Why We Need Servant Leaders
“If serving is below you, leadership is beyond you.”
I heard this quote at a conference last year and it’s stuck with me. Why is that?
In times like these, servant leadership is sorely needed.
Layoffs, return to office, wage disparity, polarizing politics. There’s just not enough kindness in the world today. And we need more leaders willing to serve the needs of others, not corporate greed.
There’s more to being a servant leader than just making decisions.
Leadership is any contribution that supports the mission, vision, and passion of an organization. This means the school custodian is just as important as the school principal. The quarterback alone doesn’t win the game. It takes a team.
What qualities make a servant leader successful? Here are just a few.
A servant leader will:
Actively listen. Listen to the words being spoken but also understand the meaning behind them. A good leader shows this during conversations by minimizing distractions (cell phone is put away, not reading other emails, etc.) and showing interest by using non-verbal cues (eye contact, facing speaker and not computer) and summarizing the speaker’s words.
Have emotional intelligence. This means taking the perspectives and experiences of others into account. A good leader can identify employee struggles and understand how people feel about projects, decisions, morale, direction and company or team vision. Don’t just say “I understand how you feel,” truly mean it and help where you can.
Foster community. Building community is important for colleagues and coworkers, especially in a shared team environment. Take time to have non-work-related discussions, ask about family or weekend plans. Treat those around you as human beings with lives outside of work.
Leadership is about contribution, not position or title.
It’s as much about the development and well-being of others as it is about the bottom line.
What else would you add? Share some examples of a servant leader you’ve worked with or a bad leader you left (and why).
