Monkswood Associates

"Fail to honour people, they fail to honour you. But of a good leader, who talks little, when his work is done and his aim fulfilled, they will say: 'We did this ourselves' "
Lao-Tzu, 5th century B.C.

I was coaching a general manager and I wondered what she thought management was about, so I asked. She said that it was about being able to supply direction and guidance. For her this meant knowing the answers (and so not asking for input from her staff or her line manager), telling people what to do (and sometimes even how), and thinking her work priorities predominantly came first. In essence, she was taking on everything and putting a great strain on herself. At the same time her team were feeling de-motivated and frustrated. No real trust was shown either way.

I then asked her to visualise how she would like it to be. Out came things like 'I have good two-way discussions with my line manager about future developments for my operation, accessing her knowledge and experience to everyone's advantage. I do the same with my staff, enjoying the interaction. I am available as a resource to my staff, facilitating the way forward so that they feel they have done it and not me.' These are just some of her ideal, so similar to servant-leadership!

So what is servant-leadership?

It begins with wanting to serve - quite an old-fashioned word and, in this instance, with up-to-date connotations. It supports people who choose to serve first and then lead as a way of expanding service to individuals and organisations. These people do not necessarily hold formal leadership positions.

Servant-leadership is a practical philosophy concerned with the ethical use of power and authority. Servant-leaders believe that power and authority are for helping others grow, not for ruling, exploiting, or gaining advantage by setting individuals or groups against one another. Very pertinent considering the consequences of Enron.

Servant-leadership encourages such attributes as collaboration, trust, foresight, listening, and the ethical use of power. It encourages a working culture that lifts others to new levels of possibility. Some of these features are engendered through learning organisations and use of appreciative inquiry (AI).

What is the basis of your way of working? What aspects of servant-leadership do you and your organisation's managers already have?

The pathway to becoming a servant-leader varies. Rather than having a major initiative within your organisation, you may start by encouraging particular ways of working. Here are just a few of the characteristics of a servant-leader:

• Awareness : general awareness, and especially self-awareness, strengthens you. It helps you to understanding issues involving ethics, power and values. You are more likely to view most situations from a more integrated, systemic position.

• Conceptualisation : this is the ability to think beyond your usual frame of thinking and nurture it in others. Often ideas are the first indicator of someone's desire to belong and participate - therefore, through encouraging sharing ideas, even if a bit unusual, you are supporting these attributes. Servant-leaders are also called upon to seek the appropriate balance between broader-based (maybe longer-term) thinking and a day-to-day operational approach.

• Foresight : this enables you to understand the lessons from the past, the realities of the present and the likely consequences of a decision for the future. You need to trust your intuitive mind.

• Stewardship : by this I mean 'holding something in trust for another'. Robert Greenleaf's view is that the directors, managers and staff play significant roles in holding their organisations in trust for the greater good of society. For instance, having a successful business means employment opportunities, money spent in local shops, et cetera. As well as serving the needs of others, you need to use openness and persuasion , rather than control. Servant-leadership prevents harassment and bullying.

• Commitment to the growth of people : servant-leaders believe that people have an intrinsic value beyond their tangible contributions as workers. This is not only good for the individuals and the community as a whole, but also the organisation too. Having the reputation for practising this commitment tends to encourage people to join and stay with the organisation - and give of their best.

If you have tried the servant-leader approach your feedback would be appreciated.
If not, would the servant-leader approach enhance your business?

Find out more about the characteristics of servant-leaders - email me and I'll give you the complete list of principle qualities.

Essential books about changing people and organisations

"Simply People" by Susan Clayton, the space between, ISBN 0-9538559-3-7
(website: www.thespacebetween.com )

Simply People is a book about relating to others, be it at work or home. It covers 'discovering who we are' and 'creating and co-creating relationships'. Sue addresses the 'habits of a lifetime' and reading between the lines. It offers easy descriptions on complex subjects like responsibility, integrity and authenticity. It is based on Gestalt principles.

I like this book as I can dip into it when I have a spare moment. It also helps me develop a simple explanation to topics that sometimes feel complicated or difficult to describe.

"When I let go of who I am, I become what I might be."
John Heider

http://changingminds.org/disciplines/leadership/styles/leadership_styles.htm

There are a number of different approaches, or 'styles' to leadership and management that are based on different assumptions and theories. The style that individuals use will be based on a combination of their beliefs, values and preferences, as well as the organizational culture and norms which will encourage some styles and discourage others.

This website gives a brief descriptions of six other leadership styles.

"We cannot change other people - we can only change ourselves: we can act differently so that other people respond differently towards us."
Susan Clayton in 'Simply People'

You are welcome to reprint any part of this newsletter as long as you acknowledge the source, including full authorship, copyright, and subscription information.

Please ask any questions that the topic has raised, or share your thoughts and experiences with me, Helen Wade, at:

Monkswood Associates Newsletter: June 2004 Topic for the month - Servant-Leadership

Monkswood Associates Newsletter: June 2004
Topic for the month - Servant-Leadership