Servant Leadership in Action

1. Servant Leadership: Vision First, Serve Second

The problem is that these folks don’t understand leadership—much less servant leadership.

Leadership provides direction. Servant leadership isn't about managers working for their people who decide everything; it's a two-part process. It begins with the leadership aspect: setting a clear, compelling vision that defines purpose, future picture, and guiding values. This strategic role provides the necessary "banks" for the organizational "river" to flow effectively.

Serving enables implementation. Once the direction is clear, the leader's role shifts to the servant aspect: supporting people in implementing the vision and achieving goals. This involves philosophically turning the traditional hierarchy upside down, with the leader working for their people to empower them. The goal is to help employees become "eagles" who can soar, solve problems, and delight customers, rather than "ducks" who just follow policy.

Both roles are crucial. Effective servant leadership integrates both the visionary (doing the right thing) and the operational (doing things right) roles. The leader sets the course, and then serves the team to help them navigate it successfully. This dual focus ensures both strategic alignment and empowered execution, leading to better results and relationships.

2. Servant Leaders Possess Core Characteristics

The servant leader is servant first.

Defining qualities emerge. Robert K. Greenleaf, who coined the term, described servant leadership starting with a natural desire to serve, followed by a conscious choice to lead. Larry C. Spears identified ten key characteristics based on Greenleaf's writings that are central to this approach. These traits are not just innate but can be developed through practice.

Key characteristics include:

• Listening: Deeply hearing others and oneself.
• Empathy: Understanding and accepting others.
• Healing: Helping to make whole those with whom one comes in contact.
• Awareness: Understanding ethics, power, values, and self.
• Persuasion: Relying on influence rather than positional authority.
• Conceptualization: Thinking beyond daily realities to the big picture.
• Foresight: Understanding past, present, and future consequences.
• Stewardship: Holding institutions in trust for the greater good.
• Commitment to growth: Valuing individuals beyond their work contributions.
• Building community: Fostering a sense of belonging within the institution.

A holistic approach. These characteristics highlight that servant leadership is not just a set of behaviors but a way of being. It requires inner work and a fundamental shift in perspective towards prioritizing the well-being and growth of others and the community.

3. Servant Leadership Requires Trust and Humility

Trust is to servant leadership what profit is to a business.

Trust is the outcome. Stephen M. R. Covey emphasizes that trust is the defining outcome and litmus test of servant leadership. High trust indicates authentic servant leadership, while low trust suggests a compromised servant orientation. Servant leaders build trust through their pure intent to serve others and their authentic, trust-building behaviors.

Humility is foundational. Humility, defined as "not thinking less of yourself, it is thinking of yourself less," is crucial. Marshall Goldsmith's "AIWATT" question ("Am I willing, at this time, to make the investment required to make a positive difference on this topic?") helps leaders check their ego and focus on positive impact rather than proving they are right or smart. This self-awareness and willingness to set aside self-interest are hallmarks of a humble servant leader.

Combating shame and blame. Brené Brown highlights that servant leadership cannot coexist with shame cultures (blaming, gossiping, bullying). Shame breeds fear, which kills engagement and trust. Servant leaders cultivate courage and vulnerability, creating environments where people feel safe to make mistakes, ask for help, and be their authentic selves, thereby fostering trust and innovation.

4. Servant Leaders Prioritize People and Their Growth

Servant leadership is about helping people succeed both professionally and individually.

Focus on human flourishing. Servant leaders believe people have intrinsic value beyond their work contributions. Mark A. Floyd notes that servant leadership is about serving those you are responsible for and to, helping them succeed. This focus on people is not just a means to an end (like profit) but a worthy goal in itself.

Investing in development. A key aspect is the commitment to the growth of each individual. This includes:

• Providing resources for personal and professional development.
• Taking interest in ideas and suggestions.
• Encouraging involvement in decision-making.
• Actively assisting employees, even when they leave.

Creating a thriving environment. Michael C. Bush's work with Great Place to Work shows that servant leaders create cultures where all people feel trusted, empowered, supported, and treated fairly. This leads to higher engagement, innovation, and ultimately, better business results. Companies with high "Great Place to Work For All" scores significantly outperform those with lower scores.

5. Servant Leaders See People Differently

How you see people determines how you serve people.

Perspective drives action. Chris Hodges argues that servant leaders serve people differently because they see people differently. Instead of seeing people as problems to be avoided or commodities to be exploited, they see individuals to be loved and cared for. This perspective, rooted in compassion, is a choice that precedes action.

Beyond surface appearances. The story of the "goth" teenager with scars illustrates how judging based on appearance or initial behavior can prevent seeing the underlying pain and need. Servant leaders look beyond the surface, seeking to understand the person's condition and responding with empathy and action, not judgment.

Love as action. Craig Groeschel emphasizes that compassion is not just a feeling but an action. True servant leadership is "splagchnizomai" – a deep yearning in the gut that compels one to do something for another. This active love, like the Good Samaritan's response, often requires interrupting one's own agenda and choosing to help regardless of convenience or personal feelings.

6. Servant Leadership Means Caring in Action

To me, servant leadership is the only way to guarantee great relationships and results.

Balancing results and relationships. Ken Blanchard's core philosophy, embodied in The One Minute Manager and Situational Leadership II, demonstrates servant leadership in action. Clear goals (leadership aspect) are set, and then the leader serves by helping people achieve those goals through praise, redirection, and adapting leadership style to individual needs (servant aspect). This balance ensures both high performance and positive human connection.

The Leader's Shield. Holly Culhane introduces the concept of the "Leader's Shield," composed of three elements: Provision, Protection, and Presence. Effective servant leaders care for their people by providing necessary resources, protecting them from harm or conflict, and being physically and emotionally present and engaged. These actions, whether big or small, demonstrate genuine care and build trust.

Little things matter. Jon Gordon highlights that servant leadership is often demonstrated through small, selfless acts done with great love, like making a sandwich or washing feet. These seemingly insignificant actions build trust and inspire others more powerfully than grand gestures. It's the consistent, daily practice of putting others first that defines a servant leader.

7. Servant Leadership Transforms Organizations

Servant leadership can dramatically impact both results and human satisfaction in organizations.

Turnaround stories abound. The book features several examples of organizations that experienced significant turnarounds by adopting servant leadership. Art Barter transformed Datron World Communications from a struggling, distrustful company into a thriving, profitable one by focusing on serving employees and their families. Cheryl Bachelder revitalized Popeyes Louisiana Kitchen by treating franchisees as the number one customer, leading to remarkable growth and franchisee satisfaction.

Culture as a strategic asset. James H. Blanchard's experience at Synovus Financial shows how a deep-rooted service culture, intentionally nurtured and systematized, can lead to sustained success and recognition as a top workplace. Synovus prioritized treating people well not just for results, but because it was the right thing to do, demonstrating that culture is not secondary but a core business strategy.

Beyond the bottom line. These examples illustrate that servant leadership is not just a feel-good philosophy but a powerful driver of organizational health and performance. By prioritizing people, building trust, and fostering a culture of service, companies can achieve superior results, increase employee retention, and create a positive impact on all stakeholders.

8. Servant Leadership Is an Inside-Out Journey

Authentic servant leadership flows from the inside out.

Character over technique. James M. Kouzes and Barry Z. Posner emphasize that leadership credibility is founded on character, not just skills or position. Finding your "voice" as a leader means discovering who you are, what you believe, and what drives you. This inner clarity allows for authentic leadership that resonates with others.

Self-awareness is key. Understanding one's own strengths, weaknesses, and motivations is vital for a servant leader. Mark A. Floyd notes that self-awareness helps leaders serve people better by recognizing their own blind spots. This ongoing process of self-reflection and growth is essential for maintaining a serving mindset.

A lifelong learning process. Servant leadership is not a destination but a continuous journey of learning and practice. Erwin Raphael McManus shares a personal story illustrating that the most profound lessons in servant leadership often come from unexpected moments of choosing to serve when nobody is watching, forging character through choices rather than relying solely on innate talent.

9. Servant Leadership Extends to Followership

The success of servant leaders often depends on their having followers who are willing to serve, too.

Followership is crucial. Margie Blanchard highlights that leadership involves both the leader and the followers. Given that people spend most of their time as followers, effective followership is arguably as important as leadership. Servant leadership is not something done to people, but with people, requiring active participation from followers.

Serving up the hierarchy. Followers can practice servant leadership by "managing up" – challenging ideas constructively and helping leaders clarify vision and execution. This requires building relationships and offering feedback from a place of wanting the organization and the leader to succeed, not just complaining or confronting.

Empowered execution. Exemplary followers are independent, critical thinkers committed to the organization's greater good. They help leaders implement ideas by problem-solving and taking initiative. They are motivated by connecting their work to a higher purpose and are willing to embrace change, understanding that execution largely happens through their efforts.

10. Servant Leadership Is a Daily Practice

Servant leadership is a decision by any person to commit themselves to others in a way that subordinates personal gain to a wider sense of responsibility.

Intentional commitment. Jeffrey W. Foley's lessons from the U.S. Army demonstrate that servant leadership is a conscious choice and a daily commitment. It's embedded in oaths, values, and creeds, requiring leaders to prioritize the mission and the well-being of their soldiers above personal gain. This intentionality drives behavior and builds trust.

Consistent effort. Implementing servant leadership requires continuous reinforcement and practice. Rico Maranto's account of Waste Connections shows that changing a culture to embrace servant leadership is a multi-year effort involving training, communication, and consistent modeling from the top. It's not a one-time program but a fundamental shift in how the organization operates.

Never finished. James H. Blanchard emphasizes that the pursuit of a servant leadership culture is "never done." Even after achieving significant recognition, the commitment to treating people well must continue daily. It's a journey of continuous improvement, requiring leaders to stay focused, prune unhealthy elements, and celebrate progress while always striving to be better.

Last updated: May 14, 2025