1. Becoming an Influential
Servant Leader
Presented by
Rodney Jackson
Senior Consultant
Servant Leadership Institute
Transforming Organizations and People from the Inside Out. ™

2. About The Servant Leadership Institute
Transforming Organizations and People from the Inside Out. ™

3. This Session’s Objectives
Define servant leadership; its origin and purpose
Understand the difference between the power and servant models of leadership
Appreciate the benefits of servant leadership in the primary healthcare business
Reflect on leaders who have inspired you and determine your own next steps in learning and growing as a servant leader
Transforming Organizations and People from the Inside Out. ™

4. Partner Activity: My Favorite Niece (or Nephew)
Transforming Organizations and People from the Inside Out. ™

5. It Goes Back to Aristotle Three approaches to gaining influence:
Pathos: (Emotional) Awakening emotions in others; making an
emotional appeal, using vivid and emotional language.
Logos: (Word) Use of logic to support a request: facts, statistics.
Ethos: (Character) The credibility of the person attempting to influence.
Review workshop objectives.
Lead with your heart.  Discover no limits. ™

6. What is Servant Leadership?
Servant leadership is a set of principles and practices that turn the traditional “power leadership” model upside down, creating higher performing people and a more caring world.
As servant leaders, our purpose is to serve those who follow: to inspire and equip those we influence.
Transforming Organizations and People from the Inside Out. ™

7. Transforming Organizations and People from the Inside Out. ™

8. Measuring Success
“The servant-leader is servant first. It begins with the natural feeling that one wants to serve. Then conscious choice brings one to aspire to lead. The best test is: do those served grow as persons; do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants?”
-Robert Greenleaf
“Servant-Leadership is a simple idea; those who serve first and then choose to lead can make the biggest difference in an organization, and in peoples’ lives.”
-Don Frick Greenleaf, Biographer
Explain the background on Robert Greenleaf. Joined AT&T in the 1920s at 23. Retired in 1964 from AT&T. His last position was Director of Management Research (and internal consulting).
The Servant as Leader concept grew of out of Greenleaf’s experience and was inspired by reading Hermann Hesse’s Journey to the East:
A story of mythical journey where Leo, the servant to a group of pilgrims, quietly inspires and equips the group. When Leo leaves, the group fails.
Leo is actually a great and noble leader of a great order. Leo was successful because he was servant first.
People will respond only to individuals who are chosen as leaders because they are proved and trusted as servants.
In his speeches and books, he encouraged us to accept the human condition, with all its sufferings and joy.
He believed that work, with its imperfections, is the foundation upon you build wholeness through adventurous, creative achievement.
He asked us: What are you trying to do?
This is easy to ask, but difficult to answer.
What is your goal, your overarching purpose, big dream, visionary concept? Does it catch the imagination and challenge people to work for something they do not yet know how to do…something they can be proud of as they move toward it?
The leader has to have a sense of the unknowable; the leader needs to foresee the unforeseeable. This is reached by intuition and is a feel for “patterns.”
Greenleaf cautioned us not to wait for all the information for a good decision. It never comes. He said we have to bridge the gap between intuition and information you have in hand.
He believed that people have confidence in leaders who:
Come from their values
Demonstrate competence, including judgment
Have a sustaining spirit
Are capable of sustained intentness of listening (He believed that true listening brings strength in other people…and that only a true leader responds to any problem by listening first. He believed that good leaders were able to truly connect with other people, their own experience.)
Greenleaf believed also in the art of withdrawal. He believed we should pace ourselves, withdraw and reflect at regular intervals, to be at are optimum.
He believed in the critical importance of acceptance and empathy. Accept, he said, what is offered. Empathize, project your mind into another being.
Continually ask yourself, “How can I use myself to serve best?”
Transforming Organizations and People from the Inside Out. ™

9. S Stewardship I Influence T Trust Three Words to Remember
Transforming Organizations and People from the Inside Out. ™

10. Stewardship The S of Servant Leadership
Transforming Organizations and People from the Inside Out. ™

11. “To hold something in trust for another.”
Stewardship
“To hold something in trust for another.”
“The willingness to be accountable for the well-being of the larger organization by operating in service, rather than control, of those around us.” Peter Block
Click to add notes
Transforming Organizations and People from the Inside Out. ™

12. Influence The I of Servant Leadership The process
of getting things done
through others
for mutual benefit.
Transforming Organizations and People from the Inside Out. ™

13. Art Barter, Founder, Servant Leadership Institute
The Leader’s Role
As servant leaders, our purpose is to inspire and equip those we influence.
Art Barter, Founder, Servant Leadership Institute
“Leadership is influence, that’s it.“
- John Maxwell
One of the biggest challenges we have had in training SL was getting people to understand that we are all leaders in some circumstances.
No matter what your role in life may be, you have someone you lead. You can chose to lead with a servant’s perspective. cm
Transforming Organizations and People from the Inside Out. ™

14. Your Leadership Role Model
In your work life, who has most influenced you as leader?
In what ways did this person use his or her power?
In what ways did the person connect with you, extend trust, and demonstrate action from the heart as well as the head?
What did you learn from him or her?
Transforming Organizations and People from the Inside Out. ™

15. Trust The T of Servant Leadership Trust = Speed = Cost
Transforming Organizations and People from the Inside Out. ™

16. Consider The T in Leadership - Trust
Have you ever worked in an organization in which the
power model of leadership was the operating model?
What was the experience like?
What was the effect on you?
What were the leaders’ behaviors?
How much did you trust this leader?
Transforming Organizations and People from the Inside Out. ™

17. Consider The Opposite….
Have you ever worked in an organization in which the servant model of leadership was the operating model?
What was the experience like?
What was the effect on you?
What were the leaders’ behaviors?
How much did you trust this leader?
Transforming Organizations and People from the Inside Out. ™

18. Vernita Todd Elvin Plank Servant Leadership in Action Heart City
Health Centers
Transforming Organizations and People from the Inside Out. ™

19. From the book “The Speed of Trust” by Stephen M. R. Covey
13 Behaviors of Trust
From the book “The Speed of Trust” by Stephen M. R. Covey
Talk straight
Demonstrate respect
Create transparency
Right wrongs
Show loyalty
Deliver results
Get better
Confront reality
Clarify expectations
Practice accountability
Listen first
Keep commitments
Extend trust
Transforming Organizations and People from the Inside Out. ™

20. Servant Leadership Behaviors
Bring Value: Your Strengths
- Talk straight
Increase Your Influence
- Create transparency
- Right wrongs
Demonstrate Courage
- Challenge non-useful beliefs
- Confront reality
- Deliver results
Live Your Transformation
- Recognize positive change in
yourself and others
- Get better
Serve First
- Demonstrate respect
Build Trust
- Show loyalty
- Extend trust
Live Your Values
- Clarify expectations
Listen to Understand
- Listen first
Think About Your Thinking
- Practice accountability
- Keep commitments
Servant leadership is not an esoteric concept. It is very concrete and very practical, because it is behaviorally based.
Behavioral expectations are clear for everyone in the organization. They act as guideposts to how people should behave, and are seen as the way people can “live” their organization’s values.
What behavioral guidelines can we give people to guide how they think and act every day? Again, we seek to make things simple. We have put the behaviors on one page.
In bold type you see the key servant leadership behaviors. We train to these behaviors in formal classroom settings, and in mentoring and coaching sessions.
In light type you will see 13 behaviors identified by Stephen M. R. Covey in his book, “The Speed of Trust.” This book is required reading in our servant leadership training sessions, and it expands each of the key servant leadership behaviors.
Changing a culture, changing the way people think and act on an everyday basis, takes time. It takes years. For that reason, we provide training in small doses, often just 3 hours at a time. Typically, we provide 1 to as much as 3 years of training spaced out over time. This spacing of sessions allows people to incrementally learn and practice new or improved behaviors in their own life. For example, all employees attend a 3-hour session that is focused on one or more of the behaviors you see in bold. In these training sessions and in small groups, employees discuss concepts and identify how they can apply servant leadership behaviors in their own lives. If you are interested in learning more about our servant leadership training programs (which are foundational to cultural change), contact the Servant Leadership Institute.
In this “Little Foxes” learning module, you will notice how we continually return to the key servant leadership behaviors to “inspire and equip” others. We will be returning to these behaviors shortly.
Servant Leadership & Stephen M.R. Covey Behaviors Integrated
Transforming Organizations and People from the Inside Out. ™

21. Results-Based Servant Leadership % Pre-Tax Portfolio Return
Datron 2010
23.3%
% Pre-Tax Portfolio Return
Datron 2011
24.6%
Source: The Business Case for Servant Leadership, 2009, Frick, et al.
Transforming Organizations and People from the Inside Out. ™

22. What Servant Leadership Inspires
Connection
“People don’t care how much you know until they know how much you care.”
“If you capture their hearts, you get their passion and desire as well.”
Trust
“Access to another person’s life is only given as trust increases. We build trust through connection, extending favor and vulnerability.”
“We trust people whom we believe hear us, understand us and are able to empathize with our realities.”
Action
“Action is possible when you can help someone make ‘the shift,’ moving from the head to the heart and from the heart to the hands and feet.”
“The seeds of action are most firmly rooted in a person’s heart.”
- Dr. Henry Cloud
Transforming Organizations and People from the Inside Out. ™

23. Servant Leadership is…
Your focus
A way of seeing
Putting on a special lens
Whether we are leading or following another, we do it with a desire to serve.
Your intention
An awareness of others’ needs
A calling
A desire to be caring
It becomes your nature, how you approach any relationship.
Transforming Organizations and People from the Inside Out. ™

24. Servant Leadership is…
The contribution you make each day
A commitment
One action at a time
One person at a time
A journey
Your practice
A competency
Developed over time
Becomes part of who we are
Practiced throughout life
Transforming Organizations and People from the Inside Out. ™

25. Assess Your Present Organizational Environment
Your Assessment
How would you assess your present organizational environment? (Check the box that is most reflective of your present environment)
A. Creativity
People readily share their opinions and ideas and access resources across
organizational boundaries in search of continuous improvement of
products, processes, and people.
People rarely share innovative ideas for positive change, defer to their
bosses’ directives, and remain “siloed” in their function/department.
Final exercise will be an assessment of where their organizations are in terms of several categories. Then the final question, how do they see themselves influencing positive change?
Transforming Organizations and People from the Inside Out. ™

26. Assess Your Present Organizational Environment
B. Continual Learning, Growth and Development
People are encouraged to continuously grow and develop, readily share information and feel empowered to make relevant decisions on their own.
People do not perceive their personal growth and development as a priority, are defensive when their beliefs or behaviors are challenged, and are reluctant to openly share information or make decisions on their own.
Transforming Organizations and People from the Inside Out. ™

27. Assess Your Present Organizational Environment
C. Self-Development vs. Blame
People are encouraged to express and realize both their personal and professional vision and dreams and take responsibility for developing trusted relationships that will help them realize those dreams for themselves, their organization, and their community.
People act as if they are helpless and stressed in terms of ever-changing and urgent work priorities. They blame conditions in their life and others as reasons for their inability to effect positive change in their life and at work.
Assess Your Present Organizational Environment
Transforming Organizations and People from the Inside Out. ™

28. Assess Your Present Organizational Environment
Your Summary
Based on your assessment, summarize your thoughts on the present state of your organizational environment.
Creativity
Continuous Learning, Growth and Development
Self-Development vs. Blame
If applicable, how do you see your role in influencing positive change?
Then the final question, how do they see themselves influencing positive change?
Transforming Organizations and People from the Inside Out. ™

29. Servant Leadership Development
Leadership From Within
Leading yourself
Trusting yourself
Recognizing your calling
Self-discipline
Organizational/Community
Contributing to the whole:
all stakeholders
Company
Customer
World
One-to-One
Giving and receiving trust
Having a positive impact on another person
Servant
Leadership
Team/Family
Building community
Belonging
Common purpose

30. Your Journey, Your Steps
Leading Yourself
Stewardship
Where am I accountable, by operating in service of others?
Influence
Where am I able to get things done through others for mutual benefit?
Trust
What specific behavior can I demonstrate to increase trust, lower costs, and increase speed?
Take 5 min. for them to do this and then ask 3 people to share.
Transforming Organizations and People from the Inside Out. ™

31. “Our goal is to challenge traditional perceptions of leadership and
Servant Leadership
“Our goal is to challenge traditional perceptions of leadership and
to teach a smarter way to lead that truly makes a difference in our world.”
Art Barter
President and CEO,
Servant Leadership Institute
Chairman/Owner,
Datron World Communications Inc.
Transforming Organizations and People from the Inside Out. ™