Servant Leadership

Updated: Why do organizations have leaders?

/ Jonathan Sachs / 1 Comment

This phenomenon is true for many leadership roles: If the leader doesn’t show up for work, the business will still run. When the CEO of a hospital misses a day of work, some work may slow down, but the hospital still can run and deliver care. When a trauma surgeon must miss work, their work needs to be covered to save and serve patients, and the operations of the hospital could grind to a halt without coverage.

Sometimes, you will see people in an interim leadership role or leadership roles being vacant for extended periods of time. You see that dynamic far less for positions that interact with clients or customers or who work in support organizations that make the business run. Short staffing is a problem in leadership, yet it is a crisis when it happens at the front line.

Why do organizations have leaders?

If most leaders are not “essential” to run the business, why have leaders?

The reason is that groups of individual contributors often cannot see the larger picture of what the organization is trying to accomplish. Organizations with high leadership turnover are often unstable. Before long, these organizations drift and cannot survive without planning and coordination. These organizations often face operational and financial issues. When an organization is failing and needs to “turn around”, it is usually the result of a failure or absence of leadership.

The Example of Ford Motor Company

One example of a turnaround in an organization due to failures in leadership is the case of Ford Motor Company in the late 2000s. Ford was struggling with declining sales and a loss of market share, and its CEO, Jacques Nasser, was criticized for his leadership style and strategic decisions. Nasser had pursued a diversification strategy that had failed to produce the desired results, and he was also accused of being too focused on short-term financial gains at the expense of long-term growth.

In 2001, Nasser was forced to resign, and William Clay Ford Jr., the great-grandson of Henry Ford, took over as CEO. Ford Jr. recognized the need for a fundamental shift in the company’s culture and strategy, and he embarked on a comprehensive turnaround effort that included a focus on innovation, quality, and sustainability. He also took steps to improve the company’s relationships with employees, suppliers, and customers.

Under Ford Jr.’s leadership, the company began to see improvements in its financial performance and market share. Ford introduced a number of successful new models, such as the Ford Fusion and the Ford Edge, and the company’s overall product quality improved. The company also became more focused on sustainability, developing hybrid and electric vehicles and reducing its environmental footprint.

Overall, the Ford turnaround was an example of how effective leadership can turn around a struggling organization. By recognizing the need for change and taking bold action, Ford Jr. was able to restore the company’s fortunes and position it for long-term success.

What a Leader does in a Company

A leader’s job is not only to keep things running day to day, but to optimize the work and drive results. Leaders are entrusted to oversee all aspects of their areas of responsibility to prevent the falling behind that inevitably happens without leadership. So while most leaders are not “essential” to run the business on any given day, they are “essential” and responsible for making sure the organization continues to grow and thrive into the future.

This orientation to what the work of a leader truly is, can be a difficult shift for new leaders. It is critical to make this shift and not revert to being an individual contributor. Leadership, as you will continue to see, is a fundamentally different job than showing up and performing your function each day. A leader’s point of view must be wider, learning all aspects of who and what make the organization work well, and longer, taking a point of view that extends out weeks, months, and years.

The Ford example illustrates another important point: Leaders that do not drive results often do not last long in leadership roles. If you lead in a business, producing financial results may be the top priority. Non-profit leaders may be measured by whether the number of people served is growing and whether the business is financially stable. If you lead your home-owners association, other homeowners may measure you on how you manage snow removal.  In any of these examples, if the leaders are not achieving the goals of the organization, senior leaders or boards of directors will look for different leaders who can achieve those results.

Knowing what results you are expected to achieve as a leader is extremely important. Accomplishing them in reasonable timeframe is the leader’s primary responsibility and what will either allow the leader to continue in their role or not.

I have seen leaders who have high employee engagement, high quality scores, and high customer satisfaction scores who are removed from their roles in leadership because they were not able to manage the finances of their department effectively in achieving those other results. New leaders must make sure they have clarity about what results are expected of them and in what timeframes. Then it is their responsibility to plan out how their teams will achieve those goals.

The Importance of Quick Wins

The results-oriented dynamic is one reason why it is vital to achieve, “Quick wins,” when entering a leadership role. “Quick wins” are usually small victories and must be respectful of the cultural context of the group. “Quick wins” give both supervisors and followers confidence that the leader is ready and able to produce results that drive towards their goals either directly or indirectly.

One of my favorite examples of a “Quick win” comes from the Apple TV+ show, Ted Lasso. The show is about an American football coach named Ted Lasso who is hired to coach a professional soccer team in England. In season 1, episode 2, Coach Lasso asks for suggestions for improvements he can make for the team, and finds one that says, “The shower pressure is rubbish.” He fixes the shower pressure so that it is stronger, which sends a positive message of support to his team. While not a big change, it is one that showed that Coach Lasso was able to create change in a way that the team suggested.

The “Dark-side” of Leadership

With that example in mind, a note of caution. A leader cannot achieve results at the expense of the psychological safety of the team. There is a “Dark-side” of leadership to watch out for. If a leader makes it all about themselves and sacrifices certain results over their teams wellbeing, they risk being perceived as a narcissist, jerk, or psychopath. When the relationship between the leader and the team breaks down, positive results will only be temporary as the leader will have lost their team and the team will eventually stop allowing the leader to lead them. They will rebel in either covert ways like “Quiet quitting” or overt ways. If you read this post and fall to the “Dark-side,” it will be a failure.

In summary, the sooner a new leader recognizes that the work of a leader is fundamentally different than the work of an individual contributor and requires a different approach, the faster they will be able to make the transition to impactful leadership.

Key Takeaways

While most leaders may not be essential for running the day-to-day operations of the business, they play a critical role in optimizing work and driving results. Leaders must have a wider and longer point of view to oversee all aspects of their area of responsibility and ensure the organization continues to grow and thrive.

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Creating a Culture of Trust and Cooperation: Lessons from ‘Leaders Eat Last’ by Simon Sinek for New Leaders

/ Jonathan Sachs

Becoming an effective leader requires more than just holding a position of authority. To lead a team effectively, leaders need to inspire and motivate their team members to achieve common goals. One of the most insightful books on leadership is “Leaders Eat Last” by Simon Sinek. In this book, Sinek shares strategies and principles that can help anyone become a better leader.

Why I refer this book to all new leaders I meet

Sinek’s most popular book, Start with Why, which accompanied one of the most viewed TED Talks of all time, is an essential read. I have even reviewed it on this blog! Start with Why contains extremely important information on how excellent leaders communicate, and Leaders Eat Last builds upon those concepts discussing the essence of what it means to be a servant leader. To a servant leader, being in leadership is not about a title, control, prestige, or advancement. It’s fundamentally about service, calling, and mission.

Sinek discusses lessons from government and businesses about servant leadership. He also discusses generational differences in the workplace, which I believe is an under-appreciated topic.

Summary of Leaders Eat Last

The book’s title comes from a practice in the U.S. Marine Corps where leaders prioritize the needs of their team over their own. This simple concept is the foundation of the book. Sinek argues that true leaders prioritize the well-being of their team members, which creates a culture of trust and cooperation.

Simon Sinek's book "Leaders Eat Last" takes lessons from the Navy Seals and US Marine Corps on what it means to be a servant leader. The book is an essential read for new leaders.
CORONADO, Calif. (Jan. 23, 2018) U.S. Navy SEAL candidates participate in Basic Underwater Demolition/SEAL (BUD/S) training. SEALs are the maritime component of U.S. Special Forces and are trained to conduct a variety of operations from the sea, air and land. (U.S. Navy photo by Mass Communication Specialist 1st Class Abe McNatt/Released)

Sinek emphasizes the importance of creating a sense of belonging and purpose in a team. He gives the example of a company called Barry-Wehmiller, where CEO Bob Chapman created a culture of care and respect for his employees. By deliberately building trust, Chapman created a sense of purpose that motivated his employees to work harder and achieve more. This example illustrates that to get results as a modern leader, it is imperative to create an environment where people feel valued and inspired.

As I mentioned earlier in this post, the book also discusses the concept of “servant leadership.” Sinek explains that servant leaders prioritize the needs of their team members, rather than their own interests. He says, “True leaders are not those who strive to be first, but those who are first to strive and who give their all for the success of the team.” By serving their team, leaders create a culture of trust and respect that empowers team members to take ownership of their work. When employees take ownership and responsibility over the work, quality tends to increase because they feel like the work reflects on them personally. That type of pride can help teams achieve tremendous results. Building an environment where people are empowered and feel ownership creates incredible results, particularly in customer service and experience.

Lessons Learned

In conclusion, “Leaders Eat Last” is an essential read for anyone looking to become a better leader, especially those who are new to leadership. By prioritizing the well-being of their team members, creating a sense of purpose and belonging, and practicing servant leadership, leaders can inspire their team members to work harder and achieve more. As Sinek says, “Leadership is not about being in charge. It’s about taking care of those in your charge.” By following the principles outlined in this book, anyone can become an effective and respected leader.

Fundamentally, “Leaders Eat Last” discusses what it takes to succeed as a modern leader. By showing those on your team that supporting them is more important than hierarchy or command-and-control, it will help leaders accomplish broader and more complex goals.

Key Takeaway

“Leaders Eat Last” by Simon Sinek shares key messages about effective leadership, including prioritizing the well-being of team members, creating a sense of purpose and belonging, and practicing servant leadership. By following these principles, new leaders can become an effective and respected.

Leaders Eat Last  is available for purchase on Amazon

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Learning from Ted Lasso Can Make You a Better Leader

/ Jonathan Sachs

After not posting for a while, I’m back! Lots of major life changes at once will slow down any blogger, but I am excited to be writing again. I have been saving drafts of posts for a while now, so expect a lot of content on leadership, innovation, and how we treat each other coming your way.

Ted Lasso is also back and I am ready to “Believe” along with the characters on the show.

In a world where leaders are often characterized by their cutthroat nature and insatiable thirst for power, it’s refreshing to see a character like Ted Lasso. Coach Lasso teaches us that leadership is not about being the most dominant or feared figure, but rather about being vulnerable, empathetic, and understanding. There is a lot to learn from Ted Lasso about being an effective leader. I have tried to adapt some of his messages and apply these leadership methods and philosophies to my own life.

If you have not completed season 2 of the show, I would encourage you to go to another part of this site, like perhaps this reading list, watch the show and then come back. In other words, this is your SPOILER ALERT:

Here’s a few things we can learn about leadership from the show so far:

The Role of Vulnerability in Ted Lasso’s Leadership Style

One of the defining features of Ted Lasso’s leadership style is his willingness to be vulnerable. From the very first episode of the show, we see that Ted is not afraid to show his emotions and share his personal struggles with his team. In one scene, when asked how he’s doing, Ted responds, “I’m doing great, but I’m also a little overwhelmed, and I’m scared, but I’m excited, too. It’s a weird feeling.”

Lead like Ted Lasso on and off the pitch

By sharing his own vulnerability, Ted creates a safe space for his team to do the same. He encourages his players to open up and share their own struggles, creating a culture of trust and mutual support. This vulnerability not only strengthens the bond between Ted and his team, but it also creates a more compassionate and empathetic workplace.

In season 2, Ted finds his way back to vulnerability when he reveals that he had a panic attack during one of AFC Richmond’s games. He admits to the team that he wasn’t completely honest and apologizes. Ted says, “Y’all found out about something
from somewhere, when you should’ve found out about it from me first. But I chose not to tell y’all, and that was dumb…Now, I hope y’all can forgive me for what I’ve done. ‘Cause I sure as heck wouldn’t want any of y’all to hold anything back with me.”

By admitting the mistake he made in not being honest, Ted is being vulnerable by asking for forgiveness. This action only strengthens his bond with his players.

The Use of Colloquialisms and Its Positive Impact

Another important aspect of Ted Lasso’s leadership style is his use of colloquialisms. Ted often uses folksy sayings and expressions that may seem out of place in a professional setting, but they serve a purpose. Ted’s colloquialisms create a shared language that unites his team and helps them feel like they’re all in this together. When Ted tells his team, “be a goldfish,” he’s reminding them to let go of mistakes and move forward. When he says, “it’s the hope that kills you,” he’s preparing them for the possibility of failure while encouraging them to keep trying.

These colloquialisms not only create a shared language but also help his team to stay motivated and focused. By providing a clear and memorable message, his team can quickly recall and apply those lessons, in both their professional and personal lives. The colloquialisms also serve as “Inside jokes” that only the team shares, creating small shared experiences and strengthening the team’s bond.

Ted Lasso’s Relationship with Coach Beard

Perhaps the most important factor that makes Ted Lasso an effective leader is his relationship with his assistant coach, Coach Beard. Ted and Coach Beard have a deep understanding and mutual respect for one another, which allows them to work together in a way that brings out the best in each other.

In one episode, Ted tells Coach Beard, “I need you. I need you to keep me calm, keep me focused, keep me sane.” By acknowledging that he needs his assistant coach, Ted sets an example for his team, showing that leadership is not about being perfect, but rather about building a strong team that supports one another.

Ted’s relationship with Coach Beard also shows that effective leadership is not a solo venture. It requires a team of people who can rely on each other and work together towards a common goal. In the end, Ted’s relationship with Coach Beard makes him a better coach, and it ultimately leads to the team’s success bringing them back to the Premier League.

The character of Ted Lasso teaches us that leadership is not about being the most dominant or feared figure, but rather about being vulnerable, empathetic, and understanding. Ted’s willingness to be vulnerable, his use of colloquialisms to create a shared language, and his strong relationship with Coach Beard are just a few of the strategies that make him an effective leader. By following in Ted’s footsteps, we can all become better leaders, creating workplaces that are more compassionate, empathetic, and successful.

Key Takeaway

Ted Lasso, the titular character of the hit TV show, is a model for effective and transformational leadership. Key takeaways include the importance of vulnerability in leadership, the positive impact of using colloquialisms to create a shared language, and the power of building strong relationships within a team.

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Ten rules for being human

/ Jonathan Sachs

The year I graduated from college, I was looking for a good way to stay in shape. I enrolled in martial arts classes at the Black Belt Martial Arts Center. The gym was an almost magical place where the instructors were always positive, but were simultaneously always pushing me out of my comfort zone and encouraging me to test my physical limits. It was not only the best exercise I’ve ever gotten, but it was so good for my mental health as well. I miss martial arts and plan to pick it back up.

Before one of our classes, Master RJ Lee shared, “The Ten Rules for Being Human” by Cherie Carter Scott, which are posted below.

I have these rules and the Holstee Manifesto on my desk at work, reminding me every day of some of these basic life truths, which I have found to be important guidance, especially as an adult.

But one of these rules in particular have been coming up for me repeatedly lately as I observe the world and, more specifically, as I lead a change management effort. Rule #7 has manifested itself several times this year in meetings, phone calls, and the occasional hostile or nasty email. At its basic level, I interpret #7 much like the concept of projection in psychology.

In Psychology Today, projection is described this way: “Unconscious discomfort can lead people to attribute unacceptable feelings or impulses to someone else to avoid confronting them. Projection allows the difficult trait to be addressed without the individual fully recognizing it in themselves.”

Originally described by Sigmund Freud in 1895, Carl Jung and Marie-Louise von Franz built upon Freud’s description of projection as a defense mechanism. Jung and von Franz believed that projection represents a fear of the unknown, which is inherent in change, especially in a work environment that was previously static or predictable.

I’ve been giving extra thought to this concept lately, especially at work. I have been trying to figure out an answer to the question, what does a leader do when people lash out in what is a clear projection?

The best answer I have come up with is first, not to take it personally. In the style of servant leadership, if the leadership can recognize a clear projection, it is obviously much more about the needs of the person speaking to you. In other words, “It’s not about you.”

Next, there is internal work a leader must do to make sure that the projection does not get solidified in their mind as fear. I took a course last year from Stanford University that offered a helpful trick. I learned than when I experience a difficult moment in leadership, like someone lashing out at me, and I internalize it negatively and dwell on it. When I would go to sleep, my brain hard-wires that memory and it can trigger a fight-or-flight response when I confront the same thing again. Instead, if I take a moment and engage in reflection (I use a journal) to reframe the incident before I sleep, my brain will not hard-wire the negativity. I try not to let one instance of discomfort have a profound impact on my behavior in similar situations moving forward.

After that internal work is when I decide on the next step. I think about the impact the particular behavior could have on the broader team culture and usually consider that first. From there, I check in with my definition of leadership. That usually helps me decide the best next step.

When confronted with a clear projection, leaders start with the internal work of self-management and self-reflection. Leaders must then consider the broader impact of their response on both the team and their larger goals.

KEY TAKEAWAY: Leaders work hard on the internal processing of incidents and use tools for reflection like the Ten Rules for Being Human and the Holstee Manifesto to put those difficult moments into perspective.

Why Leaders with a Transactional Style Don’t Achieve Transformational Results

/ Jonathan Sachs

Transformational leadership is a leadership approach that seeks to inspire and empower others, rather than simply trying to control them. This approach can produce dramatic results for an organization by generating high levels of commitment, creativity, and productivity from its followers. Transformational leadership has two dimensions: (1) their level of warmth or concern for the people they lead and (2) their level of intellectual stimulation or use of new ideas in relation to the people they lead.

On the other hand, a transactional leadership approach focuses more on maintaining order and getting work done through a system of rewards and punishments. It does not create a sense of loyalty among employees because they are not offered much beyond compensation.

Richard Branson, the Founder and CEO of the Virgin Group, is a transformational leader because he is interested in fostering leadership skills and creativity among his employees. He seeks to inspire others, rather than simply control them. For example, when Richard’s Virgin Atlantic Airlines was struggling financially during the global recession of 2009, instead of firing workers or hiring consultants like other CEOs might have done under similar circumstances, he flew to London and he spent the next few weeks checking in on every aspect of his company, asking employees for their ideas on how to save the business.

Transactional leadership focuses more on maintaining order and getting work done through rewards. There are many examples of transactional leadership in business. One example is a CEO who assigns employees tasks and then closely monitors their performance on those tasks, specifically to determine if they will be able to keep their jobs or not. This CEO uses rewards and punishments in order to achieve results, and often, their actions benefit themselves more than the employees.

As you can see in the example above, transactional leaders are inherently more short term focused and are oriented towards immediate results. This can lead some transactional leaders to prioritize a short term benefit at the detriment of longer-term goals. Simon Sinek shares the example of publicly traded companies who go through rounds of layoffs to make quarterly numbers. While the companies may “make their numbers,” they do so at the cost of psychological safety and long term profitability.

True organizational transformation, like pursuing excellence in customer service, operations, or innovation, involves focus, discipline, leadership, and time. There is no “Get rich quick scheme” in transformational leadership.

Organizations that pursue transformational goals need transformational leaders. These are leaders that set a bold vision and build high-performing teams, follow principles that promote psychological safety, and empower people to achieve their vision.

There is a still a role in organizations for transactional leaders, which is a topic for it’s own post, but they are fundamentally ill-equipped to achieve bold and lasting organizational transformation. Creating bold transformation actually requires the leader to release control by empowering others and trusting that people are doing the right things even when you cannot measure it.

Transformational leadership offers a vision that gets people energized and committed to achieving organizational goals.

Transformational leaders embody the principles of psychological safety by creating an inclusive environment where all employees feel valued, regardless of their position in the company hierarchy. Having transformational leaders in leadership roles will help organizations achieve their full potential. These are the individuals who will leave a powerful legacy by creating meaningful and impactful change.

KEY TAKEAWAY: Transformational leadership is a powerful way for leaders to motivate and inspire their followers. In contrast, transactional leadership can be used as a tool by those in power who want to maintain control over followers through incentives or punishments—but these tactics do not provide long-term results. To achieve real transformation, leaders need to be transformational leaders. A transactional leader will not be able to truly achieve transformational goals.