TRUE SERVANT LEADERS HAVE AN ADAPTABLE LEADERSHIP STYLE

I have always viewed being a servant leader as a privilege and an honor that I treated with reverence and respect. Throughout my 30-year tenure in the retail sector as an Executive Leader at The Home Depot, Lowes, Barnes & Noble, ShopKo, PetSmart, Toys R Us, Publix Supermarkets, and Festival Foods I took extreme pride in continuing to develop my leadership skills.

"This one massive error in judgment became one of my most impactful leadership lessons."

When I was a first-time department head at The Home Depot in the early 90’s I was on the way to my car on a Friday afternoon to start to enjoy my weekend off when I realized that I forgot to write the department schedule for the following week. I rushed back into the store, punched in, and wrote the schedule which took about 5 minutes. This one massive error in judgment became one of my most impactful leadership lessons.

"This concerned me deeply because I genuinely care about the welfare of my employees."

On Monday I noticed that many of my employees were distant, aloof, and agitated. This concerned me deeply because I genuinely care about the welfare of my employees. My leadership style is fair and firm and is heavily centered around inclusion, empathy, support, and engagement. I asked my backup what was wrong with everyone? He replied that most of the employees were upset about the schedule that I wrote in pencil on Friday afternoon. My attempt to slap together a schedule as quickly as possible visibly portrayed my lack of respect for the employees and their family's time.

"My sincerest intentions were to become the best Servant Leader that I could be."

It immediately hit me that I am responsible for the lives and families of 17 employees and this all starts with the schedule that I write. My sincerest intentions were to become the best Servant Leader that I could be. From this seminal moment forward, I became fanatical about shadowing successful leaders throughout the store, purchasing leadership books, and seeking feedback from my peers, colleagues, and superiors.

I made sure to speak with each employee (personally) to apologize for my oversight and unprofessionalism. After this incident, I scheduled quality time each week to write my schedule. I wrote the schedule in blue ink (subliminally more positive than black ink), I used block lettering, infused colorful highlighters indicating time off requested, specific meetings, and training times, incorporated positive and motivational quotes, and placed the schedule in a plastic sheath.

"The Leadership lesson is that your employees are the heartbeat of your store and should be treated with respect, kindness, and consideration."

My schedules became works of art (which other department managers started to emulate) to show my employees that I truly valued and cared about their efforts, time, and commitment. The Leadership lesson is that your employees are the heartbeat of your store and should be treated with respect, kindness, and consideration.

I had numerous managers come up to me and say that I am spending way too much time on my schedules and that the employees work for me not the other way around. I could have easily fallen into the "I am the manager" trap and went about my day. However, I always felt that it is an honor and privilege to serve my team.

Each employee is unique and special and might not respond to a strict and inflexible management style. It is the leader's responsibility to (tap into) each employee to ascertain how to best motivate, coach, mentor, inspire, and if necessary, discipline them.

"Of course, the litany of answers were usually centered on powerful animals e.g., tiger, bear, wolf, eagle, etc."

I vividly remember being in meetings where the manager asked every leader what animal symbolizes your management style? Of course, the litany of answers were usually centered on powerful animals e.g., tiger, bear, wolf, eagle, etc. When it was my turn to answer the question, I responded with the chameleon. After the laughter had subsided, I explained that my leadership style was fluid and flexible which allowed me to "adapt" to my environment.

My chameleon leadership mindset allowed me the flexibility to interact and engage with each employee for maximum success. Some managers (not leaders) would respond that I was pandering or selling out because I would always seek to convey positive or constructive information in the appropriate format for each employee.

"They chose to become managers for power, prestige, money, and control."

I had witnessed many managers fall prey to the "my way or the highway" management style that has a heavy propensity to alienate employees. Apropos, these managers were never interested in serving their employees only their self-serving interests. They chose to become managers for power, prestige, money, and control.

Unfortunately, these so-called managers are representing an organization's culture and values while also being the gatekeepers of its brand. Wow! Let that sink in for a moment.

I speak extensively about Promoting the Right Leaders in The Ultimate Retail Manual. Furthermore, it is also WHY chapter one of the book starts with Talent Acquisition. Best in Class retailers are excellent at hiring, training, developing, and retaining top-tier talent.

I put my pride and ego aside so I could focus all my energy on improving my people skills, conflict resolution skills, genuineness, authenticity, and transparency. I share numerous examples of my leadership journey throughout The Ultimate Retail Manual: Strategies for Retailers to Thrive & Succeed in the Digital World.

I look forward to hearing your thoughts and reading your comments. Thank you in advance for sharing your insights, experiences, and perspective.