LEADERSHIP QUOTE:

"Bosses push, Leaders pull. Real leadership is servant leadership." Dave Ramsey

A LITTLE BIT DEEPER:

This month we're going to do a dive into SERVANT LEADERSHIP. You can see past blog posts on leadership and a variety of topics HERE.

Knowing when to PUSH and when to PULL is often a challenge for leaders. Ramsey reminds us that servant leadership IS "REAL" leadership, and the posture should be one of PULLING not PUSHING.

However, there are times in leadership when you need to do both.

There's a management style that's called PUSH & PULL. To simplify it, it's basically this:

To Drive for Outcomes, Leaders PUSH

To Inspire & Motivate Others, Leaders PULL

Harvard Business Review shares an article by Joseph Folkmann where he talks about the value of both, but the article doesn't really connect with servant leadership.

The real challenge in leadership is to know when and how to both push and pull. Walking that line is what separates a good leader from a great leader.

What do you respond to best: Being PUSHED or being PULLED?

LEADERSHIP QUOTE:

"I've learned that people will forget what you said, people will forget what you did, but people will never forget how you made them feel." Maya Angelou

A LITTLE BIT DEEPER:

This month we're going to do a dive into SERVANT LEADERSHIP. You can see past blog posts on leadership and a variety of topics HERE.

What a great thought from Maya Angelou. This connects to the Servant Leadership Theme because when you serve someone, genuinely serve someone, they remember it. It makes them feel valued, appreciated and loved.

Ottawa University shares "5 Proven Characteristics of a Servant Leader".

1) Listening: Listen receptively and nonjudgmentally

2) Appreciation: Value people and appreciate them for who they are.

3) Humility: Put other people first.

4) Trust: Give trust to others.

5) Caring: Have people and purpose in their hearts.

That's a pretty good list of where we all need to focus, but as I was looking at different articles around Servant Leadership, they all seemed to start with LISTENING.

Maybe this is where you need to start.

Ryan Arshad writes on Forbes.com and article entitled: The Importance of Listening For Organizational Success and in this article he summarizes:

"Listening is really about empowering employees. Leaders who focus on listening build an organization focused on inclusivity and wisdom while creating a more open, trusting relationship between themselves, their employees and the company."

How are you using your listening skills to communicate to your team that you value them, you hear them and you want to empower them?

LEADERSHIP QUOTE:

"If serving is below you, leadership is beyond you." Anonymous

A LITTLE BIT DEEPER:

This month we're going to do a dive into SERVANT LEADERSHIP. You can see past blog posts on leadership and a variety of topics HERE.

Robert K Greenleaf is considered the "father" of servant leadership as he posted in his 1970 essay saying:

"The servant-leader is servant first. It begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead. That person is sharply different from one who is leader first, perhaps because of the need to satisfy a strong power drive or to acquire material possessions. The leader-first and the servant-first are two exreme types. The leader who is servant first ensures that other peoples highest priority needs are being served."

Powerful words that "flipped the script" on leadership for many people.

In an article written on this topic, Jilinda Lee provides this simple test to see how others might view you. Answer these 10 questions:

1) Do people believe that you want to hear their ideas and will value them?

2) Do people believe that you will understand what is happening in their lives and how it affects them?

3) Do others tend to come to you when their tanks are low and options are few, especially when something traumatic has happened in their lives?

4) Do others believe you have a strong sense of clarity and keen insight into what is going on?

5) Do others follow up on your requests because they want to, or because they have to?

6) Do others contribute their ideas and vision for the good of the group when you are around?

7) Do others have confidence in your ability to anticipate the results of decisions and their consequences?

8) Do others believe you are preparing them to make a positive difference in the world?

9) Do people believe that you are committed to helping them learn, grow and develop as a whole person?

10) Do people believe that you are willing to sacrifice self-interest for the good of the group?

Before you even think about being a Servant Leader, take a look in the mirror. How do you think others view you?

LEADERSHIP QUOTE:

"People will resist change when it's done to them, not with them." Ken Blanchard

A LITTLE BIT DEEPER:

This last look at organizational culture this month comes from Ken Blanchard. You can catch up on the past posts HERE.

I was doing some digging into Ken Blanchard and his thoughts on Servant Leadership for next months theme, and I found this quote from him and thought it would end our CULTURE theme this month.

This thought rings so true for any team and any organization who is addressing change, which is all of us.

Often as leaders we focus on communicating change to our people because we've all been told that we don't communicate enough, so we try to overcompensate with straight communication, and this isn't the only thing people want... They also want to be a part of the conversation.

I say "they" but I mean "we". We want to be heard, we want our opinion to matter and we don't mind change as long as it's not a complete surprise. Bring us into the conversation and let us be a part of it.

There are some simple steps you can take to help your team members embrace change, and it's really a Change Management Model which ultimately defines your culture.

1) BE UPFRONT ABOUT THE CHANGE

Don't surprise people. Talk about it, let them know you're thinking and working towards something.

2) LISTEN TO THEIR FEEDBACK

Give your team an opportunity to feed into the decision and into the change. You'll learn some things that will help you!

3) MAKE THE DECISION & COMMUNICATE IT

Don't drag it on, but when it's time to make the decision, communicate it clearly.

4) ADDRESS PEOPLES CONCERNS & PAIN POINTS

Help people to understand, answer their questions, help them adapt, and reward them for their efforts to dive into the change.

5) CONTINUALLY EVALUATE AND TWEAK THE DECISION

You won't get it all right the first time. Adjust it, respond to your team members, and invite further feedback.

Change comes to us all. How do you develop a culture in your organization that can react and adopt change in a healthy way?

LEADERSHIP QUOTE:

"The only thing of real importance that leaders do is to create and manage culture." Edgar Schein

A LITTLE BIT DEEPER:

We're talking about the importance of organizational culture this month and you can catch up on the past posts HERE.

Today I'm sharing this quote from Edgar Schein (Thanks Connie for the tip and feedback). I've read his theory before but didn't know it came from him. Schein was a business theorist and psychologist who was a professor at the MIT Sloan School of Management.

His quote above really sums up much of what we've been talking about. However, there's another line that is often added to the quote above. It says this:

"The only thing of real importance that leaders do is to create and manage culture. If you do not manage culture, it manages you, and you may not even be aware of the extent to which this is happening."

O.C. Tanner shares:

"Leaders are the first line of defense for your company culture. They are in charge of living and enforcing your company's values, ideals, and policies. If employees don't see your company's cultural goals embodied in their immediate leaders, your culture will suffer."

Think of some of the organizations you've worked in over the years. Can you articulate the CULTURE?

When you think about that culture, was there someone who was "creating and managing" that culture? Was there someone who was "protecting" that culture?

LEADERSHIP QUOTE:

"If you want to change the culture, you will have to start by changing the organization.” Mary Douglas

A LITTLE BIT DEEPER:

Last week I introduced some conversation around CULTURE and I shared Peter Drucker quote HERE.

Today I’m sharing this quote from Mary Douglas, a British anthropologist, and her quote is just profound. I’m sharing this again so you understand how powerful culture is!

Look at this list: Red Flags of a Bad Company Culture

• You don’t have a list of core values

• There’s a lot of gossip in the office

• Unfriendly employee competition

• Employees are often tardy or absent

• Employees often work late or don’t take lunch breaks

• No workplace giving initiatives

• Little or no hiring from within

• Public criticism of employees

Do you resonate with any of these?

I love that first one… “you don’t have a list of core values”. This is a huge red flag. What’s worse? Having values and your team and leader don’t live them out!

Culture affects everything and it’s not something you can just FIX. The quote is right… you have to rebuild the organization around the culture you are trying to eliminate or the culture you’re trying to grow.

Have you ever worked in a place that had a TOXIC CULTURE? What was that like for you?

LEADERSHIP QUOTE:

"Culture eats strategy for breakfast." Peter Drucker

A LITTLE BIT DEEPER:

Last week, while attending a Board Meeting, someone threw this quote out, and I've been thinking about it over the past few days.

Peter Drucker was an Austrian-American management consultant and he's called the "father of management theory". His writings and thoughts have influenced leaders and organizations for decades and his book, "The Daily Drucker" has been an inspiration for me for years.

I'd like to spend some time talking about Organizational Culture this next month. If you've learned something or seen something, please share it with me. When it comes to this topic, I'm a student, but having been a part of a number of organizations over the past 40 years, I've seen the difference a defined culture can make, and I agree with Drucker that while strategy is important, it's the CULTURE that truly drives an organization.

Patrick Lencioni, in his book, "The Five Dysfunctions of a Team" is really addressing CULTURE. I've shared earlier that I wish I had found this book earlier, but once I did, these principles became a staple.

Lencioni teaches that these 5 things contribute to a healthy team and a healthy organization. I encourage you to read the book to get the full context:

#1) BUILD TRUST

#2) RESOLVE CONFLICT

#3) COMMIT AS A TEAM

#4) HOLD EACH OTHER ACCOUNTABLE

#5) FOCUS ON RESULTS

When you look at this list, or revisit these 5, which one impacts the CULTURE where you work the most?

LEADERSHIP QUOTE:

"Be a builder, not a destroyer” Unknown

A LITTLE BIT DEEPER:

This is our final quote on the theme of ENCOURAGEMENT this month. I hope you've been challenged by some of these quotes and thoughts.

Today to finish, I'm digging deep into the vault.

I have no idea if anyone said this, but it comes from a talk I've given hundreds of times using a hammer as an illustration. I saw someone do this at a camp years ago, and then I took the idea and put my own spin on it, but it's the power of a practical illustration that stuck with me all these years.

The image is of a normal hammer that has 2 sides to it:

The HEAD is used to build things.

The CLAW is used to destroy things.

See the image?

Two sides to the same tool, used for completely different things.

When I ask you the question, "Are you a BUILDER or are you a DESTROYER, just think about what side of the hammer you use more of.

Take this illustration, teach it, remember it, model it, live it.

"So speak encouraging words to one another. Build up hope so you'll all be together in this, no one left out, no one left behind. I know you're already doing this; just keep on doing it." 1 Thessalonians 5:11 (MSG)