Leadership

Applying Servant Leadership

/ Ken Blanchard / 3 Comments

Continuing with the servant leader theme, I want to share a real-life example that I experienced. To help you realize that servant leadership can occur in any organization, consider what happened when I visited the Department of Motor Vehicles (DMV).

When you mention the DMV, most people would say it’s a government bureaucracy that often treats them as a number instead of a human being. I felt the same way at the time—but like we all do every few years; I had to go there in person to renew my driver’s license.  I hadn’t been to the DMV in years and headed to the office with low expectations. In fact, I asked my assistant to schedule three hours for my visit. That’s how long it normally takes them to beat you up.

I knew immediately something had changed when I walked in the front door and was greeted by a smiling woman. “Welcome to the Department of Motor Vehicles! Do you speak English or Spanish?”

“English,” I replied.

She pointed to a nearby counter and said, “Right over there.”

The guy behind the counter cheerfully said, “Welcome to the Department of Motor Vehicles! How may I help you today?” It took me only nine minutes to get my replacement license, including having my picture taken. I asked the woman who took my picture, “What are you all smoking here? This isn’t the same old DMV I used to know and love.”

She asked, “Haven’t you met our new director?” and pointed to a man sitting at a desk right in the middle of everything—no private office for him. I walked over to him, introduced myself, and asked, “What’s your job as the director of this branch of the DMV?” The man gave me the best definition of management I had ever heard:

“My job is to reorganize the department on a moment-to-moment basis, depending on citizen (customer) need.”

The director obviously had a compelling vision for his department. The point of their business was to serve the needs of the citizens (their customers), and to serve them well. What did this director do? Since he had philosophically turned the traditional hierarchical pyramid upside down, his main role was being responsive to his people and cheering them on—that’s why he was out in the middle of the action. He also cross-trained everyone in every job—even those who normally weren’t out front, like bookkeepers and secretaries. Why? Because if a flood of citizens came in suddenly, they would be able to respond. And no one went to lunch between 11:30 and 2:00, because that was the busiest time of day for customers to come in. Everyone’s energy was focused on the citizens and their needs.

This director created a motivating environment for his people. His team members were really committed. Even employees I recognized from past visits—who at the time had seemed stiff and jaded—were now excited about serving.

When leaders are servants first and leaders second, they make a positive difference in everyone around them. Would you like to work for this kind of leader? You’d better believe it. Why? Because he’s a servant leader who treats his people as his business partners in implementing the service vision and solving problems.

Think about what you can do to bring servant leadership alive in your organization.

The Visionary Role of the Servant Leader

/ Ken Blanchard / 1 Comment

I love the saying “A river without banks is a large puddle.” The banks permit the river to flow and give it direction. In my last post I explained that the visionary part of servant leadership is about providing clear direction. If people don’t have a compelling vision to serve, they can’t work toward a common goal. They can’t keep organizational energy flowing in a consistent direction.

Walt Disney provided a great example of this when he started his theme parks with a significant purpose. He said “We’re in the happiness business.” That is very different from being in the theme park business. Being in the happiness business helps cast members (employees) understand their primary role in the company.

Walt Disney’s picture of the future was expressed in the charge he gave every cast member: “Keep the same smile on people’s faces when they leave the park as when they entered.” Disney didn’t care whether a guest was in the park two hours or ten hours. He just wanted to keep them smiling. After all, they were in the happiness business. A picture of the future should focus on the end result, not the process of getting there.

The Disney theme parks have four clear, rank ordered values: safety, courtesy, the show, and efficiency. Why is safety the highest ranked value? Walt Disney knew that if a guest was carried out of one of his parks on a stretcher, they would not have the same smile on their face leaving the park as they had when they entered.

The second ranked value, courtesy, is all about the friendly attitude you expect at a Disney park. Why is it important to know that it’s the number two value? Suppose one of the Disney cast members is answering a guest question in a friendly, courteous manner, and he hears a scream that’s not coming from a roller coaster. If that cast member wants to act according to the park’s rank ordered values, he will excuse himself as quickly and politely as possible and race toward the scream. Why? Because the number one value just called. If the values were not rank ordered and the cast member was enjoying his interaction with the guest, he might say, “They’re always yelling at the park,” and not move in the direction of the scream. Later, somebody could come to that cast member and say, “You were the closest to the scream. Why didn’t you move?” The response could be, “I was dealing with our courtesy value.” Life is a series of value conflicts. There will be times when you can’t act on two values at the same time.

Every organization should have a compelling vision that includes a significant purpose, a picture of the future, and clear values. These three elements will provide the strategic direction people need on a daily basis to perform at the highest level and secure organizational success.

Understanding Servant Leadership

/ Ken Blanchard / 2 Comments

I’m spending a lot of time lately thinking and writing about servant leadership. Although much has been said and written about the topic, I still run into people who don’t quite understand the concept. They tend to think it is about the inmates running the prison, or a leader who tries to please everyone, or some religious movement. But I’ve found servant leadership to be the most effective way to inspire great performance and to create great human satisfaction.

If you take a look at the companies that embrace servant leadership, you’ll notice one thing they have in common—they are all leaders in their field. I’m talking about companies like Southwest Airlines, Chick-fil-A, Disney, Nordstrom, Wegmans, and Synovus, to name a few.  Leaders in these companies understand the two parts of servant leadership:

  • The visionary/direction, or strategic, role—the leadership aspect of servant leadership; and
  • The implementation, or operational, role—the servant aspect of servant leadership.

All good leadership starts with a visionary role that establishes a compelling vision that tells you who you are (your purpose), where you’re going (your picture of the future), and what will guide your journey (your values). In other words, leadership starts with a sense of direction.

Once leaders have shared the vision and people are clear on where they are going, their role shifts to a service mindset for the task of implementation—the second aspect of servant leadership. In this role, the leader does all they can to help their team members accomplish goals, solve problems, and live according to the vision.

I have a great example of this.  My daughter, Debbie, who is now our company’s VP of Marketing, worked at Nordstrom when she was in college. After she was there a week or so, she came to me and said, “Dad, I have a strange boss.”  When I asked what was strange about him, she said, “At least two or three times a day he comes to me and asks if there is anything he can do to help me.  He acts like he works for me.”  And I said, “That’s exactly what he does. He sounds like a servant leader.”

Nordstrom understands that their number one customer is their people—that’s why Debbie’s boss was acting as if he worked for Debbie. He was giving her the responsibility to serve their number two customer—people who shop in the store. Servant leaders know if they take care of their people and empower them, their people will go out of their way to take care of the customers.

At Nordstrom, the vision is clear—they want to create a memorable experience for their customers so they will keep coming back. Leaders and employees alike understand their role in implementing this vision. That is why they are comfortable with going to great lengths to keep customers happy.

One of my favorite stories about Nordstrom came from a friend of mine who wanted to buy some perfume for his wife. He approached the counter and asked for the perfume.  The woman behind the counter said, “I’m sorry, we don’t sell that particular brand—but I know another store here in the mall that does. How long will you be in the store?”  My friend said he would be there about 45 minutes, so she told him she would take care of it and to come back. She left the store, purchased the product, gift-wrapped it, and had it ready for him when he returned. She charged the same amount of money she spent at the other store. So even though Nordstrom didn’t make any money on that sale, they created a loyal customer who—along with his friends—would tell that story for years. And how do you think the salesperson felt about herself that day?  I’ll bet she was proud to be able to serve her customer so well.

I hope these stories help you understand how servant leaders create an environment that gives their companies a competitive edge. Remember, the key to being a servant leader is to start with a clear vision, then shift into the service mindset with your team to help them perform at their highest levels. You’ll improve engagement and morale, build a loyal customer base, and create a secure future for your company.

The Wrapping Up Conversation: A Great Idea for New Managers

/ Ken Blanchard

I’ve written many times about the importance of managers working with each direct report to set smart goals, to praise progress and goal achievement, and to redirect when performance is falling short. In our new First-time Manager program, we train managers how to have conversations around these three secrets—goal setting, praising, and redirecting—from my book with Spencer Johnson, The New One Minute Manager®. We also introduce the importance of a fourth conversation—the wrapping up conversation.

The wrapping up conversation happens at the completion of a task or project. It offers the opportunity for a manager to celebrate a direct report’s accomplishment as well as new knowledge or skills gained during the process. It is also a good time to discuss what could be improved in the future. This kind of conversation allows both manager and direct report to review and honor the work that has been accomplished before moving on to the next project or goal. When I have a wrapping-up conversation with members of my team, I see them become more energized and engaged.

The manager begins this conversation by endorsing the other person and celebrating their achievement. Then the two openly talk about anything that could have been handled differently, discussing how the direct report feels about the goal or project, results that were accomplished, and the impact of the project on the department or company. The manager documents any key learnings or areas for improvement, and always ends the conversation with another endorsement for a job well done.

At the quick pace of business today, when people are jumping from one project to another or juggling several at once, it’s easy for the wrapping up conversation to be put off—sometimes indefinitely. However, taking time to reflect on a project provides another occasion for a manager to improve their relationship with a team member. Every conversation is crucial when developing a nurturing, trusting work environment.

I’d like to know what kind of conversations you are having with your direct reports. Are you consistently having conversations to set goals? Do you praise people for a job well done and redirect them when necessary? Do you have a conversation at the end of a project to honor the work? Share your comments below to let me know what kind of conversations are the most useful to you and your staff.

Listening: An Essential Skill for New Managers

/ Ken Blanchard / 1 Comment

Looking over the comments from my last post, I am reminded that the key to being an effective manager is building good relationships. And the key to good relationships is communication. Management takes place mostly through conversations. Several of you mentioned the challenge of having conversations with direct reports who were once your peers.

In our new First-time Manager training program, we address many common challenges people face when they step into a leadership role. One of our main focus areas is basic communication skills that can help improve conversations and make managing people a little less daunting. When I think about something that gets in the way of effective conversations, I think about the importance of listening.

Listening? How hard can that be? Actually, listening can be difficult for new managers who feel as if they have something to prove or they are supposed to have all the answers. I encourage new managers to listen with the intent of understanding and being influenced by the other person.

A one-on-one conversation with a direct report is a great time to practice the skill of mindfulness. First, get rid of distractions—close the door and put away cell phones. Then, focus on understanding what the other person is saying. Ask questions to gain insight about the situation, and try to avoid judgment. Be present with them as they are speaking—and resist the urge to formulate your next comment before they finish. My son, Scott, says, “Listen more than you talk. Listen more than is comfortable. Listen more than you already do.”

It’s also important to listen for what is not being said. Ask open-ended questions to draw the person out and get them to clarify certain points. This is best handled by asking how and what questions instead of why questions. It is a natural tendency to ask why questions, but they can make a person feel criticized or challenged. Asking a how or what question helps build trust and improve the dialogue. For example, if you saw your direct report struggling with a project, instead of asking, “Why did you do it that way?” you might ask, “What would you do differently if you had that project to do again?” or, “How would you handle that project now with what you have learned?” Notice how one word can change the entire tone and intention of the conversation!

I saw a great quote the other day from author Sue Patton Thoele, “Deep listening is miraculous for both listener and speaker. When someone receives us with open-hearted, non-judging, intensely interested listening, our spirits expand.” I think this really captures how important listening can be both on a personal and professional level. Just imagine how rewarding it would be for a new manager and a direct report to feel like their spirits have expanded. I think it would go a long way toward developing trusting, authentic relationships that lead to highly engaged employees and stimulating work environments.

I’m interested to hear more about challenges you’ve seen new managers face. Please share them in the comments section below so I can address them in my next post. Together, we can help new managers get off to a great start in their new role!