1: Getting better at getting better is what RiseWithDrew is all about.
Monday through Thursday, we explore ideas from authors, thought leaders, and exemplary organizations. On Friday, I share something about myself or what we are working on at PCI.
Last month here and here, we explored the strategic importance of being a great place to work.
Where do we start if our goal is to have a dynamic and engaging workplace culture?
At PCI, we’ve identified four secrets to being a great workplace. Four pillars of our workplace culture.
So far, we’ve looked at the first three pillars: First, a set of shared organizational values. Second, a powerful purpose which clarifies the meaning in our work. And third, becoming a learning organization.
2: Today, we turn to Pillar #4: Servant Leadership.
Many organizations look like this.
There is a CEO at the very top. Then, as we move down the triangle, there are vice presidents and other senior leaders; below them are supervisors; finally, you have the front line.
Servant leadership turns the traditional leadership model above on its head.
In a servant leadership organization, the job of the CEO is to serve the vice presidents. Their job, in turn, is to serve and support the supervisors. And their job is to serve, support, and remove obstacles so the front line can do their job.
Because that’s where business is happening!
The client is at the very top of the organization chart. At PCI, all 320 of us are charged with supporting the 10,000 conversations we have each day with our clients.
The key insight?
Leadership isn’t a title. It’s a mindset.
Leadership is not about “command and control.” It’s about showing up with a positive, can-do attitude. It’s about coming up with new ideas and approaches – especially when the chips are down. It’s about supporting, inspiring, mentoring, and helping colleagues realize their potential.
3: What makes servant leadership so powerful?
In the traditional, top-down organization, the CEO and a handful of other senior leaders have “leadership” in their job description.
In a servant-leadership organization, everyone has leadership in their job description.
So who’s going to win in the marketplace?
The organization with a handful of leaders or the organization where everyone is expected to be a leader every single day?
More next week!
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Reflection: How might I encourage more people in my organization to see leadership as a mindset, not a title?
Action: Discuss servant leadership with a colleague or with my team.
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