Last week’s Minute introduced the servant leader concept developed by Robert Greenleaf. One of his fundamental premises is that organizations have a unique opportunity to create transformative company cultures that support individuals’ well-being and growth. It comes as no surprise that many servant leadership companies are frequently honored on “Best Places to Work” lists.

Food for Thought ~

Here are the ten characteristics of servant leadership:

• Listening
• Empathy
• Awareness
• Conceptualization
• Persuasion
• Healing
• Commitment to the Growth of People
• Foresight
• Stewardship
• Building Community

Question of the day ~

Which of the servant leader characteristics are your strengths?

My own philosophy as a leader grew out of experience, plus trial and error. When I discovered the servant leader concept some years ago, it was with a sense of recognition and affirmation. It gave a name to my own way of thinking, and I was delighted to learn more about it. (On a personal note, I grew up in Indiana, and the Greenleaf Center for Servant Leadership is located in Indianapolis. Maybe it’s a mid-western sensibility!) My new column this week in the North Bay Business Journal is on the subject of servant leadership. It will soon be posted on-line, and I’ll send you the link.

Food for Thought ~

One of the central tenets of the servant leader concept is that leaders are the stewards of their organization’s resources: human, material, and financial, as well as responsible to their customers, community and environment. I love this notion of being a steward. In Webster’s, the applicable definition reads: “a person morally responsible for the careful use of money, time, talents, or other resources, especially with respect to the principles or needs of a community or group.”

Question of the day ~

How does the mindset of being a steward influence you as a leader?

I often comment on the multi-faceted, never-ending stream of opportunities and problems that leaders face. One of the best ways to handle the stress of this constant challenge is to set clear, high standards for yourself. It’s a bit of a paradox. However, it’s my observation that when our standards are high and clear, stress is reduced. I think it may be because setting high standards for our own performance requires clarity, a conscious choice of values and priorities, and a commitment to excellence, which is unambiguous. Internal value conflicts and ambivalence are far greater stressors than external circumstances.

Food for Thought ~

An important point of distinction, however, must be made ~ the distinction between excellence and perfectionism. A misguided dedication to perfection will certainly increase stress. In contrast, excellence is the more thoughtful, reality-based guidance system, the gold standard for leaders.

Question of the day ~

Do you set your expectations high for your own personal performance? Are you pursuing perfection or excellence?

One of the qualities most often associated with good leaders is vision. This is the ability to imagine and envision and then guide your team/company/organization toward a desired future. There’s a wonderful family of qualities associated with this aspect of leadership. I call it The Vision Constellation. Some of the related skills include: foresight and anticipation – the thoughtful regard or provision for the future, encouraging the desired and forestalling or avoiding the undesired; a long-term perspective that informs all decisions; and core values that reflect a commitment to sustainable business practices.

Food for Thought ~

If I were to prescribe a list of the qualities necessary for leaders, The Vision Constellation would be in the top echelon. It is essential to look ahead and then use that information and insight to inform present-day activities and decisions. Without vision, management is merely reactivity and gamesmanship, not leadership.

Question of the day ~

Is The Vision Constellation one of your strengths? If not, do you have someone who can provide this within your organization?

Leadership has captivated me for as long as I can remember. The group dynamics, the interplay of personalities, and the collective effort required to achieve desired goals are all fascinating, in part because of the complexity. It is that very factor of having so many variables, changing circumstances, and human issues on so many levels that keeps it continually challenging, a “permanent white water” condition. I know many excellent leaders, and none of them are bored or complacent. There’s too much happening.

Food for Thought ~

Working with the river rafting metaphor, we can easily imagine a leader using his or her skill, experience and intelligence to navigate the rapids. Picture roiling waters, submerged rocks, fast-moving currents, and a raft full of people for whom you are responsible, all the while with great respect and reverence for the natural environment. You have just created the typical visceral experience of most leaders, especially in today’s economy with our culture’s ever-increasing pace of change.

Question of the day ~

Does this metaphor capture your experience as a leader? What metaphors are helpful for you? How do you increase your success at navigating the rapids?

279 years ago today was George Washington’s birthday. Now, most of us give only passing thought to the man who was our first President, but even a cursory review of his biography leads me to deeply appreciate him as a leader and wish that his influence was more widely felt. In selecting just one aspect of his leadership for our focus today, I have chosen his personal motto: “Deeds, not words.”

Food for Thought ~

Reportedly, he was a man of brevity in his speaking. From his motto, I would surmise that he believed in the maxim “Actions speak louder than words,” or today’s colloquialism, “Walk your talk.” Whatever version resonates with you, this advice is an essential reference point for good leadership. No matter how elegant or powerful, words will prove empty if a leader’s actions and deeds are not in congruence. Without congruity, credibility is suspect. Without credibility…

Question of the day ~

Are you mindful of these maxims in your role as a leader? Are you rigorously honest with yourself about what you do and what you say? Do you have a personal motto?

Valentine’s Day provides a good opportunity to think about the subject of love at work. Historically, the word “love” has been largely left out of conversations about the workplace, as if it doesn’t belong there. That belief is crumbling as we have learned what it takes to sustain a successful enterprise. Positive and healthy human relationships are now clearly acknowledged as a critical variable for success, not to mention for meaning and satisfaction. In their great book, Leadership Challenge, James Kouzes and Barry Posner end their 400 pages with these final thoughts: “The best kept secret of successful leaders is love… Leadership is not an affair of the head. Leadership is an affair of the heart.”

Food for Thought ~

Ken Blanchard, co-author of The One-Minute Manager and a host of other books, has been a leading figure in contemporary management and leadership training for 30 years. I recently heard a live interview with Ken, and when asked for his “bottom line best advice” for leaders, this was his reply: “Love is the answer. Now what’s the question?”

Question of the day ~

Does love have a place at your place of work? Does your company culture encourage treating one another with kindness, respect and appreciation?

Building on the theme I introduced last week re: the benefits of “risking” your ego/pride, let’s explore why that might be worth the perceived risk. In two words ~ happiness and effectiveness. Lance Secretan, the former CEO of Manpower, Inc., writer for Fortune magazine, consultant and author, makes a distinction between our “social self” that uses the external reference points of career/status/success/appearance/love as measures of worth vs. our “essential self” that establishes our self-worth using the internal reference points of our deepest desires, our character, and the ways we use our gifts and talents.

Food for Thought ~

For those of us in leadership positions, the implications are significant. Simply put, people admire leaders who inspire them. As you become more authentic and allow your work to be a reflection of your essential self, you become more inspiring and increase your effectiveness as a leader. Inspiration is the essence of leadership.

Question of the day ~

What’s your ratio of social self to essential self references? As a leader, are you as authentic as you would like to be?

We think of risk-taking at work as occurring most often in the financial or strategic realms. On the personal level, there are also emotional risks inherent in working with others. Perhaps the most formidable are the perceived risks that affect our ego, our self-image, our pride.

Food for Thought ~

What might risking our ego look like? Here are just a few examples: asking for help … reaching out to someone … admitting you don’t know something … offering a creative idea that’s new/different/controversial … expressing a minority opinion publicly … doing something you’ve never done before and you’re not good at it … admitting you made a mistake or you were wrong … making a proposal for something you care about or want. For some, simply acknowledging others is perceived as a risk.

Question of the day ~

How comfortable are you with “risking” your pride? What benefits might you experience if you were to expand your pride’s comfort zone? In what ways might it also benefit your organization?

The scope of a leader’s role can be daunting, from inspirational visionary to task master, and everything in between. (This is just one reason why I say leadership is not for the faint of heart.) Most leaders at some point in their careers find themselves at the helm when a tragedy takes place. A particularly difficult situation to navigate is the loss of a team member/employee to suicide. A basic understanding of mental health issues and depression is fundamental, as is thought and preparation for the leadership that will be needed to help people through the emotional aftershocks of a tragedy within the work community.

Food for Thought ~

If you yourself are experiencing symptoms of depression, please reach out. There is help available. If someone in your organization is at risk, do what you can that’s appropriate to the situation to offer support and assistance. You never know when it might make all the difference. Here’s a website that’s a good starting point for information.

Question of the day ~

As a leader, have you educated yourself about mental health issues and how to recognize potentially serious situations? Do you have a “preparedness plan” for how to handle a mental health crisis situation?

In Memorium
Peter J. Kingston
6/22/1954 ~ 1/18/2011