Three areas where managers can shift their lens to noble-purpose leadership.
Yet, much has changed in the 50 years since Greenleaf’s original essay, particularly in the last three years. The narrative behind servant leadership is increasingly falling flat, for good reason:In today’s environment, when leaders are tired, overworked, and stressed, serving can feel like pouring from an empty cup. We tell managers, “You’re here to serve your team.” We tell customer-facing teams, “You’re here to serve customers.
. This makes it very hard to say no, and there’s a temptation for leaders to be reactive, trying to please everyone.. This requires more strategic thinking in terms of where to place your efforts. Here’s a before and after of how this worked for a client of ours, a vice president who was stretched thin with 12 direct reports and an endless list of their own deliverables. Being a servant leader felt exhausting and impossible.
Instead, leaders can frame their decisions around purpose. For example, in meetings, rather than asking: How do you feel about this? Does this work for you? Leaders can ask: What impact will this have? How will this affect our people or our customers? Recently, during a coaching program we ran for a group of sales managers in the hospitality industry, participants opened up about feeling overwhelmed. The organization has an exceptional culture and managers generally want to do a good job leading their teams. Yet, as travel began to boom, and they added more salespeople, managers found themselves stretched thin.
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