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Sooner
begun, sooner done, my father used to say. That's a lesson
to remember as you contemplate becoming a servant-leader.
The easiest way to become a servant-leader is begin acting
like one.
If
you're like most readers, you already know at least a little
about what servant-leadership is, and why it's the best
management model to practice. You already understand that
by serving the interests of individual team members, and
the team as a whole, everyone - including the manager -
will achieve more, and will enjoy a greater sense of personal
fulfillment. You know you want to become a servant-leader;
you're just not quite sure how to begin.
So
how does one act like a servant-leader? The following list
is taken from my own first steps on the servant-leader path.
As I often mention, I learned about servant-leadership during
my time with Men's Wearhouse. While I had been following
many of the precepts, having learned them from my father,
my time with the men's clothing giant codified them, then
clarified and expanded upon them.
Having
spent just three months on the sales floor of an underperforming
store, I applied for and, surprisingly enough, was promoted
to store manager. At first, this didn't sit well with everyone
on the team, some of whom felt threatened, while others
felt overlooked. In order to accomplish my vision of turning
the store into a top performer, I had to be a servant from
the beginning.
Looking
back on it a decade later, I put together this list of steps
I took to become a servant-leader. There were many other
steps as well, and I simultaneously continued my own education
in servant-leadership practice as I continued my journey.
However, these are the most important steps I took to becoming
a servant-leader, and they can be adapted to virtually every
work environment.
First
One In, Last One Out
Like many lessons, I learned this one from my father. For
his first tour in Viet Nam, Dad commanded Robin Hood Company,
a company of UH-1 Huey helicopters. RHC specialized in Hot
Zone insertions and extractions, and dangerous rescue missions.
Already one of the top rated helicopter companies when my
father assumed command, they quickly took the number one
spot and held it throughout his tenure.
On
one of the very few occasions that he talked about Viet
Nam, Dad told me he felt one of the main reasons for his
command's excellence was a promise he made to his men. On
his first day "in country," he told them that
if he didn't fly, no one would. He promised that he would
always command the first mission of the day; when he returned,
he would command the next mission called.
What
Dad was telling his men was that he would never ask more
of them than he did of himself. He would never put them
in harm's way unless he was going too, or was already there.
In so doing, he earned their respect, their trust, and their
loyalty. He also got their best - every time they flew.
I
certainly hope your business isn't in a war zone. Regardless,
the same lesson applies. From the moment I assumed management
of my store, the rest of the team knew I would ask nothing
of them I wasn't willing to do myself. I was always the
first person on my shift to arrive, and the last one to
leave. Every day I did my share of the grunt work required
to keep a store in top shape, including cleaning, hauling
trash, bathroom duty, and more. First one in. Last one out.
Prepare
the Office and Yourself
Never be afraid of grunt work. Never look at it as beneath
you. Like the CEO of a multi-million dollar company who
always ate his sandwich (brought from home in a brown paper
bag) in the staff cafeteria because it kept him humble,
doing your share of the dirty work clearly demonstrates
that you don't place yourself above anyone - or any task
- and that you are willing to do whatever it takes to lead
a successful team.
Another
benefit of taking your turn is that it's difficult for someone
else to refuse the task in light of your action. "I'm
too good for that," won't work if the boss takes her
turn. "I don't have time," won't work if the boss
does.
The
best way to immediately demonstrate your focus on serving
your team is to bring the grunt work up to your new standards.
Whether it be store/office cleanliness, properly following
all procedures, or the proper way to interact with a customer,
bring yourself up to the new standard first. In other words,
prepare the office, and yourself.
Prepare
a Vision Statement
Before you can encourage people to take this journey, you
have to show them where you want to go, and why it's in
their interest to go there. You have to tell them your vision
in such a way that they can see it, too. This is not a mission
statement of any kind, be it corporate, departmental, or
even transformational. Mission is all about what you do
to help your company stay in business. Vision is about how
you do it, especially on a philosophical level.
My
vision always includes helping others succeed at work and
in life, nurturing individual and team growth, and becoming
the most cooperative and well-integrated team in the company
(or industry). Your vision statement may be different. Whatever
it is, you need to carefully consider it until you are crystal
clear in your own mind. Then you need to consider just as
carefully how you will present it to your team so that it
makes the most sense and has the best chance of a positive
reception. Determine your vision, then prepare your statement.
Fifteen
Minute Interviews
As you are working the first three steps, have a short,
private interview with each team mate. Ask specific questions
to learn what that person believes there job description
to be, what they need to get it done, and how well they
are currently being supported in accomplishing their duties.
Explore their concerns and invite construction criticism.
Also ask about personal and career goals, and what that
person must do to achieve them. In my own interviews, I
discovered a would-be manager, and a would-be store display
expert. I could never have helped them achieve their goals
if I didn't know about them, so I'm glad I asked!
It's
not necessary to offer immediate answers or resolutions.
What is important is that you listen carefully to everything
each team member has to say. Listening is the best way to
gather information, and it's an excellent way to show true
interest, concern and respect. So find time as quickly as
possible to hold fifteen minute interviews.
Meet
the Team
When you have met with each individual, then spent time
carefully considering their comments, it's time to talk
to everyone together. This meeting should take approximately
thirty minutes: fifteen for you to explain, and fifteen
for questions and comments. The first step is to identify
the vision. Tell them what you want to achieve - for the
benefit of all concerned - and why you believe its important
to follow the servant-leadership path you've chosen. This
easily flows into explaining the recent activity: your changes
in behavior, and the interviews.
The
next step is to tell them what you discovered in those interviews.
Offer the group consensus points you identified in the interviews.
If at all possible, focus initially on the issues the team
members brought up. It's usually easier to solicit help
in solving a problem that the team already sees as a concern.
Ask for help in achieving the vision. Something like, "several
people said they were having difficulty dealing with the
alterations backlog, so I think we should deal with that
first," can work wonders. It shows that you listened,
and share your team's concerns. It shows that when you prioritize
things, the team members matter most.
Train,
Demonstrate, Train Again
Training never stops. A well-planned consistent training
program is essential to success. If, as in many sales environments,
you have a multi-step sales process to follow, start at
step one and work through them in turn. Then refine, extend,
and improve through constant training that reinforces the
basics while teaching advanced nuances.
Another
way to address training is to give the team an overall grade
on each task or task set. Start with the task with the lowest
overall performance. Work through your priority list, then
continue as explained above.
It
is vital that you also follow the training explicitly at
all times. "Don't do as I do; do as I tell you to do,"
doesn't work if you want to be a servant-leader and have
a strong team. This is important for even the simplest things,
such as answering the phone. If your staff is supposed to
say "Thank you for calling Joe's Pizza, home of Podunk's
only fire-baked pies, this is Jill," you should say
it every time, too. And with a big smile on your face.
At
Men's Wearhouse, I got my store after just three months
as a salesperson and no management training at all, because
I followed the book perfectly - and outsold everyone else,
every week. In our first year together, we transformed that
store from one of the worst in the region to Top Store Team.
And, while all the steps are important, this one was crucial
because it drastically improved our service - and our sales.
We beat all projections because I trained, demonstrated,
and trained again. All the time.
Identify
the Leaders
One of the interesting, and very rewarding, things that
occurs as a team transforms: new leaders emerge. Often,
they naturally begin to act as servant-leaders themselves.
When you identify new leaders, encourage them to lead more.
You can do this best by positively commenting on their leadership,
and by mentoring them attentively.
Even
in a small team, there can be many leaders. In fact, I've
worked with teams in which everyone would take the lead
when required and/or appropriate. This works to everyone's
benefit because the most appropriate leader takes charge
of a project. In addition, because every team member feels
respected, and is followed when they step forward, they
give their best when following another.
You
can never have too many leaders, so always keep your eyes
open for new ones.
Praise
in Public
If you want someone to repeat something they did well, praise
them in front of their peers. It doesn't need to be a big
thing. In fact, making too big of a deal can often come
off as phony. But a simple, "I heard how well you soothed
that customer's frustration, and really liked how you immediately
solved her problem; I think you just saved a customer,"
can go a long way. First, it reinforces the behavior in
that person. Second, it shows the team that you pay attention,
and appreciate superior performance.
Remember,
when you see someone doing something right, praise them
publicly.
Correct
in Private
The quickest way to demoralize someone, or to turn them
into an enemy, is to make them look bad in front of others.
If you are forced to deal with a mistake in front of others,
make light of the problem and focus on the solution. Remind
everyone in earshot that part of your job is to help them
do theirs. "It's OK, Jane, that's what I'm here for."
Whenever
possible, however, correct in private, so they save face.
Never denigrate the person. Focus on the problem behavior.
Make sure the person knows you value them, and appreciate
having them on the team. Then address only the behavior
and how to correct it. Do it as quickly, and as lightly,
as possible. Finish by reinforcing your overall positive
impression of their work, and encourage them to ask you
for further guidance or training if they feel the need.
Always
remember how much it embarrassed you when your mother corrected
you in front of others. And always correct in private if
possible.
Be
Constantly Grateful
One of my foundational beliefs is called Baldwin's Two Most
Important Leadership Words: Thank You. The most important
thing you can do to become a servant-leader is to be constantly
grateful for the hard work your team puts in. Learn to thank
everyone throughout the day. Then, when they leave, thank
them again for a great day.
As
a servant-leader, your goal is for everyone to achieve their
highest performance, and therefore their greatest fulfillment.
But it takes a lot of effort from each individual. It takes
a greater commitment, and a larger personal investment.
Remember that you're asking a lot of your team members,
and be constantly grateful for their efforts.
Conclusion
There are many more steps on the journey of servant-leadership.
Each will be important, and each will make you a better
leader. Every journey has to start somewhere, though. Until
you take that first step, you're standing on your doorstep
thinking, "what if?"
Sooner
begun, sooner done. You can become a servant-leader. All
you have to do is act like one.
Permission
to Reprint
Permission
is hereby granted to use this article for e-zines and web sites, as long as
the complete following statement is included at the beginning or end of the
article:
Lane Baldwin
is an authority on humanistic management and servant-leadership. During his
twenty-five year career, he has worked with businesses of all sizes - from mom-&-pop
shops to Fortune 500 companies - helping them increase profits, enhance customer
and employee retention, and enjoy greater fulfillment at work. If you're ready
to push your businesses into overdrive, learn more at LaneBaldwin.com.
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