Business Philosophy Article

NOTE: This article originally appeared on the Men's Wearhouse web site. Later, it ran as the feature story in the Greenleaf Center for Servant Leadership's nationally distributed newsletter.

Servant Leadership

Although our Company only began using the term "servant leadership" in the 1990's, we have long had an intuitive sense that the key to choosing leaders lies in looking for people who enjoy helping others learn, achieve, and grow as people. Why? Because it feels like the right way to build a company. And because it's good for business.

We have always known that a store or office team will trust and respect a manager who is authentically concerned about their welfare and development. Mentoring takes time and effort. Leaders who naturally care about their team will take the time to provide specific feedback and direction -- day after day. We recognize that individuals will make mistakes, but those mistakes are a necessary part of learning. Leaders must also care enough to have the "straight talk" conversations that are needed when employees are not honoring their commitment to learn.

Because servant leadership is at the core of our management philosophy, our policies arise naturally out of the perspective of serving our teammates as well as our customers. We try to provide an environment that inspires, encourages, and supports the progress of our current and emerging servant leaders. How? Through our training programs. We talk about what it means to be a servant leader at the Men's Wearhouse. We let our employees know that they can expect their leaders to be concerned about helping them reach their potential. We let our employees know that we expect them to be committed to continuous self-improvement. Setting clear expectations helps keep everyone's eyes on the target.

We talk about behaviors -- such as listening and demonstrating that you understand and value what someone has told you -- that indicate to others that you respect and care for them. To get respect, you must first give it.

Here are some snapshots that show what servant leadership looks like at the Men's Wearhouse:

You've probably witnessed similar examples in your own company -- people going out of their way to help a teammate. We think that should be the norm. But we never stop appreciating the efforts of leaders who serve.

We thank our servant leaders when they advocate on behalf of a member of their team, whether it's recommending someone for a promotion or trying to help gather donations of sick time for a teammate injured in an auto accident. On the other hand, we hold up a mirror when someone behaves in a way that is insensitive to the needs of the people he or she is asked to serve.

Ultimately, though, the motivation and creativity needed to lead by serving comes from within. Over time, servant leaders naturally emerge within a group and gain the respect and trust of the people around them. And we look for that unfolding. That's why we recognize the value of promoting from within. We would rather promote someone we know, someone who has demonstrated the characteristics of a servant leader -- even if he or she has not managed before or mastered some of the technical skills or knowledge associated with a particular management role.

Individuals are not born as servant leaders. All of us develop our own sense of how to treat ourselves and others, based on experience and the values we adopt as we progress through our lives. Each day's activities provide opportunities for behaving like a servant leader, and each individual makes his or her decisions about how to interact with others and respond to situations one decision at a time.

Servant leadership is a moment-to-moment art, with each day posing new challenges and stretching the sensitivity, awareness, and creativity of its practitioners. We think it's an art that is valuable both inside and outside the workplace.

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