Servant Leadership: Empowering Others To Accomplish

In hindsight, I can see that while the two have very different personalities, divergent backgrounds and varying skill sets, both modeled servant leadership in very impactful ways. And both have consistently demonstrated the principles of this philosophy over decades, exemplifying its effectiveness in a range of environments.

The corporate professional started by managing just a few individuals and now leads thousands, deploying the same principles he used in the beginning. Likewise, when I met the leader in the Middle East, he was overseeing the largest field in his organization; now, years later, he heads a small group of developing leaders from a distance and continues to model the same principles.

Robert K. Greenleaf coined the phrase “servant leadership” in 1970; it describes an approach in which the aspiration to lead is driven by a desire to serve others. In his essay “The Servant as Leader,” Greenleaf explained, “A servant-leader focuses primarily on the growth and well-being of people and the communities to which they belong.”

This approach provides a unique lens through which to view the components of leadership. The foundations of fruitful leadership are often articulated as character, skill and knowledge; and when these aspects are seen through the filter of servant leadership, those in positions of authority are uniquely equipped to improve not only their own companies and organizations but entire communities.

While different situations require varying models of leadership, I see a global need for leaders to consider putting our collective weight behind the servant leadership model. As we direct high-performing teams, we as leaders need to avoid the pitfalls of self-centeredness and seek to empower others to accomplish our organizations’ goals through their gifts and talents.

Servant leadership moves us to be better leaders through six key principles.

1. Listen well. To truly address the opportunities and challenges before you, take time to hear instead of being heard.

2. Value people. Focus on others and create space for direct reports and colleagues to flourish.

3. Call it like it is. Communicate the current realities as well as the future direction of the organization you lead.

4. Ask powerful questions. Raise questions that push you and your team to new ways of overcoming obstacles and identifying breakthroughs.

5. Empower people. Encourage your team to tackle challenges and opportunities in their unique way.

6. Be real. Humbly allow your team to see you when you are weak and need their help.

If you want to sharpen several of these skills, I recommend starting with a quick read of Coaching 101 by Robert Logan and Sherilyn Carlton. Though it takes a lifetime to completely ingrain these principles, by being intentional in growing in each area, you will improve your impact and grow the effectiveness of your team.

For example, one powerful question that has led to many amazing outcomes is, “What will you do to overcome this challenge?” Asking this allows team members to articulate their own solutions and often leads to the best way forward.

This optimal path ahead often involves equipping others. As I consider the two leaders I mentioned at the beginning of this article, one characteristic that stands out is that in the years I have known them, they have invested in others, shaping them as servant leaders and deploying them in areas where they will develop other servant leaders. In both cases, they impacted their people, organizations and communities for good, not only through their own actions but through the efforts of those in whom they had invested. May this be true of us as each one of us leads in our spheres of influence.