How can you coach a servant leader to balance service and leadership?

Service is leadership. Serve. Serve. Serve. Serve your people. Your team. Your loved ones and close ones. Your community. Your neighbors. Your friends. Serve them. All of them. That is leadership beyond books and inspirational quotes.

Assessing strengths and weaknesses is crucial for personal and professional development. Follow these steps: 1. **Self-Reflection:** Reflect on your experiences, noting activities where you excelled or faced challenges. 2. **Feedback:** Seek input from peers, mentors, or supervisors for an external perspective. 3. **Skills Inventory:** List your skills, categorizing them as strengths or areas needing improvement. 4. **SWOT Analysis:** Conduct a personal SWOT (Strengths, Weaknesses, Opportunities, Threats) analysis. 5. **Set Goals:** Define specific, measurable goals based on your strengths and weaknesses. 6. **Evaluate Performance:** Regularly assess your performance against set goals, adjusting strategies accordingly.

One of the things I have found helpful, I call, "Honoring our "YES" and "NO"'s. Honor means to give preeminence. First is writing down your values, what i most important to you, and making sure you are on the list. Then begin to look at your schedule, and your calendar and notice if it reflects what is most important to you. Begin to honor what is most important to you, not the "I should" or "I have to"'s Notice how you feel when you do not honor your values and how you feel when you do. This simple but profound activity will bring more harmony in your life. It's one of the keys I share in my Balanced Blueprint Advantage workshop and Academy.

Balancing service and leadership involves an understanding and implementation of core principles of servant leadership. Have them reflect on their strengths and weaknesses and see how these aligns with servant leadership principles. Have clear and open communication and effectively communicate expectations and goals. Actively listen to the needs and concerns of team members and reinforce the value of empathy and compassion in leadership. Delegating with responsibilities, empowers and fosters a healthy environment, allowing the leader to prioritise and focus on high-impact tasks. Work collaboratively with the team to establish shared objectives and provide direction when needed to ensure everyone is aligned.

Help them understand 1. What is it costing them to be in either extremes? 2. What if they had complete accountability of their team? 3. What does success mean to them? 4. What can accelerate their growth? 5. What if their success will contribute to their team's success?

Um líder eficaz é aquele que lidera com propósito e integridade, e esse alinhamento entre vis?o, valores e a??es é o que permite uma lideran?a realmente inspiradora e transformadora. A jornada da lideran?a é sobre alcan?ar objetivos, e sobre o crescimento e desenvolvimento pessoal contínuos. Para os líderes comprometidos com este caminho, sugiro a constante reflex?o e reavalia??o da sua vis?o e valores, para que possam liderar n?o apenas com eficácia, mas com significado e inspira??o.

Tener claridad de tu visión y valores es clave como líder que eres. Realiza una lista de objetivos SMART en las siguientes áreas de tu vida: salud, dinero, amor, familia, profesión, desarrollo personal, ocio y amigos. Luego, pregúntate el ?Para qué? de cada uno de ellos. Objetivos + propósitos = una vida plena.

Se existe algo que um bom líder precisa ter clareza é que ele é o guardi?o da cultura da empresa. Ele alinha sua vis?o a cultura e aos valores da organiza??o para que seus liderados possam seguir na mesma dire??o.

Aligning your vision and values is crucial for personal and professional fulfillment. Here's a brief guide: 1. **Define Your Vision:** Clearly articulate your long-term goals and aspirations. 2. **Identify Your Values:** List core principles that guide your decisions and actions. 3. **Evaluate Alignment:** Assess how well your current activities and goals align with your values. 4. **Adjust Priorities:** Modify goals or actions to better reflect your values and long-term vision. 5. **Regular Reflection:** Periodically revisit your vision and values to ensure they evolve together. 6. **Integrity:** Ensure your actions consistently align with your stated values.

Values are installed during the imprint period (ages 0-7yrs) and they become an unconscious way of thinking and in actions throughout life. We can change values though with different experiences. If we want to alter values we can do what’s called a “Heirarchy of values” in the area of life (work/relationships/family/sport) and we establish whats the most important value right down to the least important. We can then do a values alignment process to move them around and make one value more important than another if it’s of benefit to the individual.

Sometimes we mistake the call to serve or lead as a full complimentary experience of concrete skills to actually do that effectively. You can be drawn to the position, have the personality, but still have to develop your ability to communicate, guide others while respecting their positionality and also know how to check yourself. You have to know how to check and challenge your own beliefs about your role and what it means so it doesn't sabotage effectiveness. Basically, you don't know everything so keep learning as you elevate so you don't mess it up for everybody!

To develop skills and competencies effectively, follow these steps: 1. **Identify Target Skills:** Clearly define the specific skills and competencies you want to develop. 2. **Set Measurable Goals:** Establish clear, measurable objectives for skill improvement. 3. **Create a Plan:** Develop a structured plan with actionable steps to enhance each skill. 4. **Allocate Time:** Dedicate regular, focused time to practice and learning. 5. **Use Resources:** Leverage books, courses, mentors, and online platforms to acquire knowledge. 6. **Hands-On Practice:** Apply skills in real-world scenarios for practical experience. 7. **Seek Feedback:** Request feedback from peers or mentors to identify areas for improvement.

Setting boundaries and saying no can be challenging for servant leaders, primarily because their leadership style is rooted in a strong desire to serve and meet the needs of others. They might struggle with this aspect because they often have a strong desire to please and support others. Saying no may feel like letting others down, contradicting their natural inclination to be of service. There is also a fear or concern that saying no could damage their relationships that are usually a priority for them. There may also be a sense of guilt associated with setting boundaries, especially if it involves prioritizing personal well-being over the needs of others. Servant leaders might struggle with self-sacrifice tendencies.

In meinen Augen hat eine Führungskraft sich etabliert und wird wertgesch?tzt, wenn sie als Führungskraft von ehemaligen Mitarbeitern angefragt wird. Das ist das gr??te LOB, was eine Führungskraft bekommen kann. Da ich diese Situation bereits erlebt habe, wei? ich wie es sich anfühlt. Bei allen Entscheidungen authentisch bleiben und sich vom Management nicht unter Druck setzen lassen. Mutig den eigenen Glaubenss?tzen vertrauen und auf das eigene Bauchgefühl h?ren. Das ist nicht der einfachste und bequemste Weg für eine Führungskraft. Es sind Werte und Visionen, die so nach Au?en kommuniziert werden. Führungskr?fte, die Organisationen im komplexen Kontext begreifen und nachhaltig handeln erzeugen diesen MEHRWERT. ??

When Robert Greenleaf first discussed Servant Leadership is was a new and inventive way for leaders to engage in the workplace. At times in today's environment, it has become a cliche term where leaders proclaim they are servant leaders although have little understanding of the competencies involved. Help build their awareness along with the skills necessary to support their growth in areas such as listening, empathy, self-awareness and others so that they can truly live into the principles. When leaders have a true knowledge of Servant Leadership they can show up with confidence in the values and speak authentically which will resonate with their teams. Don't let Servant Leadership be a cliche as it is powerful when applied correctly.

Apoyarlos en su crecimiento y bienestar es clave. El recordatorio: "Antes de dedicarle tiempo al mundo exterior, dedícale tiempo a tu mundo interior" es un mantra para el éxito y sentirnos plenos en la vida.

Meiner Meinung nach sollte jede Führungskraft bei sich selbst anfangen udn erforschen, was sie im Alltag immer wieder aus Ihrer Mitte bringt, was sie oft ?rgert und aufregt. Dann kann sie erforschen woran das liegt und etwas ?ndern oder ihre innere Haltung dazu ?ndern. Auf diese Weise wird sie immer ?fter die innere Balance spüren und so viel besser in der Lage sein auf die bedürfnisse der Mitarbeiter und die Herausforderungen einzugehen.

Wir leben in einer Zeit, in der Work-Life-Balance wichtig ist und uns wird h?ufig suggeriert, wie genau das "gesunde Verhalten" aussieht. Für mich ist jede Führungskraft individuell und hat eine eigene Belastungsgrenze. Zudem konnte ich in meinem Berufsleben erfahren, dass unterschiedliche Kulturen anders in punkto "Achtsamkeit" unterwegs sind. Wir brauchen flexiblere Arbeitspl?tze und Arbeitsmodelle. All die Anstrengungen, trotz CORONA am Arbeitsleben teilzuhaben k?nnen wir weiterentwickeln. Daraus entwicklen sich neue Strukturen für die Organisation und eine fachliche Kompetenz der Führungskraft von Morgen. Wertsch?tzung und Respekt gegenüber den Mitarbeitern bleibt neben Vertrauensbildung, die gr??te Motivation.??

Important également qu’il prenne conscience que ce qui se vit de difficile avant de passer à un niveau supérieur est exactement ce qui va lui être utile pour se propulser à ce niveau. ( certaines pertes. Crise…)

Concuerdo plenamente . El autocuidado, con la incorporación de hábitos saludables es indispensable para la construcción y conservación del bienestar del líder . Agregaría que los resultados están directamente relacionados con las relaciones . Si hay un resultado que no se produce , hay una relación que hay que mirar y atender . Relaciones = Resultados

Als Führungskraft die Stelle der Mentorin einzunehmen ist ein gro?es Kompliment und eine hohe Verantwortung zugleich. Mentorin begleiten dich beim Erreichen deiner Ziele und inspirieren dich mutige Wege zu gehen. Mentorin die eine Inspiration sind und gesellschaftlichen Mehrwert erzeugen sind selten geworden. Das liegt an der mangelnden Wertsch?tzung in unserer Gesellschaft. Arbeitgeber die Führungskr?fte einstellen, sollten auf deren ehrenamtliches Engagement achten. Wir brauchen mehr soziales Engagement und lokale Entwicklung für unsere l?ndlichen R?ume.??

As you know, not every manager is a real leader. To become a real leader, who inspires and motivates others, it is truly inevitable to lead by example, to be a mentor and a coach for the team and young generation. A lot of managers tend to micromanage their teams, which is not really helpful in building trust and empowering people. It is very important to give valuable feedback to the team members, build a healthy environment for bottom-up feedback, give room to innovative ideas and mistakes (that are a part of empowerment and growing as a leader).

Grande importance du feed-back. Conna?tre ses propres mécanismes, ses fonctionnements internes ne peut que le faire basculer de leader à très bon leader.

Nenhum líder entrega valor sozinho, nenhum líder consegue os resultados sozinhos. Por isso, o líder servidor precisa capacitar sua equipe. Se os passos anteriores tiverem sido feitos de forma correta, clara e o líder conseguir comunicar essas a??es para sua equipe, um grande passo já foi dado. Agora precisa olhar para seu time, entender pontos fortes e de melhora, defini??o de caminho... tudo isso voltado para as pessoas e n?o mais apenas para si

Eine der efolgreichsten übungen, um Teams enger zusammenzuführen ist für mich die Power Shower oder Kraftdusche. Jeder erz?hlt authetisch und ehrlich etwas, was er am anderen sch?tzt. Die Reihe geht rum und so erh?lt jeder von allem im Raum einige wertsch?tzende Worte. Es ist unglaublich was das bewirkt.

Ao inves de avalia??o de desempenho, sou a favor do a acompanhamento de desempenho ao longo do ano. Como proceder? - Contrate o que a empresa tem como expectativa para aquela fun??o e o que o colaborador pode oferecer naquele momento e quais os ajustes necessários. - Agendar um bate-papo periódico para ajustes, que sejam transparentes e baseados em fatos, e n?o em julgamentos pessoais. - Na reuni?o de acompanhamento, promover um feedback, iniciando pelo colaborador, dando seu parecer sobre o seu próprio resultado em rela??o ao acordado e o que precisa ser investido para uma melhora. - Na sequência, o gestor emite o seu parecer. - Depois juntos alinham os ajustes necessários e contratam as próximas reuni?es periódicas para acompanhamento.

Servant leadership as a concept is often misunderstood as a form of leadership where the leader has no space for the self. To me it means having a clear purpose that serves more than yourself and your own goals; a purpose in understanding why you are here on our planet and what your contribution to humanity will be. Purposeful leadership serving humanity requires the right people around you (choose them carefully!) and constantly assessing your own skills, needs, strengths and boundaries. This will help you find peace and balance in your work, although it is easier said that done... In my work, servant and purpose-driven leadership and collaboration inspires me every day and drives me to do what I do.

Courage. Courage to fail, fall and flop. Courage to vulnerable This relationship is not supposed to be perfect or look perfect. They are meant to be a medium of honesty and two ships sailing in the same direction in the best interests of subordinate, coach and company. They require a sufficient amount of knowing your team, reading in between lines of there behaviour and understanding what the impact actions and decision’s will have upon them.

Balancing service and leadership requires a nuanced approach. Help them in: 1. Setting Boundaries: Coach to establish clear boundaries between their service and leadership roles. This involves understanding when to step in and guide, and when to step back and allow team members to take initiative. 2. Effective Delegation: Encourage the leader to delegate tasks appropriately. It allows the leader to focus on strategic aspects of leadership, promoting a collaborative environment. 3. Prioritising Tasks: To prioritise critical areas where leadership is needed while ensuring they allocate time for serving the team. This involves recognizing when to provide support and when to lead in decision-making and direction.

Considerar ferramentas de estilos de lideran?a e testes de personalidade também ajudam a melhorar o autoconhecimento. Sobre desenvolver equipes, falta o mapeamento dos gaps do time é possível forma??o de especialistas em temas que ajudem o próprio time a ser mais forte. Além disso, trabalhar confian?a e conflito s?o 2 passos básicos e necessários.

Il est selon moins indispensable de s’attarder sur les besoins ( les identifier et veiller à les nourrir) et les limites du serviteur leader.