Did you follow the visit to the U.S. of Pope Francis? I did. In doing so I was reminded of the extent to which he embodies the spirit of servant leadership. Just what is that? Servant leadership is the philosophy that managing others with honesty, respect, trust, love, and spirituality empowers employees to respond to organizational goals and objectives more effectively. The term has been in use for multiple decades through books such as Servant Leadership by Robert Greenleaf and Servant Leader by Ken Blanchard and Phil Hodges.

In your business do you think about your philosophy of leadership or management? Do you think about your role as a leader and how you will implement this role with others? You say no. Don't worry, you're not alone as few managers/supervisors/team leaders take the time to establish a philosophy. I have observed this lack of reflection in many companies with whom I've consulted over the years. Most managers live in a reactive mode, responding to issues based on past experiences, their feelings, or the examples of others. Having a core philosophy can help guide you through the day-to-day moments of your leadership role at your job or business.

What can you learn about servant leadership from the Pope? Is he a "boss", in charge and giving orders to others? He does not carry out his duties as a "boss" but instead with a servant mentality and a focus on influencing others. What are you trying to do in your leadership role? Is it not to influence others, actually something we do as leaders at work, as parents, or as members of other non-work organizations? I don't think anyone would disagree that the Pope last week was trying to influence others on a variety of issues.

One of the critical principles about servant leadership to note is that it is not about you. The single most important thing you can do to inspire trust and motivate others is to remove your own self-interest from your motivation on the job. When you focus not so much on your own success but on that of your team or organization, you naturally will move into a more servant role.

You ask, "That sounds good but what do I do as a servant leader?" You do some of the following:

You ask more questions
You listen more carefully
You value and esteem others' needs and contributions (after all, you really don't know it all, none of us do)

Your role as a servant in managing/supervising your employees is realizing that they do not work for you but rather for the organization and for themselves. I have consulted with many organizations where the managers talk about "my employees". In most cases, the managers are employees themselves, do not own the company or organization, and fail to see that their role is to enhance the relationship between the employee and the organization. I encourage them to focus on what it takes for the employee to be successful and what does their organization need to provide.

But you say, "Does this mean I can't tell them what to do, assign work, or correct them?" The answer is no. The key element is the manner in which it is done, whether more as an autocrat or as a servant. In other posts, I discussed trying to best maximize the match of job with employee interests and skills. This colleagueal approach helps the organization on both a neurological as well as a philosophical basis. An employee who understands why they have been asked to do something is more likely to assume ownership for the assignment. You become more conductor or guide than director. In working with companies, I have often likened the role of manager to that of an orchestra conductor who integrates the diverse instruments and sounds into a coherent whole. You ask how you can support the employee and how the two of you will monitor progress. You will gain the employee/supervisee's trust, respect, and will facilitate their growth.

You say "It sounds like this servant leadership approach takes too much time". It is true that it requires more thought and preparation. After all, decisions are made far more quickly in a dictatorship than in a democracy. But note that you are strengthening your employee's relationship with your organization while getting the work done.

How did the Pope convey feedback to America last week on issues such as immigration and the environment? He used the servant leader approach. He was not angry, frustrated, or resentful. He realized that the issue was not about him but about the relationship between two parties. As a manager, feedback is about the relationship between the individual employee or supervisee and the organization. When you implement the servant leader model, you make conversations less personal. You look for ways to correct anything getting in the way of the employee's accomplishment for the organization. You look for ways to help the other person achieve success for themselves and the organization.

In working with numerous organizations over the years in the military, health care, and corporate venues, I have observed that employment of a servant leader model has helped keep managers out of defensive, overcontrolling, and reactive patterns which interfere with organizational success. It may take a different mindset to shift to this model. But, as I always say, Change your thoughts and change your results.

Dr. Longobardi

For additional information on this and other topics as well as contacting me, go to www.successandmindset.com.