The Tyranny Of Servant Leadership – 5 Things You Need To Do To Free Yourself

I was a Sergeant Major in the Canadian Army.

I held the second-highest non-commissioned officer rank and had a role that I loved and aspired to.  It was a job of power and influence.  I had a responsibility to my soldiers and, most importantly, to my leaders.

A responsibility that I carried with pride.

Imagine my surprise when I learned that the Latin root of the words ‘Sergeant Major’ was ‘Head Servant.’

Once I got over the indignation of being a servant, I realized my job was one of service.

Introduction to Servant Leadership Theory

Servant Leadership is a leadership philosophy first espoused by Robert Greenleaf in his 1970 essay, “The Servant as Leader,” in which he states that servant leaders are servants first and leaders last. This is in sharp contrast to what many see as traditional leaders who aspire to lead through power and acquire material benefits.

Many management thinkers, such as Blanchard, Covey, and Senge, have since then reinforced the Servant Leadership Theory.  More recently, Simon Sinek has made millions with his book, “Leaders Eat Last,”  by encapsulating the importance of service in achieving results.

The essence of servant leadership—serving employees first and success will follow—is thousands of years old, dating back to hundreds of centuries in India and China, as well as in the Bible and Islamic texts.  In contemporary practice, it means actively listening to employees, treating them as individuals with needs, interests, and imperfections, and respecting their roles within the company and the broader world.

Unfortunately, the concept of servant leadership tends towards philosophical musings with little practical application.  Worse still, many people interpret the idea that leaders must cede power and authority to their employees as a mandate.

5 Ways To Free Yourself From Philosophic Tyranny

Servant Leadership does not mean you prostrate yourself to your employees, but there are everyday habits leaders can incorporate into their management routines that can have powerful results.

►Listen.  Pay attention to how you interact in face-to-face conversations, large groups, and meetings.  Find meaningful ways to invite feedback and suggestions.

►Appreciate. Instead of assuming people will do things wrong, shift your attitude to look for people doing things right.  Learn to appreciate that no one shows up to work to do a poor job, and tell them you appreciate them 

►Respect.  Do you treat the janitor with the same respect as the CEO? As a leader, you set the tone for your team’s culture of respect.

►Develop.  Do you provide your employees with the tools to reach their full potential?  Provide training, professional development, book clubs, or other tools for personal growth.  Emphasize coaching over controlling.

►Unleash.  People have power and energy, so how can you help them develop it?  Decentralize as many decisions as possible, allowing employees to contribute to achieving your results.

What’s Next?

Over the following weeks, I’ll unpack Servant Leadership in more detail.

I hope to transform those philosophical nuggets into practical and applicable tools that you can use to achieve results.