Your CEO is espousing the concept of “servant-leader” as the latest and greatest way to build a platform from which tremendous productivity and performance will soar. And indeed, the idea of “servant-leader” sounds inspiring, even awe-inspiring: “A servant-leader focuses primarily on the growth and well-being of people and the communities to which they belong… The servant-leader shares power, puts the needs of others first and helps people develop and perform as highly as possible.”
But as you scramble to meet this quarter’s deadlines, goals and other obligations, find someplace on your desktop to park yet another project requiring immediate attention, and winnow through today’s endless emails, texts and voicemails, all you can say is “How the heck am I supposed to be a ‘servant-leader’ along with everything else on my plate?!”
One step at a time. And the first step is easy, it consists of asking yourself a few questions, such as “What are my employees happy about? What aren’t they happy about? What are their challenges? How can I better respond to those challenges?” You know more than you think you do about what works for your employees and what doesn’t. And if you’re not sure, invite anonymous comments, make it safe for employees to share their experiences – good and bad.
Then, solicit ideas about how you can respond to employee experiences: how to amp the positive, find solutions to the negative.
And there you have it. You are now a budding servant-leader. By putting your employees’ concerns front and center (serving), you make it possible for both your workers and your company to thrive (leading to success).