“Because I said so!”
As children, this is one of the most frustrating phrases we could hear from our parents whenever we reason with them, and is commonly their final argument when they have run out of reasons: “Because I said so.” Now as adults, imagine hearing that from your boss who knows absolutely nothing about what you do, and keeps on insisting on a process that you know for a fact will not work. How frustrating can that get?
For all its adverse effects, the pandemic highlighted the leadership that organizations engender and promote, and to what extent management is willing to extend to not only sustain their organization but also keep and protect their team. And while some organizations focus on being financially viable, others have done far more by developing strategies and mechanisms to safeguard their employees’ health, source of income, and general well-being. These organizations exemplify what is known as servant leadership.
The term “servant leadership” was first used by Robert K. Greenleaf in his essay, titled “The Servant as Leader,” published in 1970. Whereas traditional leadership focuses on the accumulation of profit and being on top of everybody else, servant leadership focuses on the overall growth of their people and extends that same care to their community. Basically, these leaders put the welfare of their team above themselves. This promotes trust and provides an environment for innovation and critical thinking which are needed if organizations expect to navigate the ever-changing business landscape.
This does not mean they will not think of profits. Servant leaders understand that when the team functions well, the profits will follow. Profit is not their end goal and be-all because they understand that the most valuable resource of their organization are their people. And before you think this is another leadership method, it is not. Servant leadership is behavioral and should not be used as a technique to win people over. If you do, people will know if you are just taking advantage of them. They will resort to a transactional relationship in which they only give the bare minimum and speak to you only when needed. This could result in lost time, wasted resources, or, worse, repeated work.
So how do you become a servant leader?
Servant leadership starts with self-assessment and being self-aware of how your actions affect other people. An objective view of how people react to what you say and do can help in assessing how you can be more welcoming of other’s point of view and prevent you from being reactive.
It will also help if you examine your reactions toward certain people and reflect on why they made you feel a certain way, and examine how you can go beyond emotions into a workable solution for differences in perspective. Understanding why you react to certain personalities and how your team interacts with you will help you manage your reactions better and will help you focus on the issue rather than the personalities involved.
You do this by listening with empathy. You need to be deliberate in understanding where people are coming from so that you can react properly to issues without it being perceived as a provocation. The best indicator for this is when people can readily go to you for clarification and direction. This means they value your opinion and, at the same time, they know you are a safe person they can talk to for their concerns and needed direction. Servant leaders prepare their people because they know that the action of one member of the team reflects the collective team. They understand that to justifiably represent the team, they need to get to know the team—what ticks them off and what gets them going.
A remarkable characteristic of a servant leader is the way they persuade people. A servant leader motivates others through influence and not via threats by using their position or authority. People are confident to follow them because of their track record, and because of how they have dealt with people in the past. Consistency is the key. Servant leadership is not just about being competent but also about character. Your integrity and how you treat people within and outside your team says a lot about you as a person. The moment you assert your position, you force your team into accepting your decision because you said so, and you alienate the members of your team who can offer a better solution.
Another way of becoming a servant leader is developing your team even at the risk of losing them to another team. Investing in your team’s development will help prepare your team for future challenges, and will also equip them to overcome emerging challenges. And even if they leave your team, you would have developed a connection with that person who can be your ally in cross-functional projects. If they altogether leave the company, it would still be in your favor especially in sharing best practices and networking. Servant leaders look at the overall picture and help their team succeed by giving their teams opportunities to grow and be recognized.
A servant leader also has foresight. They think ahead for their team and what they might need. They need to think ahead so they can prepare their team and keep their team together to take advantage of their opportunities and strength, and at the same time augment weaknesses and minimize risks. This means looking at industry trends and updating tools and skills so the team can position itself better in the future.
Someone once said that “if serving is below you, leadership is beyond you.” Indeed, leadership means no one gets left behind. It is understanding your role of keeping the team together by knowing them and equipping them to weather any challenge that might come their way. During the pandemic, did you protect your team? Or did you protect just yourself?
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