Servant Leadership: Growing Leaders by Serving Others · 2017-01-30 · 2. Define Servant...

Roy M. Serpa, President & CEO

Servant Leadership:Growing Leaders by Serving Others

Goal & ObjectivesGoal: Introduce the concept of Servant Leadership, its application within abehavioral health organization, and its role in elevating an organization tothe next level.

Objectives:At the conclusion of this presentation, participants will be able to:1. Understand the difference between a traditional and healthcare

business leadership structure.2. Define Servant Leadership and its application to you as a leader within

the organization.3. Demonstrate the best practices in time management, communication

and execution of leadership structure in leading a team.4. Identify the 4 key responsibilities of a servant leader.5. Understand the difference between management and leadership.

Question #1

What does leadership mean toyou? And as a leader, can you

tell if something work-related isgoing wrong?

According to Research,Servant Leadership Brings Out The

Best in Others:• Leaders rely on one-on-one

communication tounderstand the abilities,needs, desires, goals, andpotential

• This encouragement is donethrough building self-confidence, serving as a rolemodel, inspiring trust, andproviding information,feedback, and resources

• It stresses personal integrityand focuses on formingstrong long-termrelationships

• It extends outside theorganization—servantleaders serve multiplestakeholders, including theircommunities and society asa whole

5

Servant Leaders…

“developing employees to their fullestpotential in the areas of task

effectiveness, community stewardship,self motivation, and future leadership

capabilities”

Journal of Applied Psychology (2014) American Psychological Association

2015, Vol. 100, No. 2, 511–521

9 Dimensions of Servant Leadership(Barbuto & Wheeler, 2006; Page & Wong, 2000; Spears & Lawrence, 2002)

1. Emotional healing—the act of showing sensitivity toothers' personal concerns

2. Creating value for the community—a conscious,genuine concern for helping the community

3. Conceptual skills—possessing the knowledge ofthe organization and tasks at hand so as to be in aposition to effectively support and assist others,especially immediate followers

9 Dimensions of Servant Leadership(Barbuto & Wheeler, 2006; Page & Wong, 2000; Spears & Lawrence, 2002)

4. Empowering—encouraging and facilitating others,especially immediate followers, in identifying andsolving problems, as well as determining when and howto complete work tasks

5. Helping subordinates grow and succeed—demonstrating genuine concern for others' careergrowth and development by providing support andmentoring

6. Putting subordinates first—using actions and wordsto make it clear to others (especially direct reports)that satisfying their work needs is a priority(Supervisors who practice this principle will often break from their own work to assistsubordinates with problems they are facing with their assigned duties.)

9 Dimensions of Servant Leadership(Barbuto & Wheeler, 2006; Page & Wong, 2000; Spears & Lawrence, 2002)

7. Behaving ethically—interacting openly, fairly, andhonestly with others

8. Relationships—the act of making a genuine effort toknow, understand, and support others in theorganization, with an emphasis on building long-term relationships with immediate followers

9. Servanthood—a way of being marked by one's self-categorization and desire to be characterized by othersas someone who serves others first, even when self-sacrifice is required

Compassionate Love as a Cornerstone of Servant Leadership:An Integration of Previous Theorizing and Research

J Bus Ethics (2015) 128:119–131

Servant Leadership effect on staffand patient experiences

Question #2

As a leader, does your team seekhelp from you?

Marcus Lemonis, CNBC Show“The Profit”

The Profit – 3 P’s

• People

• Product

• Process

Traditional Business LeadershipStructure

• People: 33%

• Product: 33%

• Process: 33%

Healthcare Leadership Structure

• People 70%– Needs to be right first and foremost!

– Customize your leadership to the audience.

– Develop employees.

• Product (Service) 15%

• Process 15%– Communication

– Dashboards

Question #3

As a leader, do I put my team’sbest interests ahead of my own?

Traditional Leadership

Traditional leadershipgenerally involves theaccumulation and exerciseof power by the one at the“top of the pyramid.”

Senior

Leadership

Middle Management

Direct Patient LineStaff

Patients and Families

Traditional Leadership• This is not a “wrong” style of leadership.

• It’s an option that might fit best for anorganization.

• This style must tie back to the vision, values andculture of the organization.

• The evolution of an organization can helpdetermine the style of leadership that is mostappropriate.

• Often it can be a combination of different stylesbased on the culture/type of business.

What is Servant Leadership?

Servant leadership isboth a leadershipphilosophy and set ofleadership practices.

The servant-leadershares power, puts theneeds of others first andhelps people developand perform at their best.

Direct Patient LineStaff

MiddleManagement

Senior

Leadership

Patients & Families

Cascading Over 3 Year Time Period

Explaining Servant Leadership

Servant Leadership Pyramid

Servant Leadership ValuesServant Leadership involves values and behaviors that include:

• Listening

• Empathy

• Healing

• Humility

• Acts of Service (Giving oneself freely) - this promotesgrowth in others, nurtures human potential and buildscommunity.

Tom Hill White Paper

Interview by William White

Question #4

As a leader, do I emphasize theimportance of giving back

to the community?(internally and externally)

Servant Leadership - Transformative

True transformative healing happens when aleader identifies first as a servant.

Servant Leadership – What to Do?

A leader must be willing to:

• Demonstrate a form of leadership that is based on actsof service.

• Expose profound weaknesses, from which genuinestrengths and gifts can emerge.

Servant Leadership parallels the recoveryprocess, is life affirming and life restoring.

Who needs to get on the bus?

Identifying Team Players• Characteristics of A & B Players

– Integrity– Competency– Attitude– Passion

• Characteristics of C & D Players– Person might not be a right fit for the position– Person is promoted but not capable to do the job.– Negative influence (toxic)– Indifferent– Collecting a paycheck– No commitment– Average or below average performance

Evaluation Process

Question #5

As a leader, do I give my teamfreedom to handle difficult

situations in the way that theyfeel is best?

Which one of these is the most important?

Role of Owner/CEO/President,Executive Director, Program

Director, Clinical/Medical Leader

What should you be doing to implementthis Servant Leadership style?

Don’t Need to Look FarAA & Servant Leadership

• Meetings are run in democratic fashion withrotating leadership.

• AA Leaders are trusted servants.

• Decision-making is based on group conscience.

• Service is not only emphasized, but anexpectation.

• 12-Step culture fosters bottom–up organizationalmodel.

• Run on strict principles of stewardship.

1. Mentor & Coach

2. Involve team in the vision, values andmission of the organization.

3. Develop strategies to meet organizationsobjectives.

4. Support the execution of thestrategies. “Field General”

Four Key Responsibilities of a Servant Leader

"Complexity is the enemy ofexecution."

Tony Robbins

Time Management

Developing a time management structurethat supports the execution of leadershipteam:

Start with:

• Day

• Week

• Month

• Quarter“Don’t let your day manage you, you manage your day.”

Lakeview Health Examples

1. Circle of Honor

2. Project Management Software

3. CEO for the Day

4. Paying It Forward

5. Leadership Empowerment

6. Focus Groups

– Nurses/Techs/Therapists

Lakeview Health Examples Continued …

7. Executive/Middle Management Meetings8. All Staff Meetings9. Town Hall Meetings10. Departmental Meetings11. Information & Impromptu Meetings12. Communication Calls (Every 2 to 3 weeks)

These channels reinforce the vision, strategies andsupports execution within the organization.

Management vs. Leadership

Is Management part of Leadership?

Yes, only defined by the objectives not the people.

“You manage the objectives, you lead people.”

What is Management?

• Team Collaboration

• Managing by Objectives

• Quarterly Managing by Objectives

Create tactical plans to engage and change mindsets …and then challenge the plans –

“why and how will it be different this time?”

Create Change

Important Factor for Success?When Bill Gates' dad asked Buffett and Gates what themost important factor for their success was, they bothgave the same answer, "focus.”

Alice Schroeder, 1991

Execution

Stays

Focused

DisciplineYourself and

Leads

PrioritizeObjectives

DisciplineYourself

Block & Tackle – Theory of Leadership

1.Objections

2.Obstacles

3. Indifference

4.Road Blocks

5.Barriers

“Remove these from the process, no excuse

not to meet your objectives.”

Question #6

As a leader, would I compromisemy ethical principles in order to

achieve success?

Culture

Leads with Moral Authority

• Trust & Trusting Others

• Transparency

• Integrity

Positive Outcomes of Servant Leadership

• Creates an atmosphere of accountability andownership.

• Empowers staff to feel they help drive the directionof the organization.

• Greater job satisfaction.

• Empowers staff to take care of patients and families.

• Increases patient and family treatment experience.

• Increases profitability.

Servant Leadership In Practice

A famous final encouragement…

“Do or do not. There is no try.”– Yoda

Suggested Reading

• The 21 Irrefutable Laws of Leadership(John C. Maxwell)

• Failing Forward (John C. Maxwell)

• Good to Great (James C. Collins)

• The World’s Most Powerful LeadershipPrinciple (James Hunter)

• Your Divine Fingerprint (Keith Craft)