A Purpose-Driven Life

Building Epically Successful People and Teams through Servant Leadership

I posted a few times last week while attending #SAMEJETC23 in San Antonio with the Society of American Military Engineers , but I didn’t have time to write much because the week was just too full of awesome already!??One of the reasons last week impressed me so much included the time to reconnect with friends, colleagues, and mentors, and meeting new A/E/C professionals.??Now, I’m an introvert through and through, but the opportunity to interact with so many like-minded professionals and passionate leaders truly recharged my spirit and reinvigorated some of my own passions.??I spent much of last week putting together an action plan to capitalize on everything buzzing around my head, but more on that later.?

In my experience in the US Air Force, three factors really make each assignment. Location is an easy one; most people try to choose their assignments based on location, whether it’s close to family, an exotic overseas posting, or a great outdoor scene.??Next is the mission; some people are simply drawn to complex, challenging, intriguing, valuable, and impactful work. But the factor that’s tougher to measure until you’re already there, and sometimes not until you’re wrapping up an assignment, is the people.??Ultimately, the people you work, play, and live with day in and day out bring out the best of any assignment. People also represent the most important asset in any organization: the talents and unique capabilities, the passion and drive, and the curiosity and focus to solve problems to guarantee mission success.??As a servant leader, I focus my energy on understanding and meeting people’s needs, cutting red tape and eliminating obstacles, developing professionals, leaders, and teams, and empowering the lowest level possible to innovate and take risks to do epic things.

Understanding People’s Needs

One of the most important things I can do as a servant leader is to understand the needs of my Airmen. What are their challenges? What are their goals? What are their strengths and weaknesses? Once I understand these things, I can use the resources at my disposal to help them succeed. This might mean providing them with training, resources, or opportunities for advancement. It might also mean simply being there to listen to them and offer support.??Whatever it is, understanding needs starts with knowing my people - their values, desires, goals, and challenges - and drives my passion, to help others achieve epic things in their lives.

Eliminate Bureaucracy

Leading within very large organizations always involves a bit of bureaucracy - organizations often establish those checks and balances with the best intentions in mind, but inevitably the red tape piles up and stifles growth and innovation.??Another important aspect of servant leadership is cutting red tape and removing obstacles on the path to success. This means streamlining processes, eliminating unnecessary bureaucracy, and making it as easy as possible for Airmen to do their jobs. It also means being willing to make tough decisions, even if they are unpopular.??As a servant leader, I’ve considered some of my greatest accomplishments those few times I’ve been successful in fighting bureaucracy to help?one person?achieve something believed impossible.??

Build up Professionals, Leaders, & Teams

One of the best ways to ensure the success of any organization is to invest in its people, which inherently builds resiliency in the future of the organization.??John Maxwell said, “There is almost no limit to the potential of an organization that recruits good people, raises them up as leaders, and continually develops them.” As a leader in the architecture, engineering, and construction industry, developing people’s technical proficiency directly impacts the viability of the team.??Just as important is developing future leaders who can effectively?visioneer?and guide the team into the future.??This means providing them with the training, resources, and opportunities to develop their skills and continuously increase their potential. It also means creating a culture of trust and respect, where Airmen feel valued and empowered to do their best work.

“There is almost no limit to the potential of an organization that recruits good people, raises them up as leaders, and continually develops them.”?- John C. Maxwell

Empower a Culture of Smart Risk-taking to Achieve Epic Results

Finally, I recognize I’m not an expert in the majority of the functions of my squadron, and my own capacity to generate good ideas is … limited, to say the least.??It’s therefore imperative to empower the lowest level possible to innovate and take risks to do epic things. This means giving Airmen the freedom to think for themselves and come up with new ideas. It also means giving them the resources and support they need to make those ideas a reality.??This concept connects directly to my mantra to 'Share Success, Own Failure' - as a leader, I accept the risks of stretching an organization to new heights.??Failure is a sometimes necessary step when your organization operates in the learning zone, but on the other side of that risk is Epic Achievement, which starts with trust, empowerment, and innovation.

Much has been written on servant leadership; the concept means something slightly different to many people.??Personally, I’m a fan of James Hunter’s “The Servant”, but think I’ve added my own twist. If you put me on the spot, I’d say I’m a?Servant Leader in Training?- I’m still feeling out how to get this right and will continue honing this skill and philosophy.??But by focusing on people, cutting red tape, building up professional Airmen engineers, leaders, and teams, and empowering the lowest level possible to innovate and take risks, I believe we create a culture of excellence where each member has the opportunity to succeed.??More importantly, each member has a voice in defining what that success looks like for them.

• Do you consider yourself a servant leader???
• What does servant leadership mean to you?
• What resonated with you in this article???
• Maybe you disagree or have a different central leadership philosophy - what drives you as a leader or follower?

Whatever your thoughts, leave them below, and let’s continue the conversation!

-Josh