Servant-leadership assessment

In this section I assess my philosophy and station as a

servant-leader in training. I will also analyze approaches to

help enrich both my personal growth and convey a

servant-leaders pathway towards purpose in the workplace.

I will recognize the characteristics that help to build

credibility in order stimulate the highest potential in others

in organizational community.

 

In today’s society, people and organizations are moving

faster than ever. Technology has shaped our patience, reality

and people’s expectations. Everyone sees the world, perceives workplace meaning and judges others through the lenses of a framework uniquely their own. We are all simply on different stages along our journey.

 

Servant-leadership is a caring form of leadership that accepts the individual, but at the same time incorporates high degrees of accountability; mindful of our collective responsibilities to the whole community.

 

As a servant-leader in training, I am aware of the importance of obtaining buy-in, and the ensuing power that occurs, when people have their hearts in the game. Organizational success is the collaborative outcome of accountability, of harnessing diversity, listening intently with full presence, and empathic awareness. These factors in action add up to servant-leadership credibility.

 

What is servant-leadership?

The explanation and inspiration for servant-leadership is made clear to me by the servant-leader Leo in Hesse’s book (1956), Journey to the East where he describes the “Law of Service” (p. 34). Leo states that “those who spend their lives in service live long, but those who want only to rule do not," (p. 34). In community, we sometimes lead by choice, while other times because the occasion required someone to step up. Servant-leadership recognizes the value of inter-dependence. As a leader, I cannot do it alone. “We cannot survive if we insist on remaining independent. We need help from outside ourselves. Alone we are poor,” (Casey, 1999, p. 67).

 

Summation Statements:

 

Leads with moral authority: culture of accountability

Accountability starts with me modeling the way, advancing credibility. Leo Tolstoy said that “everyone thinks of changing the world, but no one thinks of changing himself.”  This is a work in progress for me and I imagine it always will be. My moral compass, to serve, must be discernible. At the age of 100, Fr. E᷉leuthe᷉re Winance said that “I doubt myself. Did I fulfill the job? Because very soon I shall face God and he will ask me: what did you do with my gift?” (Frangakis, 2010). I must hold myself to the highest standards of ethics. Kouzes and Posner (2003) contend that credible leaders adopt the view that “their role is to serve and not be served” (p. 133). In turn, this open style leadership is said to inspire a new moral principle and commitment from people to accomplish goals. Some questions I can as include: “What control can I give up to empower others?” (Helgesen, 1995, p. 103).

 

Servant-leadership is not all touchy-feely. If we do not produce positive results, we along with the business that employs us, will seize to exist. James C. Hunter, in the Servant-Leader Training Course states that “leadership is about task and relationship,” (2006).  I believe it is about reciprocal accountability. Everyone must have a piece of personal ownership and deliver results. However, accomplishments come from tapping people’s heart and desires from many angles. “I need more than a sermon to get people moving and applying servant-leadership into their lives every day,” (Hunter, 2006).  One of the areas probably most avoided by managers is the importance of holding people accountable, in real-time, regularly and coaching for correctness. For most managers, performance management is something that occurs twice a year and is a 15-minute excruciating discussion. It is usually avoided until the last minute. Like sports, you can’t wait until the end of the season to give a performance review; you coach them to improve every day so they can perform better (Benson, 2007).

 

Compassionate Collaborator - supports diversity

Diversity of ideas is the foundation of collaboration. “Diversity is not an imposition, it’s an advantage. Inclusion is not a problem, it’s a solution” (Thiedman, 2012). Colonel Fullhart (2013) furthers this concept when he shares that “no one is smarter than all of us.” Diversity of ideas must be safeguarded and nurtured. It means ensuring that everyone has a seat at the table, including the disadvantaged. Each perspective is unique.

 

Salsa is a great metaphor for diversity. “Just like no two individuals are alike, every batch of salsa is unico” (Bordas, 2007). There must be the refuge for all to apply their point of view. That is the key responsibility of the servant-leader. Diversity strengthens and empowers us to anticipate, understand and respond more effectively to organization threats and opportunities. Juan Bordas (2007) shares that authentic diversity can only happen on a two-way street – “understanding must go both ways” (p. 37).  Bordas contends that We cultures work together so everyone benefits.

 

As a servant-leader, I realize that it is up to me to insist on change, starting “in here” and “not out there.” Some questions I can ask include: “Who am I listening to; or not listening enough to?” (Helgesen, 1995, p. 100). As servant-leaders we are taught to lead the way. We must let our inclusive behavior create a path for others to follow.

 

Communicator

One of the areas that leaders forget is to afford self-empathy. According to Larry Spears (2013), “listening also encompasses hearing one’s own inner voice.” Listening, coupled with periods of reflection, is essential to the growth and well-being of the servant-leader. I believe that practicing listening, empathy and awareness are all contributors that can overcome existing bias. They must be practiced and implemented sincerely. Collaboration is a skill that is rooted in listening, and it is a competence that Col. Fullhart says “a good leader has got to develop. God gave you two ears and a mouth, and you should use them in that proportion.” He says it is important to “ask more questions and make fewer statements.”   

 

Conclusion

Being a servant-leader in training is a free pass to experiment and make mistakes. John Horsman (2014) shares with us that “if you are unsure what to do, or where to start, do it anyways.” Leadership opportunities are presented every day, and all we can do is take our best shot. “An ounce of action is worth a ton of theory” Ralph Waldo Emerson.