The most persistent barrier to being a servant leader is a heart motivated by self-interest that looks at the world as a “give a little, take a lot” proposition. Leaders with hearts motivated by self-interest put their own agenda, safety, status, and gratification ahead of others who are affected by their thoughts and actions.
In a sense, developing a servant’s heart is a lifelong journey. It is my belief that you finally become an adult when you realize that life is about what you give rather than what you get. The shift from self-serving leadership to leadership that serves others is motivated by a change in heart. Servant leadership is not just another management technique. It is a way of life for those with servant’s hearts.
When some people hear the phrase servant leadership, they associate it with soft management—they think you can’t lead and serve at the same time. Yet you can, if you understand that there are two kinds of leadership involved in servant leadership: strategic leadership and operational leadership.
Strategic leadership has to do with vision and direction. This is the leadership aspect of servant leadership. The responsibility for this visionary role falls to the hierarchical leadership. Kids look to their parents, players look to their coaches, and people look to their organizational leaders for direction.
Once people are clear on where they are going, the leader’s role shifts to a service mindset for the operational leadership task, which is all about implementation—the servant aspect of servant leadership.
How do you make your vision happen? In a traditional organization, all the energy in the organization moves up the hierarchical pyramid as people try to be responsive to their bosses instead of focusing their energy on meeting the needs of their customers. Bureaucracy rules, and policies and procedures carry the day.
This creates unprepared and uncommitted customer contact people who are trying to protect themselves, and it leaves customers uncared for at the bottom of the hierarchy. This scenario doesn’t do much to move the organization in the desired direction toward accomplishing a clear vision. Servant leaders, on the other hand, feel their role is to help people achieve their goals. To do that, the traditional hierarchical pyramid is theoretically turned upside down so that the frontline people, who are closest to the customers, are at the top. Now the frontline people are responsible—able to respond—to the needs of the customers. In this scenario, leaders serve and are responsive to their people’s needs, training and developing them to accomplish established goals and live according to the vision.
Servant leadership is not soft management; it is management that not only gets great results but also generates great human satisfaction.
Interested in learning more about the relationship between servant leadership, customer service, and the role of managers and senior executives? Join me for a free webinar on Creating a Culture of Service. I’ll be sharing thoughts, strategies, and tips on how to create an organization with a servant leadership mindset and a servant leadership skill set.
About the Author
Ken Blanchard is cofounder and Chief Spiritual Officer of The Ken Blanchard Companies. Best known as the coauthor of The One Minute Manager and co-developer of Situational Leadership® II, he has published 65 books with combined sales totaling more than 21 million copies.More Content by Ken Blanchard