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

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

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. ™

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

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. ™

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. ™

Transforming Organizations and People from the Inside Out. ™

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. ™

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

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

“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. ™

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. ™

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. ™

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. ™

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

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. ™

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. ™

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

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. ™

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. ™

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. ™

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. ™

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. ™

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. ™

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. ™

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. ™

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. ™

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. ™

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

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. ™

“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. ™