Introduction To Servant-Leadership

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Servant-LeadershipAn Introduction to the Power of Leadership Through Service† 2008 Benjamin Lichtenwalner

About This PresentationThere have been many great texts authored on the subject of Servant-Leadership. Herein, I attempted tocompile the insights of some of these experts, extract the most relevant material for this audience and presentit all in a thorough, yet efficient manner. I do this for the sole purpose of servant-leadership education, in thehopes of expanding the adoption of true authority and leadership.Where examples are provided, all data is generic and not representative of any particular organization. Pleasefeel free to reuse this presentation, but maintain the references to assure the original authors receiveappropriate credit. I would also appreciate a note (via www.lichtenwalner.net/contact ) so I know theinformation was useful and may learn something from your feedback.Thank you,- Benjamin Lichtenwalner† 2008 Benjamin Lichtenwalner

TopicsAn overview of the topics we will cover ticeExamplesMore InformationIntroduction Background Characteristics Paradoxes Practice Examples More† 2008 Benjamin Lichtenwalner

IntroductionIntroduction Background Characteristics Paradoxes Practice Examples More† 2008 Benjamin Lichtenwalner

About BenA quick background on this guy Benjamin Lichtenwalner (Lick-ten-wäl-nur)EducationPenn State University BS Management Science & Information Systems (Go Nittany Lions!)Lehigh UniversityMBA Concentrated in Corporate Entrepreneurship (Go Mountain Hawks!)Hard KnocksLessons through ExperienceExperience: OrganizationsNPO:INC 500:Fortune 500:Scaled IT for 100% Growth in 18 MonthsERP Supporting Highest Growth PhaseE-Business Division Start-upExperience: PositionsSupport Analyst, Programming Roles, Technical Lead (Software Design / Architecture),Project Manager Roles, Vice President of Technology (CIO responsibilities).PersonalMarried with a young sonReading (The Good Book, Business and Trade Publications)Motorcycle Rider, Hiker and Occasional PaintballerIntroduction Background Characteristics Paradoxes Practice Examples More† 2008 Benjamin Lichtenwalner

Why Servant-Leadership?Why I am so interested in and passionate about Servant-LeadershipExperience With Servant-Led Organizations One organization supported Servant-Leadership One organization indifferent to Servant-Leadership One organization opposed Servant-Leadership Very different resultsPersonal Practice Thought it was soft and “touchy-feely” Learned it was the most difficult, most rewarding challenge Did it right myself, did it wrong myself Been through the pain, trying to spare othersAdoption Recognition and support is rapidly growing Gap of awareness and understanding remains in Technology Management Seeking to close this gapIntroduction Background Characteristics Paradoxes Practice Examples More† 2008 Benjamin Lichtenwalner

Validating AudienceTime to separate the adults from the children If You Seek: Personal Fame and Fortune Ego-stroking Management style(book)-of-the-month Leadership shortcuts Quick, easy fixThis is not for you. Let’s not waste each other’s time.But If You Seek: Best way to serve your organization Optimal leadership for your organization Source of authentic leadership Greatest challenge of your career Most rewarding effort of your career Sustainable results Humble, relentless and committed leadershipThen welcome to the club. Let’s begin.Introduction Background Characteristics Paradoxes Practice Examples More† 2008 Benjamin Lichtenwalner

BackgroundDefining Servant-Leadership and a brief overview of it’s history Introduction Background Characteristics Paradoxes Practice Examples More† 2008 Benjamin Lichtenwalner

OriginsThe concept of servant-leadership is thousands of years old.600 B.C. Lao Tzu:The greatest leader forgets himself and attends to the development ofothers.375 B.C. Chanakya’s Arthashastra:The [leader] shall consider as good, not what pleases himself but whatpleases his subjects.First Century A.D., Jesus of Nazareth:But the greatest among you shall be your servant (Matthew 23:11);The one who is the greatest among you must become like theyoungest, and the leader like the servant. (Luke 22:26)1970’s Robert K. Greenleaf:The servant-leader is servant first It begins with the natural feelingthat one wants to serve, to serve first.Introduction Background Characteristics Paradoxes Practice Examples More† 2008 Benjamin Lichtenwalner

Robert K. GreenleafLargely considered the father of modern Servant-LeadershipCareer: 38 Years at AT&T, largely in management training and development 25 Years consulting on Servant Leadership thereafter Coined the term Servant-Leader in 1970’s Founded Center for Applied Ethics (now Greenleaf Center for ServantLeadership)Inspiration: Hermann Hesse’s short novel Journey to the East in 1960’s– Account of a mythical journey by a group of people on a spiritual quest True leadership stems first from a desire to serveEssays: The Servant as Leader (1970) The Institution as Servant (1972) Trustees as Servants (1972)Introduction Background Characteristics Paradoxes Practice Examples More† 2008 Benjamin Lichtenwalner

Post-GreenleafFollowing Greenleaf, a wealth of Servant-Leadership experts emergedLarry Spears: President / CEO of Greenleaf center for 25 years Author of hundreds of publications on Servant-Leadership Founded the Spears CenterJames Autry: President of magazine group for Meredith Corporation Author of 8 Books Focus on implementationJames C. Hunter: 25 Years in Servant-Leadership 2 of the most popular books on Servant-Leadership Consulted many of the world’s most admired companiesOthers: Ken Blanchard, Stephen Covey, Peter M. Senge, Jim Collins .Introduction Background Characteristics Paradoxes Practice Examples More† 2008 Benjamin Lichtenwalner

Servant / ServiceDefinitions of Servant: one who serves, or does services, voluntarily or on compulsion; a person whois employed by another for menial offices, or for other labor, and is subject tohis command; a person who labors or exerts himself for the benefit ofanother, his master or employer; a subordinate helper a person in the service of another.one who expresses submission, recognizance, or debt to another:a person working in the service of another in a subordinate position a person who is hired to work for another Definitions of Service: An act of assistance or benefit; a favoran act of helpful activity; help; aid.work done by one person or group that benefits anotherThe performance of work or duties for a superior or as a servantbe of service, to be helpful or usefulIntroduction Background Characteristics Paradoxes Practice Examples More† 2008 Benjamin Lichtenwalner

LeadershipDefinitions of Leader: a person or thing that leads.a guiding or directing head, as of an army, movement, or political group.One that leads or guides.One who is in charge or in command of others.One who heads a political party or organization.One who has influence or power, especially of a political nature.a person who rules or guides or inspires othersa person who is in front or goes firsta person who is the head of, organizes or is in charge (of something)The head of any body as of a tribe, clan, or family; a person in authoritywho directs the work of others Introduction Background Characteristics Paradoxes Practice Examples More† 2008 Benjamin Lichtenwalner

Word CloudIntroduction Background Characteristics Paradoxes Practice Examples More† 2008 Benjamin Lichtenwalner

Greenleaf’s DefinitionAdapted from “The Servant as Leader”:The servant-leader is servant first It begins with the naturalfeeling that one wants to serve, to serve first. Then consciouschoice brings one to aspire to lead. That person is sharply differentfrom one who is leader first The best test, and difficult to administer, is: Do those servedgrow as persons? Do they, while being served, become healthier,wiser, freer, more autonomous, more likely themselves to becomeservants? And, what is the effect on the least privileged in society?Will they benefit or at least not be further deprived?"Introduction Background Characteristics Paradoxes Practice Examples More† 2008 Benjamin Lichtenwalner

CharacteristicsAdapted from Larry SpearsIntroduction Background Characteristics Paradoxes Practice Examples More† 2008 Benjamin Lichtenwalner

Ten CharacteristicsSpears extracted 10 characteristics from Greenleaf’s work alizationForesightStewardshipCommitment to the Growth of PeopleBuilding CommunityIntroduction Background Characteristics Paradoxes Practice Examples More† 2008 Benjamin Lichtenwalner

Characteristic BreakoutBreaking out Spears’ characteristics into 3 dimensions renessEmpathyCommitment to PeoplePersuasionHealingBuilding CommunityConceptualizationForesightIntroduction Background Characteristics Paradoxes Practice Examples More† 2008 Benjamin Lichtenwalner

Characteristic BreakoutBreaking out Spears’ characteristics into 3 dimensions renessEmpathyCommitment to PeoplePersuasionHealingBuilding CommunityConceptualizationForesightIntroduction Background Characteristics Paradoxes Practice Examples More† 2008 Benjamin Lichtenwalner

Servant CharacteristicsFocusing on serving others through these characteristics Listening Active, not just passive 360 , top to bottom Listen completely before decidingEmpathy Separate person from their work Walk a mile in their shoes Personable with appropriate individualsHealing Help your staff become whole Consider their history Build a future togetherIntroduction Background Characteristics Paradoxes Practice Examples More† 2008 Benjamin Lichtenwalner

Characteristic BreakoutBreaking out Spears’ characteristics into 3 ardshipAwarenessEmpathyCommitment to PeoplePersuasionHealingBuilding CommunityConceptualizationForesightIntroduction Background Characteristics Paradoxes Practice Examples More† 2008 Benjamin Lichtenwalner

Leader CharacteristicsFocusing on Leading others through these characteristicsAwareness Self & Organization “Sharply awake and reasonably disturbed” (Greenleaf)Persuasion Opposite of positional authority Convince and build consensus – quicklyConceptualization B.H.A.G. but S.M.A.R.T. Make time for strategyForesight Consequences of present decisions on future outcomesIntroduction Background Characteristics Paradoxes Practice Examples More† 2008 Benjamin Lichtenwalner

Characteristic BreakoutBreaking out Spears characteristics into 3 ardshipAwarenessEmpathyCommitment to PeoplePersuasionHealingBuilding CommunityConceptualizationForesightIntroduction Background Characteristics Paradoxes Practice Examples More† 2008 Benjamin Lichtenwalner

Combined CharacteristicsCharacteristics emerging from the combined Servant & Leader dimensionsStewardship Entrusted with resources of others Return on investmentsCommitment to the Growth of People “Green and growing or ripe and dying” (Hunter) Not just your favoritesBuilding Community Effectiveness CamaraderieIntroduction Background Characteristics Paradoxes Practice Examples More† 2008 Benjamin Lichtenwalner

Characteristic BreakoutBreaking out Spears characteristics into 3 ardshipAwarenessEmpathyCommitment to PeoplePersuasionHealingBuilding CommunityConceptualizationForesightIntroduction Background Characteristics Paradoxes Practice Examples More† 2008 Benjamin Lichtenwalner

ParadoxesIntroduction Background Characteristics Paradoxes Practice Examples More† 2008 Benjamin Lichtenwalner

ParadoxesServant-Leadership, itself a paradox, requires a constant balance GreatBe Without PridePlannedBe SpontaneousDisciplineCompassionateRightSeriousSay, “I’m Wrong”Enough ToLaughWiseAdmit You Don’t KnowBusyListenStrongBe Open To ChangeLeadingServeIntroduction Background Characteristics Paradoxes Practice Examples More† 2008 Benjamin Lichtenwalner

Examples of BalanceParadoxes are not easy to balance. Here are a few examples Great Enough to be Without Pride Team gets the credit, you get the blameCompassionate Enough to Discipline Must not be soft – set high expectations and follow throughRight Enough to Say, “I’m Wrong” Leaders make mistakes too, admit you are humanWise Enough to Admit You Don’t Know Find out quickly, but do not misleadBusy Enough to Listen Beware the busy manager – they do not leadIntroduction Background Characteristics Paradoxes Practice Examples More† 2008 Benjamin Lichtenwalner

Greatest ParadoxJust a few of the underlying paradoxes inherent in service and leadership Leading Enough to ServeFocus on the OrganizationHumble, no ego or prideEmphasize the role of others in successAccept responsibility in failuresConstantly seek opportunities for improvementRoll up your sleevesStress what is best for the organization, not the few360 SupportListen to StakeholdersNo job too big, no job too smallParticipate, listen and build consensus to lead, not manageFar more Introduction Background Characteristics Paradoxes Practice Examples More† 2008 Benjamin Lichtenwalner

In PracticeTranslating the concepts into real-world practiceIntroduction Background Characteristics Paradoxes Practice Examples More† 2008 Benjamin Lichtenwalner

Organization HierarchyChanging the perspective on the structure CommanderTraditionalCEOManagementCIOLabor“Primus Inter Pares”(First Among Equals)Flipped O CEO holdersIntroduction Background Characteristics Paradoxes Practice Examples More† 2008 Benjamin Lichtenwalner

Team PerformanceAligning corporate HR practices with Servant-Leadership Job Description – Non Servant-Leader Approach Objective: Command and control Created once, revised only during turnover Written by hiring manager each timeJob Description – Servant-Leader Approach Objective: mutual understanding Dynamic, reviewed annually Initial draft by employeePerformance Standards – Servant-Leader Approach To meet my performance objectives this quarter, I must Employee initiates, manager reviews Servant-Leader must ensure staff does not take on too muchIntroduction Background Characteristics Paradoxes Practice Examples More† 2008 Benjamin Lichtenwalner

Developing SL MusclesHoning servant-leadership skills requires tracking progress and feedback James C. Hunter Recommends the “Three F’s” to Support YourServant-Leadership Development, Including:Step 1: Foundation Training, research, mentoring – understanding what is expectedStep 2: Feedback 360 Feedback on Servant-Leadership Gaps Paired with measurable action plans to close gapsStep 3: Friction Require S.M.A.R.T. objectives Answer to a panel or advisor on performance against objectivesFor more on Hunter’s approach and services: http://www.jameshunter.comIntroduction Background Characteristics Paradoxes Practice Examples More† 2008 Benjamin Lichtenwalner

ExamplesServant-Leadership practitionersIntroduction Background Characteristics Paradoxes Practice Examples More† 2008 Benjamin Lichtenwalner

OrganizationsSome of the most well respected companies practice Servant-Leadership Fortune’s 100 Best Companies to Work For: 1/3 of Top 3510 of America’s Most Admired CompaniesIntroduction Background Characteristics Paradoxes Practice Examples More† 2008 Benjamin Lichtenwalner

IndividualsSome examples of historic Servant-Leaders Mahatma GandhiJesus of NazarethMartin Luther King, Jr.Mother TheresaIntroduction Background Characteristics Paradoxes Practice Examples More† 2008 Benjamin Lichtenwalner

IndividualsSome examples of modern Servant-Leaders Herb KelleherJimmy CarterHoward BeharSam WaltonThe Dalai LamaNelson MandelaCountless UnknownIntroduction Background Characteristics Paradoxes Practice Examples More† 2008 Benjamin Lichtenwalner

More InformationSuggestions for further reading.Introduction Background Characteristics Paradoxes Practice Examples More† 2008 Benjamin Lichtenwalner

Additional ResourcesRecommended texts Websites Compilation: www.lichtenwalner.net/servantleader Greenleaf Center: www.greenleaf.org Spears Center: www.spearscenter.org Consulting / Development: www.JamesHunter.comBooks Servant Leader (Greenleaf, 1977) The Servant (Hunter, 1998) The Servant Leader (Autry, 2001) Practicing Servant Leadership (Spears & Lawrence, 2004) World’s Most Powerful Leadership Principle (Hunter, 2004)Introduction Background Characteristics Paradoxes Practice Examples More† 2008 Benjamin Lichtenwalner

Thank You!Questions, Concerns, Feedback?http://www.lichtenwalner.net/contact† 2008 Benjamin Lichtenwalner

ReferencesPublications referenced, paraphrased or extracted from include the following:Autry, James A.; The Servant Leader: How to Build a Creative Team, Develop Great Morale,And Improve Bottom-Line Performance. Three Rivers Press, New York, NY 2001.DeGraaf, Don; Tilley, Colin; Neal, Larry; Servant-Leadership Characteristics in OrganizationalLife. Greenleaf Center for Servant-Leadership. Westfield, Indiana. 2001.Greenleaf, Robert K.; Servant Leadership: A Journey into the Nature of Legitimate Power &Greatness. Paulist Press, Mawah, NJ. 1977, 1991, 2002.Hansel, T. ; Holy Sweat. Word. Dallas, TX. 1987.Hunter, James C.; The World’s Most Powerful Leadership Principle: How to Become a ServantLeader. Crown Business, New York, NY. 2004.Spears, Larry C., Lawrence, Michelle (et al); Practicing Servant Leadership: SucceedingThrough Trust, Bravery, And Forgiveness. Jossey-Bass, San Fransisco, CA . 2004Spears, Larry C.; Diary of Alpha Kappa Psi (article: Servant-Leadership). Gary L. Epperson,CAE. Spring 2008.References† 2008 Benjamin Lichtenwalner

Robert K. Greenleaf Career: 38 Years at AT&T, largely in management training and development 25 Years consulting on Servant Leadership thereafter Coined the term Servant-Leader in 1970’s Founded Center for Applied Ethics (now Greenleaf Center for Servant-Leadership) Inspira

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