At least from my Biblical perspective, we are all – regardless of title or position – ultimately to be servants of others.

 

“The culture the leader creates impacts the feedback a leader receives.” -Ron Edmondson

 

Myth number two says that if you’re not hearing complaints, everyone must be happy. Tell us a little more about this observation.

I’ve learned even in the best organizations and on the healthiest teams, the leader only knows what they know. And, people may be either hesitant to share what they are really feeling for fear, or retribution or they assume the leader already knows the problems. I go through seasons, as the leader, where I’m simply getting the required things done. I’m traveling a lot. I’ve got a lot of projects on my plate. If I’m not careful, I can assume silence means agreement. I must consistently be asking good questions to make sure I know the true pulse of the organization.

 

7 Myths of Leadership

Myth 1: A position will make me a leader.

Myth 2: If I am not hearing anyone complain, everyone must be happy.

Myth 3: I can lead everyone the same way.

Myth 4: Leadership and management are the same thing.

Myth 5: Being the leader makes me popular.

Myth 6: Leaders must have charisma and be extroverts.

Myth 7: Leaders accomplish by controlling others.

 

 

How to Lead Creatives

Transform Your Organization with Servant Leadership

Transform Your Organization

I’ve personally traveled all over the globe teaching servant leadership. My book, Leading With Others in Mind, is all about the nine qualities of a servant leader and how every organization can benefit from these practices.

Art Barter recently wrote a journal, The Servant Leadership Journal, which takes readers through an 18-week journey. Filled with space for reflection and exercises, the book is a thoughtful way to reinforce the servant leadership mindset. Art is the owner of Datron World Communications, Inc., and he took that business from $10 million to $200 million using these principles. Because of his passion for this type of leadership, Art has also founded the Servant Leadership Institute.

I recently asked him about his work in this area.

 

“There’s a wonder and magic in leaving your ego behind and serving others.” -Art Barter

 

Find Your Why

What would you say to yourself if you could go back and talk to the Art just starting his career?

I would tell the Art just starting his career to respect authority, find his “why” and not let others define him. And I would tell him to find a mentor who practiced servant leadership. With that kind of attitude, I would have looked for the significance in my career, not just success, at a much earlier age. I wish I had realized the importance of serving first and knowing the joy that comes from helping your employees thrive.

 

 

“To be trusted is a greater compliment than being loved.” -George MacDonald

 

Why did you decide to do a journal versus a traditional book?

The word “serve” is a verb, an action word. Presenting our behaviors of a servant leader as a journal gets readers involved in action — working to change their behavior, which in turn helps to change mindset. Working through the journal and creating their own visualization for living the behaviors will have a greater impact on their transformation. As Ken Blanchard says, “Leadership is an inside out job.” The journal involves readers with the “inside” work only they can do. The goal is to create leaders who live with an orientation toward serving others.

 

“Leadership is an inside out job.” -Ken Blanchard

 

Practice, Practice, Practice

What’s the best way to change behavior? How do we know which behaviors to change first?

I think the best way to change behavior is to practice, practice, practice. Set small goals and be intentional. You will begin to assess situations differently, from a servant’s perspective. You will approach others with an attitude of, “How can I add value here?”

As for which behavior to change first, one approach we advocate is to work on the Serve First behavior before moving on to the other behaviors. But we also need to meet people where they are, so another approach is to do a self-assessment or have peers assess you on the nine behaviors and work on the ones for which you have the lowest scores.

Through this process, I cannot emphasize enough the need to listen to those closest to you.  They will give you great feedback if you are willing to listen and then act.

 

“The best way to change behavior is to practice, practice, practice.” -Art Barter

 

Cultivate Servant Leadership Behaviors