What are the best strategies to encourage employee growth and development in a servant leadership role?

In servant leadership, fuel team member growth with an inclusive space and peer recognition. I create visual information radiators that track and acknowledge diverse strengths, encourage uniqueness, and empower team members. This not only inspires individual development but also strengthens team bonds. #Leadership #EmployeeDevelopment

IMO, these are some important aspects of servant leadership - - Foster growth mindset - Provide constructive feedback - invest time and effort with a clearly defined outcome - Develop sense of accountability and ownership mindset within teams - Help connect dots - helps define the purpose

Servant leaders should provide regular, constructive, and specific feedback to their employees, both formally and informally. They should also invite feedback from their employees, and listen to their concerns, suggestions, and opinions. Feedback should be delivered in a respectful and empathetic way, and should include recognition, appreciation, and encouragement.

Assume positive intent and be redundant in clarifying roles, processes, and expectations, then be ready to listen. Feedback has to be a two way street - by inviting feedback and actively listening, we get to the root of challenges and better understand the employee experience.

Okay, this could be an extended article but very shortly I believe a servant leader first has to set the cornerstones of a safe and trusted working environment, where communication is based on respect bw. the stakeholders. Improvement feedbacks and requests are always constructive and positively energizing (definitely avoiding to hurt ego). The leader has to spend enough time with the members to face their barriers (i.e. lack of: knowledge, time, method, tools, etc.) and act accordingly. We enjoy the moments of successes together, regardless if it happens in core business or in any support area (everybody plays an important role, otherwise we would not do and measure that piece of work). People and their work have adequate transparency.

Coaching should occur in EVERY engagement with a staff member consistently to build trust and foster a trust relationship to drive the following outcomes: Performance Improvement: Identifies areas for growth, boosting job performance by the individual Personalized Development: Tailors plans to individual strengths and goals of the staff- speak to staff own strenghs. Builds Confidence: Coaches offers constructive feedback, fostering self-assurance to the staff member,self awareness key Engagement and Loyalty: Demonstrates commitment, leading to higher satisfaction and loyalty by the staff member and to the leader,mutual beneficial relationships

Give them a clear picture of career progression in their field (Career Vision Board). Make them see what they are working towards. Show them LinkedIn job posts of the next position and the next till an executive level in their field. They must see the benefits (and salaries of course ??). That will make them want it for themselves.

The primary goal of coaching is often to enhance individual or team performance. Servant leader works with the team to identify the area of improvement and collaboratively develop action plan. While mentor share their experience, knowledge and insights with the team. They offer guidance based on their journey and help navigate challenges and opportunities. Servant leadership often integrate both coaching and mentoring in to their approach, recognising the complementary benefit of each.

Las personas son el activo más importante y el líder busca desafiar la forma de pensar para una mejor comprensión de por qué las personas hacen lo que hacen, cómo pueden aprender a aceptar los cambios y cómo animar a otros a que los adopten. El líder servicial es inspirador, coherente, se ocupa de su crecimiento personal y profesional, es considerado por las personas del equipo y potencia su valor, las escucha y crea oportunidades para su formación y desarrollo. El reverse mentoring es una buena opción para superar los conflictos intergeneracionales, fomentar el compromiso y el liderazgo de la juventud, y enfocar el negocio hacia los consumidores del futuro.

As a servant leader, your example is a key element of success! Your commitment to personal development should be visible and create a desire in your team members to follow your lead! One method I have used is to listen carefully in 1:1 meetings to a team member’s development goals and pair them with a mentor out side of their department or even outside of the company who will challenge them to meet their goals. Then regularly follow up on their progress and when they are ready assign them projects or tasks that help them put their development into practice. As they work through the project/tasks, provide feedback and coaching that empower them to excel beyond what they thought was possible!

Remember, delegating and empowering employees requires trust and a willingness to let go of control. By doing so, you'll create a supportive environment that fosters growth and development.

I found it very useful to make connections for my direct reports across the organization and volunteer them to help on a project outside of my organization. Practical experience has proven to be a better way of retaining new knowledge rather than theoretical instruction.

Communicate to your employees that growth and development are valued and expected. Make it a part of your organization's culture and align it with the overall goals and vision. Assign employees tasks that stretch their abilities and offer growth opportunities. Provide resources and support as needed, but allow them to take ownership and learn from their experiences.

In a servant leadership role, the focus on serving and supporting employees becomes the cornerstone for building a workforce that thrives on continuous learning, development, and mutual success. By acknowledging and celebrating learning achievements within the team. Whether it's completing a course, acquiring a new skill, or successfully implementing newfound knowledge, recognition reinforces the value of continuous learning.

Give them the tasks everyday apart from technical which can help their growth Walk a mile extra to differentiate yourself from the crowd Create such situations where knowledge sharing acts as a drug

Delegate and empower individuals Give them the strength that they can do it Have 100% faith and give them the honest trust

As leaders, we don't want to fall into the trap of trying to be everything for everyone. Clear organizational structure of accountabilities leads to efficiency and agility. Employee loyalty is largely based on trust. There is no greater way to demonstrate trust than to delegate and empower the individual.

If you have ever had surgery in a hospital, you know that there are many professionals working in the operating theatre. The anesthesiologist, the surgical nurse, the surgeon, etc. Each one is a professional in their own right and each depends on the other to accomplish the goal of performing the surgery to better the patient's outcome. You would never expect for the surgeon to tell the anesthesiologist how to do her job, or the surgical nurse to tell the surgeon how to do hers. They consult about the "job," strategize how to best accomplish it, explore things that might go wrong to mitigate any issues, then go to work. Lead your team like an operating room. Give them the information and tools to be the best at what you hired them to do.

Servant leaders must balance striving for excellence of mentee with allowing room for learning and mistakes. It's about choosing battles wisely, believing in the mentee's growth, and acknowledging that venturing outside comfort zones involves accepting occasional missteps as part of the process. Believe in change and growth, and accept not everything will always go right.

You hired them because you trust them, so trust them to do their job. A PM who is confident in themselves and the level of training they provide during onboarding, should be able to let go of their report's hand very early. Some of the most creative troubleshooting my colleagues have come up with was when I asked them "Assume I'm not here, your colleagues are all off sick and you are alone, what would you do?" It won't always be perfect, and there is a learning curve. However, I feel that the payoff is so precious - not to mention that the leader will shine in the light of an empowered employee and the capacity to delegate shows the deep trust in the system you built and the processes you established before they ever came on board.

Crie um ambiente colaborativo seguro Ambientes livres de julgamento, onde as pessoas n?o tem medo de errar, onde cada um pode contribuir, onde a escuta ativa é pratica, onde todos s?o responsáveis, os resultados s?o: metas superadas; time de alta performance; empoderado; engajado e motivado.

As a leader, it's important to create learning opportunities which excites the individual with their career aspirations and guiding them to be successful.

People need so-called stretching goals in order to grow. An aspiring leader should be given the autonomy and courage to achieve these goals.

From my experience, aligning and supporting is critical. However, folks may have misguided goals that do not align with their personalities and can result in misplaced energy and eventual burnout. For example, one of my direct reports wanted to pursue a business relationship management career path since it supposedly had a much higher ceiling than a purely technical role. We did a role playing exercise where I was a very difficult business partner. Within a few minutes, my direct report was exhausted from the conversation and decided that BRM may not be the best fit. As a result, we had an amazing conversation about what kind of work gives them energy and established a proper career path for their continued success and happiness.

Aligning is important and I am usually doing it in the one to one session. Knowing and understanding the straights, interests and passions of people is the key so that you can use their full.power, not to loose their interest and demotivate them in a way. This give a personal touch and build the trust between both of you. #EmployeeDevelopment #careergoals

"Be genuine". The other sections are meaningless if your colleagues detect that you're reading from a script, or just following playbook that you read somewhere. Providing feedback, coaching, delegation are not easy things and may not come naturally at first. Practice them, and don't be afraid to ask your teams if you're hitting the mark. Your vulnerability will inspire trust and investment from them.

Always listen to your team. Empower them to seek solutions from their own perspective in order to achieve the end goal. This helps bring on creativity in getting results for the task which they will deliver with pride and ownership and keep motivation levels high.

Create psychological safety - let them know what they’re sharing with you is in confidence and listen to them to seek to understand and not just provide a response to what they are sharing. Ask them by paraphrasing what they shared and ask them if that’s what they are saying.

The most effective leaders embody intelligence, humility, and an insatiable drive to make desired impact. Servant leaders, in particular, prioritize aiding individuals while granting them autonomy to learn, grow, and make mistakes. It's crucial that these qualities are not just inherent but actively practiced and reflected upon. Periodic reflections on own character and actions, continuous learning and self-improvement play a pivotal role in the journey of a servant leader, fostering an environment that encourages personal and professional development for both themselves and those they lead.

Empower / Engage / Listen ~Empower employees by ensuring they have the resources needed to manage their jobs well. Evaluate that all needs (i.e. tools, resources, hardware, software, training, etc.) are provided and effective. ~Engage employees in meaningful ownership of their work environment and career path. Create individualized opportunities for them and actively seek feedback. ~Listen. Meet employees where they are. Not everyone wants to advance in the company, follow a pre-defined career path, or stay in their field and that's okay. Listen for the meaningful things you can do and make them happen. Feedback isn't always pretty. Listen well and be a doer. Take action on issues they report, follow-up, be honest, and listen some more.