Servant leadership in a sentence “Servant leaders don’t think less of themselves, they just think of themselves less” Source: Blanchard

Two things leaders do They get things done They motivate other people Source: Perisco

The leader’s two contributions Developing a vision: An understanding of the future and the present resulting in a concept of where to go, what to look for, and how to be prepared.

Exercising leadership: A set of direct and indirect actions to transmit the vision on to the organisation; to create an environment conducive to success; to build the necessary capabilities, and to inspire enthusiastic pursuit of the vision

Three things leaders must be Clear Consistent Creative Source: Ready et al

Three things leaders must do Reduce ambiguity Be fair Stay positive Source: Todd Dewett

Three leadership stages The survival stage The stability stage The creative/competitive stage Source: Cangemi et al

Three types of leadership focus Inner focus - knowing yourself and emotionally intelligent Other focus - the ability to credibly empathise Outer focus - the wider organisational environment Source: Daniel Goleman

Three questions that guide a real leader Where are you looking to anticipate the next significant change?

What is the diversity of your network?

Are you sufficiently courageous to abandon practices that have led to past successes?

Source: Roselinde Torres

Three signs of a real leader Great leaders dare to be different – they don’t just talk about risks – they take them!

Great leaders possess considerable emotional stamina Great leaders are not heads down – they see around corners Source: Roselinde Torres

Three areas for CEO impact Directing actions setting direction refining or changing course Structuring actions creating the environment within which the organisation functions Energising actions triggering and inspiring performance oriented, self-renewing behaviour

Three lessons leaders need to learn from success When we succeed, we tend to give too much credit to our talents, our model, or strategy, and too little to external factors and luck.

Success can make us so overconfident that we believe we don’t need to change anything.

We have a tendency not to investigate the true causes of good performance.

Source: Gino and Pisano

Four indications of a credible leader Honesty Forward looking Inspirational Capability Source: Kouzes and Posner

Four ways too many leaders contrast with ‘servants’ Harmfully over focus on short term issues Glory in status, fuelling egos with vast salaries that separate and alienate them from those they lead Know little of, and therefore fail to appreciate the work and contributions of seriously less well paid colleagues Lack core values, leading to scandal, wrong doing and severe damage to the organisation and those they lead Source: Neuschel

Four types of inept leader Over protected and uninformed Delusional Dysfunctionally ego driven Incompetent Source: Andrew Gibbons

Emotional intelligence – four leadership domains Personal competence Self management Self awareness Social competence Social awareness Relationships management Source: Daniel Goleman

Five parts to the HEART model for servant leaders H hunger for wisdom E Expect the best A Accept responsibility R Respond with courage T Think others first Source: Mark Miller

Five ways leaders inspire - they are...

Ruthless with their use of time Tough on under-performance Brave in terms of never settling for second best Able to focus on the important as well as the urgent Trusting of others, believing in potential and capability

Five requirements of a leader Integrity Enthusiasm Warmth Calmness Toughness and fairness Source: John Adair

Five leadership traits for building growth External focus Clear thinking Imagination Inclusiveness Expertise Source: General Electric

Five signs of ‘being’ as a servant leader Authentic Vulnerable Accepting Present Useful Source: Autry

Six leadership styles for emotional intelligence Positive styles that build ‘resonance’ Visionary Coaching Affiliative Democratic Negative styles that create ‘dissonance’ Pacesetting Commanding Source: Goleman, Boyatsis and McKee

Six signs of servant leadership Put others’ needs ahead of their own Resolve conflict through mutual understanding not confrontation Respect colleagues, demonstrate honesty and seek consensus whenever possible Don’t misuse their power to intimidate or create fear Requires commitment to a specific mindset Show empathy and seek compromise Source: Schroeder et al

Six ways those led by servant leaders benefit Grow as a person Become healthier Wiser Freer More autonomous More likely themselves to become effective servant leaders Source: Greenleaf

Seven signs of exemplary followers Focus on goals Take initiative Be who they are Show commitment Have a sense of direction, drive and intensity Review progress and monitor skills to achieve goals Are innovative and motivated true life long learners Source: Banatu-Gomez

Eight slices of advice from experienced leaders Make yourself accessible and available In your actions demonstrate selflessness and total commitment to your organisation Project a sense of fairness Trust others – they will trust you Project authenticity, consistency and a sense of calm Rise about pettiness and avoid arrogance Remain true to your values Simplify, simplify and simplify again Source: Neuschel

Ten indications of real servant leadership Listening Empathy Healing Awareness Persuasion Conceptualisation Foresight Stewardship Commitment to the growth of people Building community Source: Greenleaf

Ten ‘truths’ of leadership You make a difference Credibility is the foundation of leadership Your values drive commitment You can’t do it alone Trust is essential Challenge is the crucible of greatness You either lead by example of you don’t lead at all The best leaders are the best learners Leadership is an affair of the heart Source: Kouzes and Posner