Leadership Talk: Rethinking Servant Leadership

Leadership Talk: Rethinking Servant Leadership

Welcome to Leadership Talk!

If you've come back for more - thank you! If you're new - welcome! These are quick-reads where I share ideas that have helped me reach my goals, motivate my team, and become a better leader. If you like what you see?please follow?and share to keep the good vibes flowing. And always remember, leadership has nothing to do with your title and everything to do with how you're making the world a better place. Everyone is a leader, including you!

Rethinking Servant Leadership

The term 'servant leadership' is thrown around a lot, but what does it mean? For me, it's not necessarily about a leader's approach to management; it's about the culture that person creates for their organization. Most leaders love a humble brag (or just a brag!). I'm guilty of it, and if you're honest with yourself, you probably are too. That's ok! It feels good to be recognized and celebrated for our ideas. However, at some point in your leadership journey it's important to realize that it's no longer about you, it's now all about your team.

The most beloved and results-oriented leaders don't simply delegate tasks. They create cultures that reward innovation and encourage the team to make their manager's ideas better. Is your team comfortable to share ideas that differ from yours? When was the last time you reversed a decision based on the feedback from your team? Have you ever given someone else credit for running-with an idea that was originally yours? If you can't answer yes to any of these, chances are you are not tapping into the full potential of your team.

Of course there are instances that require decisive decision making from leadership, but few (if any) environments are made stronger by stifling innovation and demotivating employee creativity. Your company invests heavily in recruiting, training, and retaining talent. Don't waste it by thinking your job is to know it all. IT'S NOT! Your job is to inspire, motivate, and offer guidance to the next generation of great leaders who will make you and your company stronger with their ideas.

The Bottom Line: Learn to Love Watching Others Shine!

As much as it feels good to be recognized, it feels infinitely better to watch a team member's confidence and career soar because of the the environment you created. It's the best part of the job in my opinion. And if you're threatened by others' success, you're in the wrong line of business my friend. The greatest leaders are also the most humble. So let your team shine and bask in their glory! It's what leadership is all about.

Song of the Week

All this talk of shining made me think of one of my favorite house remixes of all time. Bob Marley's "Sun in Shining" was - and still is - a certified summer BOP!

Chris "Cpat" Patteson ??

Risk Management / Cybersecurity executive enhancing resilience for institutions | Engaging leadership teams with risk quant methodologies, AI Automation and strategies for optimizing risk programs.

1 年

All the time, we are the coaches. The work has to be theirs or they won't own it. I knew this as leader for years, but it took working in corporate strategy to really master it. While not about servant leadership, Peter Block's Flawless Consulting changed some of my leadership skills forever!

Joey Johnson

Passionate CISO @ Premise Health | Cyber Product Advisor | DEIB Champion | Investor & Entrepreneur | Coach & Mentor | Global Citizen | SCUBA guy

1 年

Opinion Piece: The role of a natural leader (read: leader who people voluntarily and passionately follow on their own) is to take in the perspectives and opinions of those who you literally put in place to have opinions and perspectives, and improve on the things you started. I want every single one of my leaders and mentees to be better than me in their area. You lead from the front. Recognition comes from behind. My leaders and students need and deserve that recognition directly. My role is to have vision and give them space to execute it… and own it directly. When it’s done, it’s because of what they’ve done with it, and how they’ve structured it. The credit and recognition belongs to them. At the top level the air can get thin, and you can miss the problems the operators desperately need to solve. Ignore that feedback channel at your own peril.

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