Whilst the fulfilment of a company’s strategic objectives very much remains the modus operandi of the modern manager, should it be regarded as their central focus? Of course, the success and survival of a business is very much dependant on the capacity of its workforce to deliver its overarching mission and vision, however, at time when issues surrounding employee engagement and wellbeing are considered increasingly pressing priorities on the corporate agenda, have we perhaps become guilty of putting processes before people, and simply focusing on what is required for our business to be successful, as opposed to the people within it?
In attempting to challenge the prevailing narrative regarding what we may consider to be a manager’s central focus, let’s draw our attention toward an alternative approach; servant leadership. Whilst the idea servitude may feel somewhat at odds with the characteristics we traditionally look for within a leader, make no mistake; the servant leader is just as driven and ambitious as his or her more authoritarian counterparts; they are simply guided by a fundamental belief that prioritising the needs of their employees is the most effective route to success and organisational thriving.
The adoption of a servant led leadership style, can not only help in building more positive working relationships, it can also help accelerate organisational agility, enhance collective commitment, and foster a culture of leadership at all levels. Consequently, in this current COVID-19 climate, could a leader’s capacity to go above one’s own self-interest be the key to unlocking the health and wealth of an organisation and its people in a post pandemic working world?
To help answer this question let’s explore some of the core characteristics of the servant leader:
Empowerment
Providing employees with a sense of autonomy and encouraging self-directing action, may not be a practice which is exclusive to a servant led approach, however, the servant leader is guided by a strong moral code, whereby they will strive to understand and amplify the intrinsic value of each employee. As well as helping members of their working teams discover and utilise their unique talents and strengths, the servant leader will actively encourage their employees to independently pursue challenges which will enhance opportunities for personal and professional growth. Furthermore, whether seeking to promote empowerment through encouraging idea generation, taking initiative, or creative expression, the servant leader will always take the opportunity to recognise, acknowledge, and show gratitude to those who demonstrate the aptitude to work independently. The impact of this acknowledgement and recognition cannot be underestimated, especially in a remote or hybrid working environment, in which employees can quickly feel isolated and underappreciated.
Humility
Humility is a term many may perhaps associate with meekness or even unassertiveness, nonetheless, it is very much considered a strength of the servant leader. Rather than feeling compelled to maintain a facade of complete wisdom, the servant leader has courage to admit that they can benefit from the expertise of others and will take the opportunity to understand how they can better support their employees. As well as being able to put our own talents and accomplishments into perspective and show a willingness to continually evaluate our own strengths and weaknesses, the servant leader, will also have the capacity to openly admit that like all human beings, they are fallible and not immune to mistakes. In a climate where organisations are having to experiment with new ways of working, a reality we will have to accept is that mistakes will happen, and as such, the aptitude to acknowledge things have gone wrong, and seek the support and advice of others should be regarded as an important nuanced leadership practice.
Acceptance
The notion of “letting things go” can often create a sense of unease and tension for many leaders. When responding to difficult, unpleasant, or emotionally charged situations,, we have an instinctive and often overwhelming urge to deploy some form of corrective or disciplinary action. Nonetheless, servant leadership is grounded in a belief that (within reason of course) we must learn to let go of others mistakes or wrong doings. Rather than allowing negative or unhelpful emotions to take hold, acceptance encourages us to focus our energy on attempting to tune into psychological perspective of others. This is a process, which requires a hugely influential but often underappreciated interpersonal skill; empathy. Irrespective of one’s own beliefs and values, the servant leader must be warm, non-judgmental, and open to the experience of others. This not only means working on one’s active listening skills, but also a leader’s capacity to demonstrate unconditional warmth and compassion toward others when communicating. To help further foster a sense of acceptance, the servant leader should also seek to create an atmosphere of complete trust, whereby members of our working teams feel liberated to take risks and make mistakes without fear of repercussions.
Final thought
Above all else, we must remember that the servant leader is a steward. Driven by their authentic intention to act in the best interest of their employees, the servant leader will do all they can to help guide others towards their full professional potential. Furthermore, they will have full conviction in the belief that it is greater investment in the development of people and not just processes, that will ultimately facilitate individual, team, and organisational success.
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