Here are a few things my first principal taught me on my own path to servant leadership:
- Don’t take advantage of your title or positional power; instead, inspire by making them feel like an equal.
- Share the vision and decision-making with others. Make sure followers have a seat at the table in important decisions.
- Provide followers with all the resources they need so they can become better leaders.
While he was still my “principal” and expectations of my performance were high, I recall how much more satisfied and engaged I felt than at any other time in my young corporate career.
What was it about this professional relationship that worked out so well for me? It comes down to four leadership principles proven over time to build trust and loyalty in followers.
- He facilitated a shared vision.
My first principal communicated an image of the future that drew us all in. It spoke to what his team (my colleagues) saw and felt.
- Destination: Where are we going?
- Purpose: Why do we exist? What greater good do we serve?
- Values: What principles guide our decisions and actions on our journey?
When a vision addresses all three of these questions for team members, a tremendous amount of energy is unleashed.
- He shared power and released control.
If you want to foster high trust, risk-taking, creativity and open communication, but you’re still riding on your autocratic high-horse and instilling fear, consider getting off for the higher road of sharing power and releasing control.
This means allowing the freedom for others to experiment, lead themselves, stretch, and make mistakes. This will unleash discretionary effort and your team will produce great results. That’s what happened to My first principal’s team.
- He put people in positions to lead.
Instead of leveraging his positional power for personal gain, self-promotion or demands for special privileges, My first principal put his people in positions of leadership to stretch their growth and develop new strengths and roles.
The return on this investment was watching a leadership culture rise up. Many of us got promoted to leadership roles, filling key positions internally.
- He pushed his authority down.
In highly effective organizations, there are leaders at every level, not just at the top. The solution is always to push authority down so you’re creating a leader-leader culture. This is what My first principal did exceptionally well.By the way it was not Michael Scott!!!
What are some good examples of leaders who share leadership? How do they do it?