Post on 20-May-2020
Radical Strategies for Creating
an Authentic Servant
Leadership Culture
2017 TMHRA Annual Conference
Austin, TX
May, 2017
It’s May… How are those “Resolutions” holding up???
Behaviors that hinder…
Behaviors that support…
That Thing You’re Working On…
Your success in creating, nurturing,
and protecting
the kind of behavior
you desire
Your success in
creating, nurturing, and protecting
the kind of behavior
you desire
is largely dependent
upon the extent to which
you create
Your success in
creating, nurturing, and protecting
the kind of behavior
you desire
is largely dependent
upon the extent to which
you create
aligned systems that
reinforce the desired behavior
Aligned Systems
Getting more exercise…
Eating better…
Read more…
Increase quality time with family…
that reinforce the desired behavior
Your success in
creating, nurturing, and protecting
the kind of behavior
you desire
is largely dependent
upon the extent to which
you create
aligned systems that
reinforce the desired behavior
and consistently adhere to them.
Magic ingredient to
consistency is…
Radical
Strategies for
Creating an
Authentic
Servant
Leadership
Culture
What is true for
individual
behaviors…
…can be true for
organizational
systems.
Your success in
creating, nurturing, and
protecting
the kind of
CULTURE
you desire
is largely dependent
on how well you
create aligned systems
that reinforce the
desired collective behaviors
and consistently adhere to them.
is largely dependent
on how well you
create aligned systems
that reinforce the
desired collective behaviors
and consistently adhere to them.
is largely dependent
on how well you
create aligned systems
that reinforce the
desired collective behaviors
and consistently adhere to them.
is largely dependent
on how well you
create aligned systems
that reinforce the
desired collective behaviors
and consistently adhere to them.
Creating Culture
Creating Culture
In other words, great
culture can
overcome bad
strategy,
but great strategy
can never overcome
lousy culture.
Creating Culture
In other words, great
culture can
overcome bad
strategy,
but great strategy
can never overcome
lousy culture.
Create aligned systems
Reinforce desired behaviors
Apply consistently
(rinse and repeat!)
Creating Culture
Recruit
Assess
Develop
Innovative
Collaborative
Authentic
Leaders
Why RADICAL?
Original Latin Radicallis –
means back to the roots
Current vernacular means
out on the very leading
edge
Why RADICAL?
RADICAL captures the
constructive leadership tension
between:
valuing the roots of healthy
relationships
while simultaneously
valuing being out on the very leading
edge of change.
Why RADICAL? Like a guitar string… if you give in to one
extreme or the other (no tension or too much
tension)
you get no music
Recruiting, Assessing,
and Developing
are the specific strategies involved
in both culture creation and
succession planning.
Innovative,
Collaborative, and
Authentic
are the characteristics of
the type of
Leaders
who will thrive in our
changing world.
Servant Leadership
provides the right
value system and
culture to create and
manage the
constructive tension
between healthy
relationships and
leading edge, innovative
thinking that will thrive
in a changing world.
Greenleaf’s 1970 Essay “The Servant as Leader”
The best test, and difficult to administer, is: Do those served grow as persons?
Greenleaf’s 1970 Essay “The Servant as Leader”
The best test, and difficult to administer, is: Do those served grow as persons? Do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants?
Greenleaf’s 1970 Essay “The Servant as Leader”
The best test, and difficult to administer, is: Do those served grow as persons? Do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants? And, what is the effect on the least privileged in society; will they benefit, or, at least, not be further deprived?
Your “Best Test”
How do the people in your organization… Grow as persons?
Become healthier, wiser, freer, more autonomous, more likely themselves to become servants?
What is the effect on the least privileged in your community?
How do they benefit, or, at least, not be further deprived?
What does Servant Leadership Look
Like?
Listening
Empathy
Healing
Nurturing the Spirit
Building Community
Awareness
Foresight
Conceptualization
Persuasion
Calling
Stewardship
Committed to the Growth of
People
Servant Leadership Within Your World
Nurturing Healthy and
Trusting Relationships
Leading Innovative
Change into the Future
Nurturing Healthy and
Trusting Relationships
Listening
Empathy
Healing
Nurturing the Spirit
Building Community
Leading Innovative
Change into the Future
Awareness
Foresight
Conceptualization
Persuasion
Calling
Stewardship
Committed to the
Growth of People Committed to the
Growth of People
Servant Leadership Within Your World
1. Treat everyone with dignity and respect in every
interaction.
2. Select team members who strive for professional
excellence in every responsibility.
3. Prepare for the future by developing and empowering
leaders at every level.
4. Prepare people before you promote them.
5. Seek continuous improvement personally and
operationally.
6. Make integrity matter most in every circumstance.
7. Remember that it is not about now…it is not just me…
and it never is.
Creating a Servant Leadership Culture
Unifying Principles in a Servant Leadership
Culture
1. Treat everyone with dignity and respect in every
interaction.
2. Select team members who strive for professional
excellence in every responsibility.
3. Prepare for the future by developing and empowering
leaders at every level.
4. Prepare people before you promote them.
5. Seek continuous improvement personally and
operationally.
6. Make integrity matter most in every circumstance.
7. Remember that it is not about now…it is not just me…
and it never is.
Form a Thread Winding
Through All Training,
Policies, and Systems
REINFORCING
SYSTEMS
(to make it real
& consistent!)
ALIGNING
AND
Key Systems Must Be Aligned
Brand and Reputation Management
Recruitment and Selection of Employees
New Employee Onboarding
Developing Your People
Performance Coaching Processes
Promotion/Recognition Processes
Instilling Organizational Culture
Your success in
creating, nurturing, and
protecting
the kind of
CULTURE
you desire
is largely dependent
on how well you
create aligned systems
that reinforce the
desired collective behaviors
and consistently adhere to them.
Transformational Accelerators
The extent to which…
• the organization trusts that top executives are
truly committed to their stated values and are
emotionally engaged in leading the effort.
• leaders have been selected who have high
credibility as the kind of leader who could actually
pull this off.
• the effort is viewed as long-term rather than one
more Management by BS flavor of the month.
Transformational Accelerators
The extent to which…
• resources are devoted to communication and
training at every level of the organization.
• employees understand what is changing, where
this is headed, and why it is necessary.
• a game plan is implemented which has
measurable and visible markers of progress, but
which is not so rapid as to induce anxiety.
Transformational Accelerators
The extent to which…
• middle management buys in by walking the talk.
• executives are willing to change current
operating systems, eliminate mixed messages,
and align systems with the desired values and
culture.
STRATEG
IC G
OVERN
MEN
T R
ESO
URCES
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