The Art of Being and Creating: Servant Leadership in Action
A couple of weeks ago, I published an initial article on what ‘BE’ing a servant leader could ‘CREATE’. I received some questions, as well as ideas for additional behaviors that are typical of servant leaders and the outcomes they create. Servant leadership is a popular, but often misunderstood subject, so expanding on my previous article seemed like a good idea. Below are some additional actions and outcomes that result from embracing the servant leader mindset.
Before I hit on the additional topics, I cannot stress enough that servant leadership goes well beyond thinking that servant leadership is a good thing to do. Servant leadership is a state of being. It is why I emphasize and call out the ‘BE’ part of being in both articles. It is more than “serving” others. Many people confuse servant leadership as being something that could be negative; after all, the term servant does not always have the best connotation. This is about being in service of others for the betterment of all. Servant leadership is about development, team building, connectedness, support, and so much more.
You’re not in charge, you’re responsible for those people in your charge — Simon Sinek
Simon Sinek has been very vocal in the power and effectiveness (and necessity) of what servant leadership is at its core. While he does not often mention servant leadership by name, almost all of his work is grounded in the principles of servant leadership.
Ken Blanchard is another leadership expert who bases almost all his work on the concepts born from being a servant leader. He connects them back to his One Minute Manager book and thought process. The reach of what servant leadership can enable cannot be underestimated.
With that in mind, let’s look at a few more actions that servant leaders embrace and make part of ‘BE’ing who they are and the outcomes they CREATE.
Be organized
It is difficult to serve others if you cannot keep track of yourself and what you have going on. Organization can take on many forms, but most people know organized leaders when they see them. Servant leaders have plans for what they need to do, when to do them, and the time set aside to ensure they are completed. Time management is fundamental to being able to serve others. That begins with being organized in what you do.
Be accountable
In the previous article, I noted that servant leaders create accountability through their actions and support. But, notably, they must BE accountable first. Servant leaders own their actions, behaviors, and outcomes. They are not finger pointers. They take ownership of what is theirs, and it is clear to others around them that they do. You cannot create accountability if you are not first accountable yourself.
Be a coach
Coaching may be the most underrated, yet necessary, element of any level of leadership. For servant leaders, it stands at the forefront. They see their role as a coach to those around them. Their goal: make others better. They create an environment where development happens with every interaction. Learning flows naturally. That is the servant leader as a coach in action.
Be innovative
If you’re standing still, you’re falling behind. I am sure that is someone’s famous quote. There is some truth to that as well. I’d prefer to translate that to if you're not thinking ahead, you’re falling behind. Innovation is another complicated subject, but servant leaders are at the front line of what is next and up and coming. They will certainly ground themselves in the tried and true, but they also continually seek to better themselves to ensure they can best support their team. If you do not look beyond the horizon, the team will suffer. Servant leaders look for ways to integrate meaningful innovation into the support they provide.
Shifting gears to additional outcomes that servant leaders CREATE through their actions:
Create enthusiasm
There is fun, and then there is enthusiasm. Servant leaders create that feeling of wanting to do more, to see what comes next, and be excited about the possibilities that come with it. That is what enthusiasm looks like. Those supported by a servant leader look forward to what is coming, they do not have to fear change because they know their leader has their back and trust that they will be guided safely through whatever comes their way.
Create partnerships
Working together, sharing ideas, or providing resources is never a burden on the servant leader. They are willing participants in all those things. They create, embrace, and foster partnerships. Servant leaders know that partnerships create strength and expands their network of influence for the greater good. Partnership to them is a multiplier, not a detractor.
Create belief
Do you believe? Those served by servant leaders do. And resoundingly so. Closely tied to enthusiasm, servant leaders create belief in the vision, in the positive outcome, and the journey along the way. You can see this or hear from players of a great sports team when they say they believed in the system that the coach or team embraced. In almost every instance, they would also describe their coach as a servant leader.
Create open environments
Finally, servant leaders create an open environment where conversation flows freely and trust is abundant. It feels safe. There are no off limits topics, and everyone has the same voice to share ideas or raise concerns.
Between the two articles, we have covered a lot of ground on what servant leaders do and what they create as outcomes through their actions. These aren’t all-inclusive, and I am not sure if there ever could be a full list since they touch so many areas. However, these are critical elements of what a servant leader looks like and the results they deliver. I am hopeful they will serve you well on your journey towards being the best servant leader you can be for yourself and those around you.
More on Servant Leadership
Servant Leadership Starts with 2 Things — Listen Intently, Learn Continuously
The Center for Servant Leadership — Robert K Greenleaf
Which behaviors, ‘BE’ing, connected most with you, and which outcomes that servant leaders create do you value most?
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