Podcast appearances and mentions of robert greenleaf

Welcome back to Take the Leap Management—the podcast where we unpack the ideas, tools, and mindsets that shape the future of leadership. In today's episode, we explore a model that flips traditional leadership on its head: Servant Leadership. What happens when leaders put people before power, and empathy before ego? From its roots in Robert Greenleaf's philosophy to modern-day examples like Herb Kelleher and Cheryl Bachelder, we'll dive into how servant leadership transforms teams, projects, and entire organizations. If you're ready to lead with purpose and empower others to thrive—this one's for you. Let's take the leap.

Howard Behar barely graduated high school and spent just two years in community college. Yet, he became a key leader at Starbucks soon after joining the company. From the start, he saw that Starbucks was not just about coffee but about people. With no formal business degree or global experience, he relied on persistence and a deep belief in servant leadership to guide him. He rose to president of Starbucks International and helped transform the brand from a small regional chain into a global powerhouse while ensuring its people-first culture remained at its core.Howard Behar is a longtime advocate of values-driven leadership. His book, It's Not About the Coffee, explores the principles that helped build Starbucks into a people-first company. He is also a sought-after speaker and mentor, helping leaders develop cultures of trust, integrity, and purpose.In this episode, Dart and Howard discuss:- How Starbucks scaled while staying true to its values- Servant leadership in action- Why leaders must listen to employees at every level- Persistence over credentials in leadership- Hardest lessons from leading an international brand- Why Howard rejects the word "customers"- The business case for dignity and respect- What companies get wrong about inclusion- And other topics…Howard Behar is a leadership expert, former Starbucks president, and a champion of servant leadership. Serving as president of Starbucks North America and Starbucks International, he played a key role in expanding Starbucks beyond the U.S., leading its first global expansion into Japan and later into Europe and Asia. His leadership was rooted in a deep belief that business is about serving people first. He wrote It's Not About the Coffee to share his insights on leadership, culture, and values-driven business. After retiring, he has dedicated his time to mentoring, public speaking, and serving on nonprofit and corporate boards.Resources Mentioned:It's Not About the Coffee, by Howard Behar: https://www.amazon.com/Its-Not-About-Coffee-Starbucks/dp/1591842727The Magic Cup, by Howard Behar: https://www.amazon.com/Magic-Cup-Business-Parable-Putting/dp/1455538973Servant Leadership, by Robert Greenleaf: https://www.amazon.com/Servant-Leadership-Legitimate-Greatness-Anniversary/dp/0809105543Good to Great, by Jim Collins: https://www.amazon.com/Good-Great-Some-Companies-Others/dp/0066620996The Seven Habits of Highly Effective People by Stephen Covey: https://www.amazon.com/Habits-Highly-Effective-People-Powerful/dp/0743269519Built to Last by Jim Collins: https://www.amazon.com/Built-Last-Successful-Visionary-Essentials/dp/0060516402The Experience Economy by Joseph Pine and James GilmoreLeading Through by Kim Clark, Jonathan Clark, and Erin ClarkConnect with Howard:Phone: 206-972-7776Email: hb@howardbehar.comWork with Dart:Dart is the CEO and co-founder of the work design firm 11fold. Build work that makes employees feel alive, connected to their work, and focused on what's most important to the business. Book a call at 11fold.com.

‘Having a vocation is like falling in love, and it works out,' says writer, anarchist, and philosopher, Paul Goodman. Ari Weinzweig holds the title of co-founder and CEO at Zingerman's, but he is also an anarchist and philosopher. During this episode, he joins us in conversation to tell his story and share the guiding principles behind his life philosophy and business journey. Tune in to hear him challenge perceptions about anarchism and synergy, positive belief in human beings, and what it means not to think hierarchically about your achievements. Making the distinction between data and culture, Ari unpacks his leadership style and why he believes that building culture is the true work of leadership. Going deeper, we discuss the relationship between belief, company health, and the imperfect art of working with people. We touch on the simple legacy Ari would like to leave behind, how he has managed to go off the grid with his business in order to live his values, and how Ari manages to truly be himself so much so that he is a rebel against expectation. Join us today to hear all this and more. Guest Bio: In 1982, Ari Weinzweig and Paul Saginaw founded Zingerman's Delicatessen in Ann Arbor, Michigan, using a $20,000 bank loan. Weinzweig, equipped with a Russian History degree and four years of kitchen experience, opened the deli with two employees and a small range of specialty foods and sandwiches. Today, Zingerman's has evolved into a nationally recognized food brand, expanding into the Zingerman's Community of Businesses, which includes 11 distinct entities such as Zingerman's Bakehouse and ZingTrain, employing over 750 people and generating more than $65 million in annual revenue. Each business operates uniquely, but they all adhere to a shared Vision and Guiding Principles, collectively delivering “The Zingerman's Experience” with passion and commitment. Key Points From This Episode: [02:25] Ari Weinzweig, co-founder and CEO of Zingerman's and his journey to success.[12:29] How his choice of major, Russian history, illustrates an important principle.[13:54] The story of Zingerman's as told by the 12 Natural Laws of Business.[20:05] Moving forward and prioritizing growth whilst staying true to their original vision.[23:13] How he has trained himself not to think hierarchically about his success.[26:30] The evolution of his leadership style and relationship to anarchism and synergy.[31:37] A description of the legacy he would like to leave behind.[38:26] Why he believes that building culture is the true work of leadership.[44:56] What motivated Ari to go off the grid with his business endeavors and book publishing.[49:31] An overview of this episode and how Ari lives his business values. Quotes: “Do what you want, not what everybody else wants you to do.” — Ari Weinzweig [0:12:51] “I've tried to train myself to appreciate the little things because that's really all there is.” — Ari Weinzweig [0:23:24] “[Anarchism] is really about a way of being in the world, not about taking power.” — Ari Weinzweig [0:29:33] “The thing about dignity is, it's all free, and we don't need permission, and we don't need anyone else to do it, we can just do it.” — Ari Weinzweig [0:31:20] “All day long, we're all contributing positively and negatively to the culture and none of us get it right all the time.” — Ari Weinzweig [0:38:59]RESOURCES: [04:46] Read poetry by David Whyte.[06:26] Learn more about anarchist and philosopher Paul Goodman.[14:15] Unpack Zingerman's 12 Natural Laws of Business.[21:12] Find out about the work of Ruth Benedict. [26:59] Explore Stephen Covey, Peter Drucker, Max De Pree, Robert Greenleaf, and Margaret Wheatley. [26:59] Read Ari's essay, Jewish Rye Bread. [29:41] Immerse yourself in the work of Howard Ehrlich.[46:22] Unveil Ari's thoughts on Dignity and Working Through Hard Times.   FOLLOW:Follow Laura Eich:LinkedInFacebookInstagram Follow Mike McFall:WebsiteLinkedInFacebookXInstagram Follow BIGGBY® COFFEE & LifeLabTM:WebsiteFacebookXInstagramLinkedInAbout LifeLabTM ABOUT LOVE IN LEADERSHIP:At the Life You Love LaboratoryTM and BIGGBY® COFFEE, we're out to prove that financial success and healthy workplace culture aren't two separate goals. BIGGBY® COFFEE's own cultural transformation is proof that not only is it possible to have a successful company where people aren't miserable at work, but that the happier your people are, the more your business will grow. Each week, join host Laura Eich, Chief Purpose Officer at BIGGBY® COFFEE, and her co-host and BIGGBY® COFFEE co-CEO Mike McFall as they're joined by guests from around the world to learn how they are fostering a culture of love and growth in the world's most innovative and people-centric companies. Get inspired. Get real. Get ready to transform workplace culture in America with us. This is the Love in Leadership podcast.Learn more at: loveinleadershippodcast.com ABOUT THE HOSTS:Mike McFall began his journey with BIGGBY® COFFEE as a minimum-wage barista at the original store in East Lansing in 1996. Over the span of 23 years, alongside business partner Bob Fish, he has helped create one of the great specialty coffee brands in America. Today Mike is co-CEO with Bob, and BIGGBY® COFFEE has over 250 stores open throughout the Midwest that sell tens of thousands of cups of coffee each day. But more importantly to Mike and BIGGBY® COFFEE, the company is a profoundly people-first organization.Mike is also the author of Grind, a book which focuses on early-stage businesses and how to establish positive cash flow. Laura Eich is BIGGBY® COFFEE's Chief People Officer, having worked in a variety of roles at BIGGBY® COFFEE for the last 11+ years. She helped launch BOOST, the department at BIGGBY® COFFEE which ultimately became LifeLabTM — BIGGBY® COFFEE's in-house culture cultivation team designed to help people be the best versions of themselves and help companies support them along the way. In her role, Laura helps people build lives that they love through the process of building profitable businesses and robust, growth-filled careers.

When I interview junior military officers (JMOs) to determine their fit with the Cameron-Brooks program, I ask them to describe their leadership style. They often label their style as “I am a servant leader.” When I help the officers in our program prepare answers to the question, “What is your leadership style, or similarly, how do you build a team?” I hear much of the same, such as, “I use a servant leadership style approach.” When I hear JMOs describe what they mean, I wonder if they genuinely understand servant leadership. To help gain clarification, I interviewed Dr. Michael Carey, a professor at Gonzaga University School of Leadership Studies who was the first director of the Organizational Leadership program in 1987 to be a guest on the show. Dr. Carey is the coordinator for the Master in Servant Leadership program and teaches several classes. Gonzaga University is recognized as one of the leading institutions in Servant Leadership. I am currently a graduate student in the Gonzaga Master's of Organizational Leadership and have taken two classes in the Servant Leadership concentration, one of them with Dr. Carey and another with Larry Spears, the founder of the Spears Center for Servant-Leadership and former longtime President and CEO (1990-2007) of The Robert K. Greenleaf Center for Servant-Leadership. My conversation with Dr. Carey aims to easily define and explain Servant Leadership and how we can all be Servant Leaders at work, at home, and in other organizations. In addition to Servant Leadership, we also cover Transformational Leadership, which is related. The conversation is not academic at all and is highly applicable to military officers still serving, those preparing for the transition, and the Cameron-Brooks Alumni listeners as well. Listen and learn more about servant leadership and the JMO. To learn more about Servant Leadership, Dr. Carey recommended the topics listed below. Robert Greenleaf is considered the founder of the Servant Leadership concept. He wrote the essay “The Servant as Leader” in 1970. The institute he started on Servant Leadership is now based at Seton Hall University. You can find numerous resources and articles on Servant Leadership at the Robert K. Greenleaf Center for Servant Leadership at https://www.greenleaf.org/. He also referenced the Spears Center for Servant-Leadership, which I had described previously. Both of these websites have blogs and book recommendations. Here is my favorite Robert Greenleaf quote that I try to follow each day, “The servant-leader is servant first, it begins with a natural feeling that one wants to serve, to serve first, as opposed to, wanting power, influence, fame, or wealth.” Thank you for listening to the Cameron-Brooks podcast! As you consider your potential transition from the military to the business world, if you'd like to discuss your marketability or how Cameron-Brooks can guide you to launch your career, please contact us directly. Schedule a call here.  Cameron-Brooks has a 50-year track record of guiding military officers to create a step-by-step plan to learn about their options, connect their military experiences directly to opportunities in corporate America, craft a resume that will stand out to hiring managers, and ultimately launch a successful business career. 

Welcome back to The Round 12 MOTIVATIONAL MASTERY Podcast Show! Episode #117 "WHEN SERVANT LEADERS GET TIRED …And Some Thoughts About How They Can Rest!" This week's episode means more than just a few words on a page. This one speaks to the tangled web that a public, private, family or organizational individual can wind up getting tangled up in, and bent out of shape in his or her efforts to be good and helpful and dedicated and reliable and for all intents and purposes a servant of others. Not a servant in a terrible and abusive manner, but just because that's how it's built; and they love the person, people or the task. But sometimes, we forget one important thing in this process… to service ourselves on the way too! Wow. Does that sound selfish? That's exactly the problem, when you are the powerful Servant Leader who takes the job seriously, you AND EVERYONE ELSE can take your sustenance lightly along the way. Don't do that! And receivers, make sure you check in every now and then too, to make for a fair and equitable LOVING Field. Then maybe sometimes, we can all remember TO SERVICE EACH OTHER!! BE SURE TO CLICK THE ATTACHED LINK TO SEE OUR DETAILED INFORMATIONAL EMAIL OR TO SUBSCRIBE: https://conta.cc/3R0xdMf Intro & Outro Music Provided by... Soul II Soul, Song: "Keep on Movin'!" Musical Guest Neil Young & Crazy Horse, Song: “My My, Hey Hey!” Also, thank you to the great band WAR, song “City, Country City.” Important contributing content: Dr. M. Scott Peck  and his book: “The Road Less Traveled.” Dr. Robert Greenleaf, Founder of the “Servant Leadership” principle. Mr. Aaron Walker, and his article about Servant Leadership. Palena Neale of the Hervard Review: “Serious Leaders Need Self Love too.” Lisa Earl McCleod and Elizabeth Lotardo “How to be a purpose driven leader without burning out.”

Cheryl Bachelder is a passionate, purpose-led business leader -- the former CEO of Popeyes® Louisiana Kitchen, Inc. Cheryl is known for her crisp strategic thinking, a franchisee-focused approach, and superior financial performance.  Guided by the servant leadership thinking of Robert Greenleaf, she believes highly caring, collaborative leaders with big ambitions for the enterprise, not themselves, generate the conditions for people to perform their best work. Cheryl Bachelder served as CEO of Popeyes® Louisiana Kitchen, Inc., a NASDAQ traded company with over 2,600 restaurants in 26 countries, from 2007 to 2017. The story of Popeyes success is chronicled in her book, Dare to Serve: How to drive superior results by serving others. During her tenure, Popeyes' stock price grew from $11 to $61, at which time the board sold the company to Restaurant Brands International Inc. for $1.8 billion dollars or $79 per share in March, 2017. Cheryl's earlier career included brand leadership roles at Yum Brands, Domino's Pizza, RJR Nabisco, The Gillette Company and Procter & Gamble.   Cheryl serves as a director on the boards of Pier 1 Imports, Inc. (PIR), US Foods Holding Corp. (USFD), and Chick-Fil-A, Inc. She sits on the advisory board of Procter & Gamble's franchising venture, Tide Dry Cleaners. She is a board member of CEO Forum, an organization that encourages and develops leadership capability in CEOs and senior executives. Cheryl holds a Bachelor's and Masters of Business Administration degree from the Kelley School of Business at Indiana University. She is married 38 years to Chris Bachelder and they have three grown daughters, two terrific son-in-laws, and four handsome grandsons. Cheryl and Chris reside in Atlanta, Georgia and attend Buckhead Church. They are avid learners, fans of the classical education movement, and can always be found reading a good book! Website: Serving Performs at www.cherylbachelder.com Former CEO, Popeyes® Louisiana Kitchen, Inc. Director at Pier 1 Imports, Inc. Director at US Foods Holding Corp. Director at Chick-Fil-A, Inc. Author, Dare to Serve: How to drive superior results by serving others  

Is it possible to be a great Christian, a loving husband, and do really well in the marketplace?In this episode, Jeff, Jeff, and Pete discuss: The ups and downs of faith after growing up in church. Understanding wealth and keeping your kids' feet on the ground. Pleasing the Lord in all you do. Avoiding complacency   Key Takeaways: Looking successful because of your dad, does not lead to happiness. Find a reason to tell your son they don't need to prove anything and that you are proud of them. Intentionality is the only way to make it work - there is no easy road. There are 31 Proverbs - if you don't know where to start in the Bible, start on the current day in Proverbs. It is never too late to make peace with those in your life.   "Life balance is not the key. Intentionality and integration are the keys. The only way you can get good at saying no is to know what you're saying yes to." —  Pete Chambers Episode References: Halftime Institute: https://halftimeinstitute.org/ About Pete Chambers: Pete Chambers is an entrepreneur and businessman at heart, who has based his leadership on Biblical principles and on Robert Greenleaf's statement, “Good leaders must first become good servants.” A graduate of Texas Christian University, Pete's career started in plant operations, sales, and business development for Chemical Lime Company, now a Lhoist Group Company. He later went back to school to attend the University of Texas MBA program, where his entrepreneurial drive gained traction. Soon after moving back to his hometown of Fort Worth, he purchased Diamond H Recognition, an employee recognition company. Under Pete's direction as CEO and Chairman, the business was transformed into an employee engagement software platform serving Fortune 1000 companies worldwide. The company re-branded as Inspirus in 2009 and sold to Sodexo in 2016. Pete is currently living out his mission to serve, lead, and connect leaders in thriving organizations as Managing Partner at Chambers Interests, a single-family office. Constant learning and personal growth have been Pete's hallmark, compelling him to complete seven Halftime Institute programs and seminars, the YPO Harvard Executive Program, YPO Mergers and Acquisitions Seminar, Wharton School of Wealth Management Program, and the Insead Executive Management Program in Europe. Pete has served as President of the West Texas Chapter of Young Presidents' Organization(YPO) and has been an active member of his YPO forum for over 25 years. He serves as Chairman of the Board at Rivertree Academy, a private, Christian school serving under-resourced students in a low-income community in Fort Worth. Pete is also a partner with Lloyd Reeb leading men to finish well in life via the 100X Program. Pete and his wife Raney have been married 30 years and have three daughters and one granddaughter. Connect with Pete Chambers:LinkedIn: https://www.linkedin.com/in/pete-chambers-7059995/  Connect with Jeff Thomas: Website: https://www.arkosglobal.com/Podcast: https://www.generousbusinessowner.com/Book: https://www.arkosglobal.com/trading-upEmail: jeff.thomas@arkosglobal.comTwitter: https://twitter.com/ArkosGlobalAdv Facebook: https://www.facebook.com/arkosglobal/LinkedIn: https://www.linkedin.com/company/arkosglobaladvisorsInstagram: https://www.instagram.com/arkosglobaladvisors/YouTube: https://www.youtube.com/channel/UCLUYpPwkHH7JrP6PrbHeBxw

[00:00:00] Carl LaBarbera: I met a guy, Dick Berry, who was a professional in the Policy Governance arena. And once I took his class, I was convinced that this was what I needed to do board work. And the reason for that is because primarily my own work in aerospace industry, knowing that systems and procedures are essential to do any kind of job that's going to be effective. [00:00:26] Carl LaBarbera: And when Policy Governance was presented that's the kind of system that I was seeing. And so, a complete, scientific system with procedures and thinking about all the elements of governance was something I needed. [00:00:42] Tommy Thomas:  My guest today is Carl LaBarbera. I met Carl several years ago at his home in Southern California.  He was gracious to give me a couple of hours that afternoon, and we've maintained some loose contact with each other since then.  One of the areas of expertise he has is that of Policy Governance, and I've known that, from the afternoon I met him, so as I was thinking about more guests we could have in the area of board service, Carl was one of the ones I wanted to have, so thank you, Carl, for joining us this afternoon. [00:01:14] Carl LaBarbera: Thank you, Tommy. It's my pleasure to be here and look forward to our conversation. [00:01:19] Tommy Thomas: Before we dig too deep into Policy Governance, how did you get interested in or involved in nonprofit board service? [00:01:29] Carl LaBarbera: That goes back 40 years. So, it's interesting. I don't know how far back you want me to go. [00:01:37] Carl LaBarbera: I can go back to my childhood because my dad had a company in inner city LA which is a very difficult area. [00:01:48] Tommy Thomas: Back then, especially, [00:01:49] Carl LaBarbera:   When I was a very young child, I was 11 years old when the Watts Riots occurred. And my mother and I were driving into the business in South LA. [00:01:59] Carl LaBarbera: And the Watts Riots were underway. And my mom swears that a black woman flagged off attackers.  She was in front of us, and we were able to drive into the business, but we had no idea. The news was not like it is today.  We literally drove into it. So that obviously left a big impression on me as a kid. [00:02:22] Carl LaBarbera: And I've had a heart for the inner city ever since. And we continued, actually, my brother and I took over the business that my dad had started and in 1957 after the war and in continued in that Watts area, but then we were bought out by the freeway and moved just slightly south of there in an area in Linwood, which is still South LA [00:02:48] Carl LaBarbera:  So that connection of having a business in that community and actually knowing the neighbors in that community, in the Watts community, which was primarily African American gave me that heart. And then I was listening to Focus on The Family. I would wake up in the morning, six o'clock in the morning, with Focus on The Family on the radio. [00:03:09] Carl LaBarbera: And Dr. Dobson was talking with Keith Phillips, who is the founder of World Impact, and talking about Watts. And I thought to myself, wow, that's literally across the street. And so, I made a journey to introduce myself to World Impact. At the time it was a Canadian director who was leading that Watts ministry. [00:03:33] Carl LaBarbera: And we got to become good friends in our company partnered with World Impact to help the missionaries in the Watts community and help them in any way we can to support them in their ministry. [00:03:45] Tommy Thomas: Wow. That goes back a long way. [00:03:49] Carl LaBarbera: We're talking 1990s. Yeah. At the time I met him, it was late eighties or early nineties. [00:03:55] Tommy Thomas: Did you have any kind of mentorship relative to board service? Did you have a model or a role model? [00:04:03] Carl LaBarbera: I think, my interest in board work really began with our own company. That was the work that I love to do, having a 30,000-foot perspective, being able to work at that high level, conceptual level seeing all the pieces in an organization the teamwork necessary to make an organization successful. [00:04:25] Carl LaBarbera: I got a hunger for that level of leadership in our own company, but where I was introduced to Policy Governance was at the Christian Management Association. So, I was a member of the association, which was called the Christian Management Association. Now it's called Christian Leadership Alliance. [00:04:44] Carl LaBarbera: And I met a guy, Dick Berry, who was a professional in the Policy Governance arena. And once I took his class, I was convinced that this was what I needed to do board work. And the reason for that is because primarily my own work in the aerospace industry, knowing that systems and procedures are essential to do any kind of job that's going to be effective. [00:05:11] Carl LaBarbera: And when Policy Governance was presented that's the kind of system that I was seeing. And so, a complete, scientific system with procedures and thinking about all the elements of governance was something I needed. And then of course, serving with a friend from church who was an urban ministry leader when he started his nonprofit Urban Youth Workers Institute and asked me to join his board and chair his board, John Carver. [00:05:44] Carl LaBarbera: It was like, what do I use to run a board? Because there's really nothing other than best practice information as to how you actually chair and run a board, how you lead a board. And so that's why policy governance just rung a bell for me, and I knew it was something I had to learn and be very good at. ++++++++++++++++++++ [00:06:05] Tommy Thomas:  Get up at 50,000, 100,000 feet and look down. What's the primary purpose of the nonprofit board? One role of the Board is dealing with the risk factor.  Mitigating or at least evaluate risk to determine what's acceptable and what's not acceptable. [00:06:12] Carl LaBarbera: Yeah, there is one, one primary purpose with two parts actually. And I can just simplify that to say get the mission done and stay out of trouble. So, there's two elements. And what we say, what we call mission, and we call ENDS is what benefit for what people at what worth. [00:06:33] Carl LaBarbera: So those three elements make up the mission or the ENDS. And then there's the risk factor. So, a board is there to mitigate risk or at least evaluate risk and to determine what's acceptable and what's not acceptable but that's the keeping the organization out of trouble part, right? [00:06:51] Carl LaBarbera: So, get the mission done, stay out of trouble. That's their primary purpose. And, but let me add that all that's done on behalf of someone. Especially in nonprofits, in a corporation, right? You are beholden to the shareholders. A board works on behalf of the shareholders. There are no shareholders in the nonprofit world, but what Carver was smart enough to know is that we're, the board is beholden to some, they don't own the organization, the CEO, the staff, they don't own the organization, who owns the organization? [00:07:25] Carl LaBarbera: In the church, we say Jesus owns it. Of course, he owns it all, but Jesus owns the organization, which is cool because he left us a whole book of values that we know that we are beholden to, that we need to comply with. But secondarily, there are owners or what we call care holders or stakeholders on the organization. [00:07:49] Carl LaBarbera: I could talk about the global church as owning a nonprofit. So, we need to be aware of the values of the global church. We could talk about those that the organization impacts. Not the beneficiaries so much, but the communities that would have an interest in the organization. So, when we determine who the owners are, the moral owners, we call them, who is interested in seeing this organization succeed, who is interested in the benefits that this nonprofit will bring. [00:08:24] Carl LaBarbera: And those are the people that we are beholden to, not in a democratic way, not like we're looking for them to give us majority rule direction, but in a way like a doctor or a lawyer would work in the best interest of their ownership. So, the client comes to the doctor. Obviously, the client knows something about their ailment, but the doctor knows more, they're an informed agent. [00:08:50] Carl LaBarbera: Or Robert Greenleaf would say a trustee. So, a trustee, their job is to follow the direction of the trust that is given to them. And that trust is the trust that the ownership holds. And so, the board is to determine what are those values and determine what is in the best interest of those stakeholders. [00:09:12] Carl LaBarbera:  That derives a whole set of policies, which then give direction to the organization. The role of the Board Chair is that of Chief Governance Officer – making sure that the Board accomplishes what is says it is going to do. [00:09:21] Tommy Thomas: Under this model, what's the primary role of the Board Chair? [00:09:25] Carl LaBarbera: The Board Chair is called the C.G.O. So Chief Governing Officer.  So, the Chief Governing Officer, the primary role really is to assure that the board accomplishes what it says it's going to do. In a sense, the chairman is a manager of the board itself to assure that whatever they said they were going to do, because they have a role, they have a job description, and to assure that they get that job done. But I'd also say that the chair is the interface or maybe the primary interface with the CEO. It's very important that chairman has a really solid relationship with the CEO, that there's a clear understanding that there's complete communication on both sides in order for that chairman to do his job well. [00:10:16] Tommy Thomas: Give me some words and phrases that maybe would describe the skillset that this chair needs to do his or her job well. [00:10:25] Carl LaBarbera: Yeah, that really starts with character. Especially in a Christian organization, but any nonprofit really, but it's the character. So that's essential. I think essential elements are wisdom over a lot of experience, preferably humility is very important. I think a humble leader, a servant leader. So, I love Robert Greenleaf and all his writing on servant leadership, and I'm deeply indebted to Robert Greenleaf and his description of what a servant leader does. So that chairman really needs to be that servant leader like Jesus commanded. If you want to be a leader in the kingdom, you have to be the least of all. So that chairman serves the board, and they serve the CEO and they serve the organization. [00:11:13] Tommy Thomas: I know this would vary, but just from your experience, how often does the chair meet with the CEO to maintain this relationship and this esprit de corps? [00:11:25] Carl LaBarbera: World Impact is a good example. And Alvin Sanders, the CEO, and I have a standing meeting once a week on a Monday morning. And we try to communicate with one another on a regular basis just to have that regular flow of communication, what's going on in your world. What's going on from my perspective. And, of course, planning together what the agenda is going to be for the year and for the next meeting. All those things are critical and talking through what issues are important for the CEO to comply with the board policy manual. The board has created, in helping that process.  A lot of times I need to help educate the CEO in the process of Policy Governance. Because there are not a lot of Policy Governance experts out there. And yeah, you don't see that a lot. So, part of it is educating as well. [00:12:19] Tommy Thomas: When you get a new board member what's the best way to onboard this person? [00:12:25] Carl LaBarbera: Yeah. The first thing we do is provide the documents that we've created. So, it's really important for a new board member to understand the process, certainly. So, what is this process called Policy Governance? It's very different from what most people experience. I think I know beyond several boards that many board members want to show up and display their wisdom and their good decision-making skills. And that's really not, that's not what the board is all about. We want that, certainly, but the board needs to understand the process. The beauty of Policy Governance is that all of the things that need to be known are in a policy, a board policy manual, and that manual is less than 30 pages, and it covers all four aspects of what we would call the policy circle regarding CEO role the board role, the chairman role the interaction between the board and the CEO what the mission is and what the limitations are, the things that we can't do as an organization, even if they worked, things illegal or unbiblical. A good Board Policy Manual provides invaluable information for new Board members.  This manual is usually less than 30 pages. So that board policy manual really provides invaluable information to anyone coming on board gives them all the information they need. They're not going to get it all in the first read through, but all the information is there, and they can study that. And the other thing we do is, obviously we want them to know what the bylaws are and what the expectations are in terms of meetings, etc. So, it's really just a quick update getting board members up to date on where we've been, where we're going, and how we operate. [00:14:14] Tommy Thomas: Let me ask you to get you to respond to this quote about a board service. Somebody said, “You need a director on a board who will be a pleasant irritant, someone who will force people to think a little differently. That's what a good board does.” [00:14:29] Carl LaBarbera: I love that because one of the things I strive for is called healthy, I call it healthy conflict. There's probably a better word than conflict, healthy discussion, which means we really want honest feedback from all our board members. So having that, and we definitely have those. A good irritant is someone who really is just thinking through. They're thinking from their perspective, and they're offering their perspective, and we need to hear it. Even if it's opposed to the direction that, we think we need to go, we need to know who was it that talked about Ruth Haley Barton. She talked about working together, finding God's will together. And you really need in teams, and I think it's any team, but including a board team, you need to know what the no people are saying. If someone's really objecting to where we're going, it's pertinent on us to determine what God is saying to that person. Why are they adamantly opposed? And if we don't take the time to figure that out, then we're neglecting our duty. As a board, so not again, obviously, you don't always achieve consensus, but I've been in situations on boards where we have worked it through taking some time and ultimately say there are two people that maybe don't agree, but they relent and say, we will submit to the wisdom of the board. And of course, one of the principles of Policy Governance is that we speak with one voice. After all the discussion and we finally get to the end of the day and we vote and some have to acknowledge that we don't agree, but we are going to speak with one voice when we're done with our work.  So that's critical. ++++++++++++++++++++++ [00:16:23] Tommy Thomas: Your thoughts on bringing younger people in their thirties and forties onto a nonprofit board? [00:16:30] Carl LaBarbera: Yeah, I would love to see that.  And I would love to see young people have that interest. My experience has been that young people aren't the younger generation, millennials, maybe is my experience aren't as interested in what they might consider business-like work. So, say in a church setting, right? Or even in a Christian ministry setting, this is a business job in which I really have a problem with that because I'm a firm believer that God owns it all that he works through business and churches and our ministry happens in all realms of life, right? But that kind of perspective is, yeah, I don't want to be involved in that kind of business process, but every time I've seen young people engage in the process, it is so helpful. So, I would be a big fan. Where do we find them? I have seen them in the governance organization governed for impact, which I'm a fellow with, and we have seen their young people take a real interest in governance. And when they do, then it's highly valuable. We need their perspective, right? This is where the world's going. [00:17:49] Tommy Thomas: For sure. [00:17:51] Carl LaBarbera: Yeah. We need millennial perspective. We need Z perspective. Yeah, I value that. I wish we could get more of it. [00:17:59] Tommy Thomas: I run into this a lot in my work and has to do with the past CEO being a member of the board when, when you bring a new CEO on, your thoughts just from so many years of experience that you've had any observations there. It can be very difficult when a retiring CEO, especially a founder wants to remain as an emeritus Board Member.  That can restrict the ability of the new CEO to make mistakes and/or go in a different direction if that's what the organization needs. [00:18:14] Carl LaBarbera: Yeah, that's tough. I've seen that in churches. I've seen it, I've seen it in other nonprofits. It's just, it's very difficult because when a CEO, who's especially a founder, CEO or a founding pastor and wants to be an emeritus board member or emeritus leader, even that really restricts the ability of that new CEO to be free to make mistakes and go in a different direction to bring their unique skill set because each leader has a unique skill set and they should be allowed to use that. And so I just, I see it often doesn't work out very well. And you hear the phrase that you don't want to be the next guy. You want to be the guy after the next guy. Because oftentimes that first guy is still hanging around and influencing where it's going. And that could be debilitating. [00:19:06] Tommy Thomas: This is probably in your Policy Governance manual but tell us about CEO evaluation. [00:19:13] Carl LaBarbera: That's an ongoing process. So, it is not a once-a-year process, although we do a summarized once-a-year process, but in the board policy manual the policies pertain particularly to the CEO or the executive director or the lead pastor. Those things that are called the Ends. So those are what benefits for what people at what worth. And then there are the executive limitations. And there are quite a few of those limitations, as I said before, that are not allowed, even if they work, because they're illegal or biblical or other reasons. And so, we constantly have a calendar of monitoring. So there's a very specific process of monitoring those limitations, how that CEO is complying with the limitations, and how they're complying with the accomplishment of the mission or the end. And so that's done, I think the Ends probably are mostly done on a biannual basis, but the executive limitations as I said, on a calendar, they're done every meeting.  We're evaluating some aspects of that CEO's performance. [00:20:30] Tommy Thomas: So, under Policy Governance, do you use closed session or executive session a lot? Or is that not a part of the M.O. [00:20:40] Carl LaBarbera: Yeah, no, not a lot at all. These are, there's nothing that is considered, not transparent unless there's something to do with, specific HR issues or something where it would be a problem legally, but otherwise now I believe in transparency. I believe this, everything we do at the board level should be transparent. I know as I chaired or on the executive committee at our church, everything we do there should be transparent to our membership. But it's, we do have, I know at World Impact, there is a session at the end of the year where we look at all the policy governance elements that either were complied or not complied with, but then we also get a little more personal and try to talk about their spiritual life, their personal life how, the communication with the board. So those are, those get to be touchy conversations, but necessary because that's part of the board's job is really to assure it's one of three responsibilities the board can't delegate. And that is to assure the success of the CEO and thus the organization. [00:21:57] Tommy Thomas: On strategic planning, from your perspective, how deep should the board get into that, or is that something that the CEO and his or her cabinet brings to the board? [00:22:08] Carl LaBarbera:  I'd like to think of strategic planning as a continuum of planning, right? When we do the ENDS work, the ENDS, again, are the high-level mission. It's what benefit, what people, at what worth. That is, that's the highest level of the strategic planning process. The board can get more specific about that policy of ENDS or mission, but then they stop. The job of the board is to stop communicating at the point which they're willing to allow any reasonable interpretation of that mission, right? It's hard work to determine that. So, trying to determine what it is that the board has to say to a CEO about the mission, but then allow freedom for him to have any reasonable interpretation or any strategic plan that can accomplish those ENDS.  That's the delicate part of developing that particular set of policies. It takes a lot of wisdom, prayer, and determination. You don't want to say too much because if the board is saying too much and prescribing too much, then that is not allowing our professional CEO to do their job well. ++++++++++++++++ [00:23:30] Tommy Thomas: Let's go to something that happened in mine and your era. People younger than us may not remember this, but certainly we do - the Enron scandal. And although they weren't a nonprofit, I'm sure there are things a nonprofit board can learn from that. But one of the writers that did some analysis there, his perspective was that probably the board didn't ask the tough questions that they needed to ask.  How do you get that done in a nonprofit? [00:23:58] Carl LaBarbera: Absolutely. And the way we get it done is through the policy manual. In the manual itself, in those executive limitations, we're asking the hard questions up front. There are limitations regarding financials. There are limitations regarding asset protection. There are limitations regarding staff. There are limitations regarding the relationship with the CEO to the board and all these things, safety issues. So that is the role of the board, is to think through. And Carver was genius about this in a scientific way. He thought through a dozen different categories of risk that the board needs to think about ahead of time. And of course, you're not going to think about all risks that can happen, especially today. It's so hard to figure out what's going to come at you at a pretty hard and rapid pace, but for the most part, to think in general, in a systematic way, what are all the risks that an organization might encounter? And to think about that in a systematic way and do it ahead of time and have those boundaries in place, which then provides the CEO freedom to do anything else. The beauty of policy governance is it lays out the boundaries of acceptability, like a football field and says, you have to stay within these parameters, within these limits, within the rules that we've outlined. You could do anything else to achieve your end if they haven't already been stated. So it's empowering to the CEO. It gives freedom to the CEO. It gives them freedom to make mistakes. But does provide those boundaries, which is clear communication between the board and the CEO. [00:25:45] Tommy Thomas: Go back to the Board Chair for a minute.  So you got but the two or three questions that I like to ask that, that I think the answers are good and one of them is, you get all the high power, which you want people that have got experience in making tough decisions dealing with complexity, dealing with risk But sometimes it's difficult for the, for those people to take the CEO hat off when they walk into the boardroom and become a member of the whole. Have you experienced that in recruiting board members and how have you effectively coached them into good board service? [00:26:19] Carl LaBarbera: So, are you asking, I just want to be clear, you're asking about those who have been or are CEOs that now become a part of the board, that kind of leader? [00:26:29] Tommy Thomas: Yeah, they're probably still the CEO in their organization and they've got an expertise that you need on the board. [00:26:34] Carl LaBarbera: Yeah, exactly. Now that is a difficulty because, CEOs by nature are built to want to do strategy and make decisions and get things done. That is not the job of the board. And so, they really have to, and that's one of those characteristics of a good board members, you need to really set aside maybe your own leadership gifts to allow yourself to be a part of this team who is now going to operate from a 30,000 foot perspective, not at the operational level. Under Policy Governance, the Board's role is governance – not management.  That is a critical element of governance. Because that's not where we work. We are governance is not management. That is a critical element of governance. It is not management. We shouldn't be doing management work. We have professional CEOs that we've hired. We feel that the board members should be as professional as the CEO. Why shouldn't they be as trained and have as much expertise about their job that the CEO has about hs or her job and but to do that job and not someone else's right that there's another training element that high level leaders just need to be trained that this, you are not operating the organization. We are governing the organization. And that's a big difference. You're taking your leadership.  Your directive often becomes a trustee, which is a different role. [00:28:03] Tommy Thomas: You mentioned the CLA for people who might be members. There are people that might be Christian organizations. What about your standard, other kind of nonprofit? Where might they get this kind of training? Are there seminars or Policy Governance training that one could attend or sign up for? [00:28:23] Carl LaBarbera: Absolutely. I belong to the Govern for Impact Association.  They have an annual conference, and they have sessions throughout the year as well. And it's been a great place for me to really learn the process. It's a complex process and it should be.  They have classes, they have seminars, they have this conference once a year. There is training, future board members and chairmen, chair, chairwomen, chairpersons to do this work. And the interesting thing, this organization, started originally with the Carvers and those who are Carver-trained and but now has become this international organization, literally. And actually has been participating in in Europe to develop ISO standards. I was in the aerospace industry, everything we did, especially for government and military work had to be done to international standards or Boeing standards or Lockheed's or McDonnell Douglas standards. So now Policy Governance has been embedded in an ISO standard for governance, what we're hoping to see is that will trickle down and that will become expected of boards to adhere to a set of, international best standards. Policy Governance will be included, and will be a framework for that. [00:29:49] Tommy Thomas: What advice are you giving somebody who comes to you and said they've been approached by an organization to serve on their board? What questions are you telling them to ask? [00:30:00] Carl LaBarbera: Yeah, that's a good question. Yeah, I guess I would warn them or ask them. They should know everything about that organization and how it operates that they can. And one of those things would be to see if there is Policy Governance in place. Just obviously, if you want to read the bylaws, to read those governing documents that will affect their role because the worst thing that can happen is someone get on a board and have to spend so much time and tedium and making decisions that are management decisions. When I first began serving with our church, there was an old process developed over many years where you had elders who each one represented an area of ministry in the church, and then they would come together as an elder board as a governing board. And then each 1 would be reporting out from their area of ministry which could be a dozen different ministries. And so, you have 20 people on a board and you are spending hours and hours listening and thinking about things that you really shouldn't be thinking about. That is not your job. And so, I definitely would not want to be a part of that board. And I would advise others not to be a part of that board. If the organization is not clear about that. The board's role in their job. I wouldn't advise being a part of that board. [00:31:34] Tommy Thomas: Thank you for joining us today. If you are a first-time listener, I hope you will subscribe and become a regular. You can find links to all the episodes on our website: www.jobfitmatters.com/podcast. Tommy Thomas: If there are topics you'd like for me to explore my email address is tthomas@jobfitmatters.com.  Word of mouth has been identified as the most valuable form of marketing. Surveys tell us that consumers believe recommendations from friends and family over all other forms of advertising. Tommy Thomas: If you've heard something today that's worth passing on, please share it with others. You're already helping me make something special for the next generation of nonprofit leaders. I'll be back next week with a new episode. Until then, stay the course on our journey to help make the nonprofit sector more effective and sustainable.   Links & Resources JobfitMatters Website Next Gen Nonprofit Leadership with Tommy Thomas The Perfect Search – What every board needs to know about hiring their next CEO Christian Leadership Alliance Govern for Impact Robert K. Greenleaf Center for Servant Leadership Ruth Haley Barton World Impact   Connect tthomas@jobfitmatters.com Follow Tommy on LinkedIn   Listen to Next Gen Nonprofit Leadership with Tommy Thomas on: Apple Podcasts | Spotify | Stitcher | Google Podcasts

In this episode, Scott talks about Robert Greenleaf's seminal essay “The Servant as Leader.” Servant leadership is not about a personal quest for power, prestige, or material rewards. Instead, from this perspective, leadership begins with a true motivation to serve others. Scott is joined by a special guest – his Dad (hey, the price was right) – who speaks about one man's experience practicing the philosophy over 50 years in business. Further InformationThe Servant as Leader Download (Robert K. Greenleaf Center for Servant Leadership - $4.99)Ten Principles of Servant Leadership from IndeedBusiness Insurance New Names TML Risk Pool to 2020 “Best Places to Work” ListTDIndustries “What Does Servant Leadership Mean?”Strategic Government Resources

What does it mean for HR leaders to bring their whole self to work when their identities are not the majority?Being an HR leader is already challenging, but being the only one who looks like you only amplifies those challenges.On this episode of HR Fresh Take, we're revisiting the conversation from our June 2023 event “The Black HR Experience”, hosted by Philly SHRM and the National Association of African Americans in Human Resources (NAAAHR),We'll dive into the Black experience and how that intersects with leadership roles within Human Resources and the organizations at large. We'll also discuss other areas such as allyship, psychological safety, and retaining Black talent.We're joined by Orien Barnes, VP of Organizational Development and Effectiveness at CHOP, Alain Doroseau, VP of Client Services at CCI Consulting, and Dr. Tanya O'Neill, Director of Organizational Development at Temple University Health System & Philly SHRM Board member. Leading the discussion is Co-host and Producer of HR Fresh Take, Kaela Blanks.More about Orien….Orien Barnes serves as Vice President of Organizational Effectiveness and Development, at The Children's Hospital of Philadelphia (CHOP). Orien is responsible for enterprise-wide vision, strategy, development, and communication of best-in-class practices to address organizational effectiveness, leadership development, learning and employee experience.Prior to joining CHOP, Orien spent 18 years at AmeriHealth Caritas in positions of increasing responsibility. Her last role at AmeriHealth was Vice President, HR Learning, Talent Management & Organizational Development, where she was responsible for developing the strategy and overseeing the design, implementation, and evaluation of programs that enhance organizational performance, facilitate professional development, and build strategically necessary capabilities and competencies. Orien holds a bachelor's degree in Computer and Information Science from Spelman College and a master's degree in Adult Training and Organizational Psychology from St. Joseph's University. She believes it is an honor to serve the employees, patients, and families of CHOP. One of her favorite quotes from Robert Greenleaf captures her leadership approach – “The servant-leader is servant first…it begins with the natural feeling that one wants to serve, to serve first.” While Orien has served in many roles in her career, her most important role is mom to her daughters, Madison and Jordyn. More about Alain….As Vice President, Client Services, Alain builds and maintains business relationships with leading HR executives in the Greater Philadelphia region. He has deep expertise in HR services and strategies and helps clients implement human capital management solutions that drive business performance. Prior to joining CCI Consulting, Alain worked for Insperity, a professional employer organization, where he provided human capital solutions and Fortune 500 HR tools to small and midsize business owners. A significant portion of his time was spent providing methods to C-suite executives so they could mitigate owner liability and risk. Additionally, Alain designed and launched successful proposals focused on retaining high potential talent and enhancing team effectiveness. He also created and delivered training and change management programs across functional areas. Known for his dynamic professional style and creative approach to working with clients, Alain thrives on helping businesses provide the healthiest and most bountiful workplace environment. He strives to unlock an organization's potential through analyzing data, identifying key performance indicators (KPIs), and, most importantly, Business, Engagement, Human Resources, Management, Thought Leadership, Return to work, Inclusion, Hybrid work, phillyshrm.org

“Leadership and life is about human relationships.” [1:04] Servant leadership has emerged over the last 40-50 years as a solution for leaders in the business world changing their attitude when it comes to leading their organizations“Listening lands first on my list because it's a crucial yet frequently absent trait in leaders.” [3:08] Marcel credits Robert Greenleaf as responsible for the modern Servant Leadership movement as he dives into the characteristics of a servant leader.“Empathy has been proven to drive performance.” [3:32] Listing empathy as the second characteristic of servant leaders, Marcel explains that it is an extension of listening. Where leaders are able to be understanding and listen to others without judgment. “How have you been a servant leader?” [6:23] Marcel poses this question after he shares the other 3 characteristics of a servant leader: Self-Awareness, Foresight, and Commitment to the Development of people. Consider how you have modeled the traits of servant leadership. What would it do for your team if you were to think and act this way?Mentioned in this episode:Marcel Schwantes - Ooltewah, Tennessee, United States | Professional Profile | LinkedInMarcel Schwantes

Back in the 1970's, Robert Greenleaf coined the term "servant leadership" to describe a style of leadership that wasn't leader-centered. Great. But too often this term and even the concept gets misinterpreted or misapplied as simply "being nice". In this week's episode, Chad shares three ways being nice goes wrong and how we can properly apply servant leadership. Audio Production by Podsworth Media - https://podsworth.com 

In this episode of the "Psych in Business" podcast, your host, Dr. Ernest Wayde outlines the fundamental principles of Servant Leadership, delving into the concept's seven pillars. The episode begins with a personal perspective on adopting the servant leadership approach, highlighting the importance of leading through service and setting the stage for a comprehensive exploration of its modern foundations.The origins of servant leadership trace back to an essay by former AT&T executive Robert Greenleaf in 1970. It advocated for leading through service, a concept that remains at the core of the servant leadership model today. The discussion takes a closer look at how this approach was further developed by SAP and Fricke in 2009, focusing on key themes that echo Greenleaf's original essay.The heart of the episode revolves around the seven pillars of servant leadership:Person of Character: Leaders are encouraged to embody integrity, consistency, ethics, and trustworthiness. They are humble, admit their mistakes, and use their values as a guiding compass.Putting People First: Servant leaders prioritize the needs of others, often going above and beyond what is expected. They nurture growth, engage in mentoring and coaching, and genuinely care about their employees and colleagues.Skilled Communicator: Effective communication is crucial, emphasizing empathetic and active listening. Leaders actively seek feedback and motivate employees to find their own motivation.Compassionate Collaborator: Servant leaders build inclusive communities, fostering psychological safety where all team members can freely express themselves without fear of repercussions.Foresight: Leaders with foresight possess long-term vision, anticipate consequences, make difficult decisions, and prioritize the organization's success over popular opinion.Systems Thinker: Leaders understand the interconnectedness of various aspects of an organization, enabling them to navigate change successfully and make informed decisions.Lead with Moral Authority: These leaders respect and appreciate everyone's role in the organization, share power as appropriate, and set clear cultural expectations. They lead by example, modeling the behavior they expect from others.You can visit his business website at: https://www.waydeconsulting.com/

More than 50 years ago, Robert Greenleaf broke ground with his concept of servant leadership. And while this idea is still relevant today, we believe it's more than putting others first. In fact, author and self-proclaimed nonprofiteer Evan Wildstein says that by hyphenating the term, you become both — a servant and a leader. And that's where the magic happens. In this episode of the Go Beyond Fundraising podcast, we talk with Wildstein about his new book, “The Nonprofiteer's Fundraising Field Guide.” He outlines the 10 traits of a servant-leader that Greenleaf introduced and proposes a new way of looking at them that can help you grow your mission.

Alan Fredendall // #LeadershipThursday // www.ptonice.com  In today's episode of the PT on ICE Daily Show, ICE COO Alan Fredendall introduces the concept of servant leadership in the workplace, discusses the four main characteristics of servant leaders, research supporting the use of servant leadersihp at work, and the intersection of "burnout" & lack of servant leadership at work. Take a listen to today's episode or check out the transcription below. If you're looking to learn more about courses designed to start your own practice, check out our Brick by Brick practice management course or our online physical therapy courses, check out our entire list of continuing education courses for physical therapy including our physical therapy certifications by checking out our website. Don't forget about all of our FREE eBooks, prebuilt workshops, free CEUs, and other physical therapy continuing education on our Resources tab. EPISODE TRANSCRIPTION 00:00 ALAN FREDENDALL Good morning, PT on ICE Daily Show. Happy Thursday morning. I hope your morning is off to a great start. My name is Alan. I'm happy to be your host today here on the Daily Show here on Leadership Thursday. We talk all things leadership, small business management, practice ownership, that sort of thing. Leadership Thursday also means it is Gut Check Thursday. This week's Gut Check Thursday. I tested this this past Tuesday. Pretty simple, but doesn't mean it's easy. Ten rounds for time, ten calories on a fan bike, that assault bike or eco bike for gentlemen and seven calories for ladies, followed by ten pull ups. So the challenge here is going to be to keep that bike as fast as you can while trying as big of a sets of pull ups as you possibly can. Just a warning, that's a lot of pull ups. If you're not used to that much pull up volume, surely you can grind through this and get through that many pull ups, but it's probably going to leave you quite beat up. I know myself today, my lats, my biceps a little bit are sore. So if you're not used to that kind of volume, maybe scale that down, maybe eight rounds for time, maybe seven rounds for time, maybe even five or six rounds for time. Maybe keep the calories on the bike, but cut the pull ups in half, maybe ten, seven cows on the bike, five pull ups, ten rounds, something like that. And overall, try to keep it between 15 to 20 minutes aiming for maybe a minute to two minutes per round or faster. So again, pretty simple. Get off the bike, do some pull ups, go back to the bike. You're going to hit a wall on the pull ups eventually, just a matter of how long you can hang on before those start to fall apart. Some courses coming your way next weekend, the weekend of July 29th and July 30th. We have upper body dry needling down in Dallas, Fort Worth area. That course has two seats left out in Denver. We have Alexis with our ice, ice, ice pelvic live course that same weekend, two chances to catch older adult live either with Alex Germano up in Boise, Idaho, or with Christina Prevot down in Watkinsville, Georgia. That's about 90 minutes east of Atlanta out towards the Athens area. And then extremity management will be in Madison, Wisconsin that weekend with Lindsay. The weekend of August 5th and 6th, again, dry needling will be out on the road with Paul, this time lower body in Greenville, South Carolina at Onward Greenville. Older adult live will again be on the road with Alex Germano, this time in Frederick, Maryland. The weekend of August 12th and 13th, dry needling will again be out on the road, this time lower body with Paul out in Salt Lake City. Extremity with Lindsay on the road again, this time in Rochester Hills, Michigan. Total spine thrust will be up in Bellingham, Washington with Justin Dunaway. And then you have another chance at older adult live, this time with all of the faculty and teaching assistants at the older adult live summit that will be in Lexington, Kentucky at Stronger Life. I will be there for that one. That's going to be a great weekend. So if you can make it down to Lexington that weekend, you should. Finally, the weekend of August 19th and 20th, again, dry needling will be on the road with Paul, lower body in Phoenix. Extremity will again be on the road with Lindsay, this time in Fremont, Nebraska. That's right outside of Omaha. Older adult live will be in Bedford, Texas right outside of Dallas or up in Minnetonka, Minnesota. That will be right outside of the Minneapolis area. So those are the courses coming your way in the next month from ICE. Today's topic, servant leadership. We have touched on this a little bit before, but we're going to get really nitty gritty today and we're going to more importantly talk about some of the research supporting the use of servant leadership in practice. So servant leadership, what is it, how to get better at it. We're going to define it. We're going to list the characteristics. We're going to give some examples of high quality servant leadership and talk about the research supporting the use of servant leadership. So first things first, what is servant leadership? You may have heard of this. You may have seen some books maybe in the airport, in the business section or something like that about servant leadership. It is a leadership principle founded in 1970 by a gentleman by the name of Robert Greenleaf. And it was an essay basically published called The Servant as Leader. And the idea behind servant leadership is leaders are essentially individuals that look and act no different than any other member of the work team of no matter what you're doing, you are hauling garbage away. You are a physical therapist. You work on a computer doing data entry or software development or something that servant leaders, true servant leaders are yes, maybe the owner of the company. Yes, in charge of a team of people, but they're also on the ground still doing the day to that composes the work of whatever the business is trying to accomplish, whatever product or service they are trying to offer. Team members then should be easily relatable to the leader because they are essentially doing the same thing. Maybe the servant leader is not doing as much of it, but they have certainly started in whatever work they are now leading and they are still doing some or most parts of it day to day. The whole idea here is that when someone is not a servant leader, we don't necessarily notice when someone is a servant leader, but we certainly notice when someone is not a servant leader that when their fellow servant, when their fellow teammates, employee, colleague, however you want to define yourself is absent, when that person is gone, the team itself, the work that the team does overall feels less organized, less functional. That day to day looking at a group of people, you might not be able to figure out who the leader is because again, they are doing the day to day work of the organization much like everybody else that works there, but when they are not on the job, things just don't function as well. They keep things organized, they understand a lot more details of the work to be done because usually they are people who have spent a lot of their time doing it. They may have been, for example, physical therapists in practice for 5, 10, 15, 20 years. They may have all of the knowledge of the back end work of the business and when they are not there, yes, work continues, but it's just not as productive. Work gets a little bit slower, it gets a little bit harder to do and overall the idea behind servant leadership is that having the servant leader there makes everyone else's job just a little bit easier, not only by performing their share of the work, but by helping everybody else stay organized and on task as well. This is in stark contrast to almost every other business philosophy and leadership philosophy Most businesses are running kind of a leader first mindset where the goal of the leader is to squeeze productivity out of people. This is obviously very common in physical therapy, but it's common across business in general of oftentimes the leader of a physical therapy clinic of a large company may not even be a physical therapist or may not even know the work that happens at that organization. They are just there to essentially be a boss, to crack the whip, to squeeze productivity out of people, to make sure deadlines get met and things like deliverables get delivered and otherwise kind of push the organization along even if it's not functioning well and even if the people in the trenches doing the work may think, boy, what would really help right now is an extra set of hands. That doesn't happen in a leader first culture, but it does happen in a servant leadership culture. So let's talk about characteristics of servant leadership. So there are four main characteristics. The first is that a servant leader always approaches work with an unselfish mindset. That is to say, there is no task beneath a servant leader. If the leader expects the toilets to be cleaned at the start of each day, if it's not done, it is not beneath the servant leader to go in and clean the toilets themselves. They still practice whatever profession they are leading. They are still a practicing physical therapist, a practicing software developer, whatever. And they still perform a lot of the mundane day to day tasks that not only do they expect of others, but are necessary for the organization to function and thrive. You will find these people still cleaning windows, cleaning up those tiny little pieces of toilet paper that get ripped off the roll and in bathrooms. You will still find them treating patients. You will still find them doing their documentation. You will still find them doing all the things that they expect the people that work for them to do on a daily basis. I think often here at ICE of I'm very familiar with what it's like to spend an entire day or maybe multiple days with a delayed flight or a canceled flight or trying to drive across the country to make it to teach to a course of understanding what it's like to do the really boring, mundane, kind of agonizing tasks day to day of a job, of driving across the country to bring equipment to make a course happen. That is stuff that I have done in the past. That is stuff that I still do. And I am able to relate to when that happens to others who work here at ICE because I have done it myself. Again, that is in stark contrast to the way that a lot of organizations are run where the person in charge may not have any idea of the actual work that goes on in the company. They are just there to boss people around and ask for reports and that sort of thing. Essentially, approaching work with an unselfish mindset is saying that I know exactly what it's like to do your job and I'm also not above doing it and I probably still do a lot of it. The second main characteristic of a servant leader is that they encourage diversity of thought. That the leader's ideas aren't necessarily best just because they are the leader's ideas, but because they come from the leader after that they have incorporated everybody else's thoughts, feedback, and opinions of everybody on the team. That large decisions should be team decisions. Large decisions should be team decisions. The third characteristic of a servant leader is that they create a culture of trust. That they are not some lofty, unapproachable individual that maybe works in a different state that maybe now works in the Caribbean from some island or something because they're so rich and they jet in every now and again to collect their checks or yell at some people or fire somebody or something like that. That they are just a regular person that still comes to work every day, that still gets up, still gets their kids breakfast and gets them on the bus to school and still comes in to work just like everybody else on the job site. They don't just come to work to boss people around, they come to work to work and to guide others to be more productive in their work, not to just come and make new rules and punish people and then go hit the golf course. The last and maybe the most important characteristic of servant leadership is that servant leaders foster leadership in other people. That they recognize that true long-term success, true long-term sustainability at a job, true long-term productive, profitable work comes from building a successful, often multi-generational team of yes, in the moment I'm thinking of tasks that need to be accomplished and deadlines that need to be met and costs and expenses, but I'm also in the back of my mind thinking who here is next going to sit in my seat and I'm trying to give that person advice and guidance and mentorship so that someday they can also be a leader within the company and that treating everybody within the company as a potential leader not only empowers them, builds a culture of trust, but really fosters leadership in them in a way that when the leader happens to not be there, things don't fall apart of like oops, we can't even unlock the door to let patients in for the day because the boss is out of town today until noon, of fostering leadership in others and having others take over some of the leadership tasks of the job. Most businesses are only created with the goal of growing them big enough to sell them and essentially just to acquire wealth, to be sold at some point for a profit. There is often not a lot that goes into the fostering of other leaders to take over the company to keep the company continuing running. It's often thought of I hope I can make this go long enough so that I can sell it someday and get a big golden paycheck and then it's somebody else's problem. Not many people approach work with the mindset of who's going to take over my position after me and continue to grow this thing into a successful multi-generational business. So that's what servant leadership is. The characteristics of a servant leader. What is some really nice research that supports the incorporation of servant leadership in the workforce? So none of these papers are going to be found in physical therapy journals or fitness journals. These are all going to be from managerial science journals. Really really interesting stuff that you really you can't put down that you can't keep flipping the page. But I want to share three articles with you that I hope hit home. The first is research on reduced employee turnover nutrition. This comes from a paper from Cash App and rang rang a car. Sorry if I butchered that. This is from the Journal of the Reviews of managerial science. Thrilling. This is from 2014 looking at servant leadership in the workforce and finding that when servant leadership was put into place the direct effects of servant leadership on employee perception results in reduced job turnover. That employees report that the workplace is seen as a positive place to be. That employees report having higher levels of pride in the work that they perform when they're on the job. That they feel they are rewarded accordingly and that they genuinely this is a direct quote generally enjoy the company of the people that they work with. It's a fun enjoyable place to be. It's great when there's a lot of synergy between coworkers and it's not just a place where you clock in and you clock out. Servant leaders model the behavior expected of others and that is very rewarding to everybody else that works there and to the organization as a whole. The second paper I want to cite is on life improvements outside of the workforce. So everything that's not work what changes in somebody's life when they work in a job where the leader is a servant leader. This is from Zimmerle, Holzinger and Richter from 2007 from the Journal of Corporate Ethics and Corporate Governance. Again another page turner. This paper reported overall reduced levels of stress and an improved ability to spend time with friends and family and meet the needs of the family unit at home outside of the workplace when the workplace was run by a servant leader. Subject reported that when their work needs felt met they had more bandwidth, more mental energy to support others outside of work, to support their spouse, to support their children, to support other members of their family and friends outside of the workforce. And just concluding that when a servant leader is in charge work is not this kind of hellacious place where all we're trying to do is make it to the end of the day. That it's just this block of time on the calendar that we have to grind through and suffer through and it's really kind of this hellacious experience. Subject reported that we leave work feeling maybe at least not as drained as maybe other positions but maybe even leaving work for the day feeling energized, having more time, more energy to go do other more enjoyable stuff. Again spend time with friends, spend time with family members that when work itself is enjoyable and rewarding it's a sustainable pace that allows both work life and family and outside work life to really function and thrive. Our last paper here is that servant led workplaces are sustainable workplaces. This is from Chukotai and colleagues in 2017 from the Journal of Applied Research in Qualities of Life and finding that servant leaders carefully manage work with the use of deadlines but also with rewards and even distribution of work allocation and regular performance evaluations so people have an idea of how they're doing, how to get better and they don't feel like they're doing an uneven amount of work for less than their fair share of pay. There's a lot on social media now about burnout and imposter syndrome and all this stuff and how to just get through your work day and the truth of the matter is most of us feel burned out, most of us feel overwhelmed because we're able to perceive that we're doing an uneven amount of work for an uneven amount of pay right. We are doing more work than our bosses do for less money than they make. As soon as your brain perceives that you start to get a really disgruntled feeling in your mind and that is the nucleus that turns into burnout, that turns into maybe I don't want to be a physical therapist anymore, maybe I want to sell real estate. That is palpable in the workplace. As soon as you walk into a business you can tell when the people there are kind of just staring straight forward, they have that dead look in their eyes and you can tell that they are not happy to be there, they are not thriving. That servant led workplaces are focused on the results, not the effort of telling people to get all of their work, get X amount of work done immediately and the rationale is because I said so. For example, very common in physical therapy right, get all of your documentation done by the end of the day. Why? Well because I said so and I'm in charge. Maybe the biller has already gone home for the day and there's no way that that documentation is going to turn into claims anyways. So what the hell does it matter that I get this done by 6pm if it's not going to be looked at until tomorrow morning or if it's Friday it's not going to be looked at until Monday? Why am I at work until 8pm or 10pm at home doing my notes when they're just going to sit unaddressed for a day, two days, three days? That is kind of a boss led work environment versus a servant led work environment that says hey, get X amount of work done by Y date and you will get Z reward right? Get all of your documentation by the next pay period and that's it right? I don't care when you do it, I don't care if you do it a little bit every day, I don't care if you wait until Sunday night and do all of it at once. Like I literally don't care about the effort that it takes to get the work done, I just care about the results of the work, that the work is high quality and then it gets done. I don't care how you practice physical therapy, as long as patients get better, they leave physical therapy feeling better, they are healthier, fitter, stronger people leaving physical therapy, I don't care how you got there right? So servant led workplaces are focused on results and not just doing effort to say that effort has been done. This is objective, measurable and repeatable led work. We can track this stuff, yes, if we care about data and reports, but ultimately again we care about the results and not the effort. And so ask yourself, am I burned out because I believe that I'm not skilled enough, that I'm not competent enough as a clinician or am I really burned out because I work in a boss led workplace and not a servant led workplace? And I think you'll find that most of you considering leaving the profession, considering changing jobs are really aware in the back of your head that you are not working for a servant leader. You may be working for somebody who doesn't even live in your state, right? You may be working for somebody who's not even a physical therapist. The owners of your company may be investment bankers from New York City or Chicago or LA and you are just going to work to generate money so they can go on really nice vacations and have a cabin and a yacht. And again, the moment your brain starts to perceive that, that's really where kind of that disgruntled feeling comes in. And I would urge you to look around that there are many clinics out there, there are many workplaces out there that are led by servant leaders and you really just need to tell yourself that you're not going to settle until you find that place where you come in, work is maybe not necessarily overly energizing, but it certainly doesn't take so much out of you that you feel drained for the day, that you have to go home at 5 p.m. and go to bed for the day and all you can do is lay on the couch and watch TV until you fall asleep. A really high quality workplace led by a servant leader can be a fun environment, it can be an energizing environment, it can leave you with enough energy in the tank to where you can go home and do whatever you want with the rest of your day and the rest of your life and that you don't feel like you're just doing work to get work done, to check the box on things like reports and to produce data for somebody to look at and rubber stamp it. So again, don't settle until you find that nice servant led workplace. So servant leadership, what is it? It is a servant mindset, it is somebody who comes to work with the mindset of they have done that job before, they're likely still doing that job, they're able to help you get better at doing it so you don't have to spend as much physical and mental energy doing it as well, right? They are often great mentors, they lead their workplace in a way that makes it more organized, that makes it easier to work at and maybe even makes it a fun energizing place to work at. They embody four main characteristics, they approach work with an unselfish mindset, no task is beneath them, they encourage diversity of thought, they have meetings where they ask for your thoughts and opinions on decisions, again large decisions are team decisions, they create a large culture of trust, they're not this lofty individual living in Costa Rica, they are standing next to you, they are in the other room treating a patient and that they foster leadership in others, they challenge you to take over some of the reins the whole idea is creating a sustainable multi-generational business. Know that there's a lot of research supporting this, that it often leads to less turnover, it leads to higher quality of life outside of work for employees and then overall it leads to a sustainable work environment where people don't feel that quote unquote burnout feeling. And recognize that burnout is often not remedied by taking more vacations or reading more It's found by working for people who are servant leaders, of not being afraid to move yourself in a position or maybe even move yourself geographically to find a really high quality servant led workplace. They are out there, you just need to tell yourself that you're not going to settle until you find it. So servant leadership, I hope that was helpful, I hope you have fun with Gut Check Thursday, if you're going to be at a live course this weekend I hope you have a fantastic time, have a great Thursday, have a great weekend, bye everybody. 22:20 OUTRO Hey, thanks for tuning in to the PT on Ice Daily Show. If you enjoyed this content, head on over to iTunes and leave us a review and be sure to check us out on Facebook and Instagram at the Institute of Clinical Excellence. If you're interested in getting plugged into more ICE content on a weekly basis while earning CEUs from home, check out our virtual ICE online mentorship program at ptonice.com. While you're there, sign up for our hump day hustling newsletter for a free email every Wednesday morning with our top five research articles and social media posts that we think are worth reading. Head over to ptonice.com and scroll to the bottom of the page to sign up.

The phrase “servant leadership” was coined by Robert Greenleaf in the 1970s. While working at AT&T, Greenleaf recognized that individuals and organizations ought to be known as servants who lead instead of leaders who happen to serve. He said the best test to determine if one is a true servant leader is asking, “Do those served grow as persons? Do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants?” In Luke 10, Jesus visits the home of Mary and Martha. Today, we turn our attention to Martha. It is easy to read this passage and shake our heads in disappointment at Martha who, rather than sitting and listening to Jesus, was bustling around preparing dinner. We may think, “Oh, Martha, Martha, Martha. You’re not focusing on what truly matters. Always trying to impress...” But before we criticize Martha for her Southern-Bethany hospitality, take a closer look at where Luke places this account. Notice that it comes directly after Jesus’ Good Samaritan parable of going above and beyond to help one’s neighbor. Is Luke simply playing mind games with his readers? No. Martha was fulfilling the lesson of the Good Samaritan (vv. 25–37). Like the Good Samaritan, she saw a need and was doing everything she could to meet it. The problem was that her efforts to make everything perfect outdid the need to serve, and the text says she was “distracted” (v. 40). Could she have simplified her preparations? Was her focus on the right thing? Servant leaders don’t serve just to complete a task. Instead, they serve, so that they and others will grow and become more like Christ. >> What part of servant leadership challenges you? Do you struggle to see the needs of others? Or, in serving, do you focus more on perfection than meeting the actual need? Challenge yourself to find a way to serve someone selflessly today.

Lee Lucas 10:38–42 La frase “liderazgo de servicio” fue acuñada por Robert Greenleaf en la década de 1970. Mientras trabajaba en AT&T, Greenleaf reconoció que las personas y las organizaciones deberían ser conocidas como servidores que lideran en lugar de líderes que sirven. Dijo que la mejor prueba para determinar si uno es un verdadero líder servidor es preguntarse: “¿Aquellos a quienes se sirve crecen como personas? ¿Son más saludables, sabios, libres, autónomos, más propensos a convertirse en servidores?”. En Lucas 10, Jesús visita la casa de María y Marta. Hoy, dirigimos nuestra atención a Marta. Es fácil leer este pasaje y mover la cabeza desilusionados por Marta quien, en lugar de sentarse y escuchar a Jesús, estaba ocupada preparando la cena. Podemos pensar: “Ay, Marta, Marta, Marta. No te estás enfocando en lo que realmente importa. Siempre tratando de impresionar . . .”. Pero, antes de que critiquemos a Marta por su hospitalidad, mira más de cerca dónde coloca Lucas este relato. Nota que viene directamente después de la parábola del buen samaritano de Jesús de ir más allá para ayudar al prójimo. ¿Está jugando Lucas con sus lectores? Marta estaba viviendo el ejemplo del buen samaritano (vv. 25–37). Como el buen samaritano, vio una necesidad y estaba haciendo todo lo posible por satisfacerla. El problema era que sus esfuerzos por hacer todo perfecto superaban la necesidad de servir, y el texto dice que estaba “distraída” (v. 40 NTV). ¿Podría haber simplificado sus preparativos? ¿Estaba su enfoque en lo correcto? Los líderes servidores no sirven solo para completar una tarea. Sino para que ellos y otros crezcan y se vuelvan más como Cristo. ¿Qué parte del liderazgo de servicio te desafía? ¿Te cuesta ver las necesidades de los demás? ¿O, al servir, te enfocas más en la perfección que en satisfacer la verdadera necesidad? Ponte a prueba para encontrar una manera de servir a alguien desinteresadamente hoy. See omnystudio.com/listener for privacy information.

Through a collective leadership culture, it is possible to move the needle of societal change forward. Here, to talk about the power of Latino leadership, is Dr Juana Bordas. In this Episode 119 of the LLP, Dr Bordas talks about how to create a philosophy of positivity, how to start leaving an impact, and the truth about immigration. She also shares about the collective culture that is Latino leadership, how her mother laid the foundation for her life, and how the new generations are driving meaningful change. Ready to learn more?   Episode Timeline: [07:40] Dr Bordas is how old? [09:17] A life philosophy. [15:36] Dr Bordas' origin story. [20:11] The truth about immigration. [28:00] Building bridges with the latest generation. [36:34] What is Latino leadership? [41:47] Being comfortable with yourself. [53:06] Latinos facing negativity. [59:45] Dr Bordas' mother. [63:58] The Power of Latino Leadership ¡Ahora! [66:19] What is next for Dr Bordas?   Key Takeaways: How to create a positive life philosophy. Why immigration is valuable for the world. How the new generations are changing society. What is Latino leadership? How to embrace the power of Latino leadership.   Notable Quotes: “Leadership begins with you.” – Dr. Juana Bordas [13:52] “Each culture brings gifts.” – Dr. Juana Bordas [23:02] “You can't be anybody else anyway, so you've got to be yourself.” – Dr. Juana Bordas [30:56] “Change takes a long time.” – Dr. Juana Bordas [35:16] “Leadership is about transformation.” – Dr. Juana Bordas [40:34] “Lead others. Manage yourself.” – Dr. Juana Bordas [44:50] “Inclusion means you make the table bigger.” – Dr. Juana Bordas [55:35] “We're all Latinos.” – Dr. Juana Bordas [66:05]   Connect: Find | Juana Bordas Business: www.juanabordas.comBusiness: http://www.mestizaleadership.com/ Facebook: @JuanaBordasTwitter: @juanabordasYouTube: Juana BordasTikTok: @juana_bordas Instagram: @bordasjuana LinkedIn: www.linkedin.com/in/juanabordas   Dr. Bordas' books: www.juanabordas.com/books     Bio: Dr Juana Bordas is the author of The Power of Latino Leadership – Ahora! and the best-selling book Salsa, Soul, and Spirit: Leadership for a Multicultural Age. Both books are considered breakthrough work on leadership in communities of colour. Dr. Juana Bordas is the President of Mestiza Leadership International, a company that focuses on leadership, diversity, and organizational change.   Juana served as advisor to Harvard's Hispanic Journal on Public Policy, the Kellogg National Fellows Program, as board vice chair of the Greenleaf Center for Servant Leadership, and a trustee of the International Leadership Association (ILA).  A Colorado Women's Hall of Fame inductee, in 2009 the Denver Post and Colorado Women's Foundation named her Colorado Unique Woman of the Year. Juana is a founder of Mi Casa Resource Centre and the founding president of The National Hispana Leadership Institute. She is recognized as an elder and icon in the world of leadership, diversity, and the advancement of Latinos and communities of colour.  The first Latina faculty at the Centre for Creative Leadership (CCL), she taught in the Leadership Development Program - the most highly utilized executive program in the world. As a leader, teacher, activist, and author, Dr. Bordas continues sharing her wisdom and insights with people across the globe.   Dr. Bordas received an honorary doctorate from Union University and received the 2019 Life-Time Achievement Award from The International Leadership Association. She is the first Latina honoured with this prestigious award from the International Leadership Association (ILA), which has been received by Warren Bennis, Robert Greenleaf, Peter Drucker, James McGregor Burns, and Margaret Wheatley.     SUBSCRIBE TO THIS PODCAST ON APPLE PODCASTS.

Leadership is one of the most challenging areas in Christian Ministry. For hundreds and thousands of years, many types of leadership have been developed, but though some of those leadership styles are good, something important is missing in them, the element of being a servant. The term 'Servant Leadership' was first coined by Robert Greenleaf in the 1970s but even before that, two thousand years ago, the Lord Jesus came as a servant who washed the feet of His followers. In this talk, we will try to answer the questions: What is servant leadership and how is it developed? How do I become a servant leader like my Master, the Lord Jesus? Brother Alex studied medicine at the University of Oradea in Romania and has a Masters in Public and Tropical Health. He has worked as a GP and Medical Director in Khartoum, Sudan, and also for JHPIEGO and other international NGOs. He is the chairman of the CMDA in South Sudan, is the Africa Coordinator for ICMDA, and is the ICMDA Regional Secretary for East Africa. He is married to Helen and together they help care for 14 nephews and nieces.

So many good leaders didn't start with their eye on XYZ target! They start as purely passionate individuals.--How can we be guaranteed success? In this episode, Dr. Genevra Walters and Dr. Jeff Williamson delve into one of the major themes for success: passionately pursuing what you love. Dr. Genevra Walters had no interest in such a leadership position as she finds herself in now. In fact, early in her career she told her mentors that she was opposed to it. As Dr. Walters continued chasing down her passion for education and working alongside leaders in her career, the responsibility of being district superintendent began to match perfectly with her experience and drive. Currently, Dr. Walters has served as the Kankakee School District 111 Superintendent for nearly a decade. Tune in to hear more about Dr. Walter's leadership journey. She discusses the pivotal moments of her life that shaped her towards the role she is in now, the value of pursuing what you love, and the constant growth that leaders pursue. --MEET YOUR GUESTDr. Genevra Walters currently serves as the Kankakee School District 111 Superintendent. She has been leading 11 local school buildings, with a total of 5300 students and 900 staff members, for eight years. Dr. Walters graduated from the University of Illinois Chicago with her Bachelor's and Master's in Social Work, additionally pursuing her Doctorate in Education at Illinois State University. Early on in her career, Dr. Walters was in the same position that many young adults can relate to. She felt a calling towards her career path in Social Work and Education, but she struggled with knowing what success and stability looked like. Dr. Walters knew one thing: she wanted to help students equally access quality education. This personal mission remained at the forefront of her career pursuit, becoming the foundation for her success and continued mission statement in her current role. --SHOW NOTES“The Courage to Teach” by Parker Palmer“Servant Leadership” by Robert Greenleaf

You are listening to the Spark influence podcast with Spark Media Founders Peter and Misty Phillip. Spark Influence is a podcast about living a life with intention in marriage, family, ministry, and as business leaders. The show is brought to you by the Spark Media Podcast network. Visit Spark Media.Ventures for more inspiring Christian podcasts. "Leadership is not a rank or a position; it is a choice – a choice to look after the person to the left of us & the person to the right of us." — Simon Sinek Peter and Misty Phillip discuss the idea of Servant Leadership in family, business, and spiritual life. They discuss how servant leadership has been modeled for them by family and church leaders and how they've implemented this practice in their life and leadership. What is servant leadership? Jesus modeled servant leadership for us admirably in how we lead others. Put the last first and the first last. You put others before you. You become the example. Lifting everyone else up and looking after growing, mentoring, and leading others. James and John wanted a position in Heaven, but Jesus chastised them. Saying, "But whoever would be great among you must be your servant, 44 and whoever would be first among you must be slave of all. 45 For even the Son of Man came not to be served but to serve, and to give his life as a ransom for many." Jesus was the suffering servant who lived on a mission to do the Father's will to lay down his life as a ransom, a sacrifice, and a propitiation. True leaders put others first. People think servant leadership is just about the workplace. Peter says, "There are a lot of bosses, not a lot of leaders." Military leaders and moms alike eat last. "A mom is a good example of servant leadership where your concern and your goal is to raise up and empower, and help, and grow and shepherd and mentor." Peter learned servant leadership from his Father, who was honorable, moral, and upright. Peter says, "If you apply that across-the-board if you have that same level across your personal life, your business life, your friend life, right that's servant leadership is reflecting and all the things that you do." Misty brings up the Golden Rule: treat others as we want to be. They discuss leadership skills and an example of servant leadership. Being a hard worker is not the same as being a good leader. When leaders trust their employees, they empower them with the tools they need to do their job. Larry Hack surrounded himself with intelligent people and empowered them to do a great job. He was a great leader and a champion of his team. Larry is a man of faith and brings that faith element into the workplace. Misty says, "It is a principle that we live out where ever we are home or in the office." A problem they've seen with leaders is the sin of pride. People care about themselves and what can help them, not building others up. Pride is treacherous—a prideful leader who wants to take all the credit for others' work to build themselves up. In a relationship, one of the spouses is selfish. It becomes a tango between pride and narcissism. The goal should be supporting others. In his consulting, Peter often says he is in the hero business, which means he wants his client to be the hero. He is there to raise them, grow them, and help them. Misty talks about winning your husband over without saying a word, even when he is not a good leader, and applying Biblical principles to your relationship. Peter shares the story of his brain cancer and how his boss Larry handled the situation. Misty recalls the eulogy given by Jeffrey Hildebrandt of Hilcorp for Peter's dad, and it was all about servant leadership. Peter and Misty close the show with the idea that people just want to be seen and heard. Connecting with people, creating empathy, being present with them, acknowledging and treating others the way you want to be treated. Ideas Behind Servant Leadership "Good leaders must first become good servants." The ideas behind servant leadership are ancient, but Robert K. Greenleaf is the person who first articulated them for our time. Many entrepreneurs aim for what Robert Greenleaf first described in his essay The Servant as a Leader. As he put it, "servant leadership "begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead. That person is sharply different from one who is leader first, perhaps because of the need to assuage an unusual power drive or to acquire material possessions." - Robert Greenleaf Resources Mark 10: 35-45 ESV 35 And James and John, the sons of Zebedee, came up to him and said to him, "Teacher, we want you to do for us whatever we ask of you." 36 And he said to them, "What do you want me to do for you?" 37 And they said to him, "Grant us to sit, one at your right hand and one at your left, in your glory." 38 Jesus said to them, "You do not know what you are asking. Are you able to drink the cup that I drink, or to be baptized with the baptism with which I am baptized?" 39 And they said to him, "We are able." And Jesus said to them, "The cup that I drink you will drink, and with the baptism with which I am baptized, you will be baptized, 40 but to sit at my right hand or at my left is not mine to grant, but it is for those for whom it has been prepared." 41 And when the ten heard it, they began to be indignant at James and John. 42 And Jesus called them to him and said to them, "You know that those who are considered rulers of the Gentiles lord it over them, and their great ones exercise authority over them. 43 But it shall not be so among you. But whoever would be great among you must be your servant,[d] 44 and whoever would be first among you must be slave[e] of all. 45 For even the Son of Man came not to be served but to serve, and to give his life as a ransom for many." Books LEADERS EAT LAST | BY SIMON SINEK https://simonsinek.com/books/leaders-eat-last/ SERVANT LEADERSHIP | BY ROBERT K. GREENLEAF https://www.greenleaf.org/products-page/servant-leadership-a-journey-into-the-nature-of-legitimate-power-and-greatness/ LEAD LIKE JESUS | BY KEN BLANCHARD AND PHIL HODGES https://www.kenblanchardbooks.com/book/lead-like-jesus/

On this bonus episode of “Cultivating Second Chair Leaders," we take a closer look at leader identity, first from the perspective of the world, and then where we need to begin, with Jesus. Michael Harvey joins us to answer the question:, “Am I a second chair leader?” as we unpack what it means to be a leader when you aren't at the top, and the value it adds as you serve in your home, church, community and the world.  Resources mentioned in today's episode: Servant Leadership Quote by Robert Greenleaf: https://www.greenleaf.org/what-is-servant-leadership/ Definition of Second Chair leader comes from the book, “Leading from the Second Chair Serving Your Church, Fulfilling Your Role, and Realizing Your Dreams '' by Mike Bonem and Roger Patterson, 2005. Go to www.kindleservantleaders.org/podcast  to learn more about the organization, download an episode discussion guide and support our work!Connect: Instagram: @emilyphoenix or @kindle_social Facebook: https://www.facebook.com/KINDLEServantLeaders Email: emily@kindleservantleaders.org and we may share your story in the future! Share this episode with a friend and leave us a review. 

Roberta Sawatsky is a “research storyteller”.   As well as running her own consultancy, SAM is Remote, she is a business professor at Okanagan School of Business, Canada with a focus on HR and management. She blogs at Probe and Ponder… learning from life and travels.  Below are some brief show notes. For a longer summary, check out: https://www.virtualnotdistant.com/podcasts/hybrid-leadership-competencies Roberta's research is around remote work/hybrid work/work from anywhere. “You have to be willing to take the responsibility, if you're asking for the flexibility.”    Roberta has had an interest in and has been involved in leadership her whole adult life, leading teams, or in a volunteer capacity. Whenever people are in a position of leadership or something less formal, leading by relationship, they have a responsibility to take it seriously, as they are influencing people.    Roberta's recent research started in 2019, looking at the core competencies of remote workers.  She then decided to build on that research, but focus on leaders, so she extended her study leave.  “Never underestimate the impact of culture shock.” Check out Roberta's post.  16.00 MINS The research into leading hybrid teams Proximity equity:  the unconscious treatment to give preferential treatment to those in our vicinity.  Hybrid:  Some people are colocated in the same physical space, or in the same town but not working in the office, while there are other members of the team working in other parts of the world.   Robert Greenleaf's concept of servant leadership encourages questions like “Do those served grow as persons?” “Do they become healthier when being served”?  26.30 MINS In the end, the philosophy behind what we do is important. What is a leader's philosophy of leadership becomes important because of their impact over others' lives, so Roberta started to ask questions around that. She mentions the book “Humankind by Rutger Bregman”. “Autonomy in the workplace is not about passively letting employees be independent, it's also not about working in isolation or doing work without guidance, boundaries, supervision or collaboration. What it is, is about allowing people to work the way that is most conducive to their own best performance.”  42.24 MINS After covering the actions that leaders can take to nurture their teams and team members, Roberta turns to the leadership competencies.  Someone leading a team can grow these competencies and be aware of what they are already good at.  Link to Competencies for Successful Hybrid Leadership by Roberta Sawatzky  Roberta hopes that this research will reach leaders and will be incorporating this into her classes in September, as well as her consultancy and coaching work.   Connect with Roberta on LinkedIn and check out her research and company, Sam is Remote.  

In this episode, I share a discussion with Executive Coach and Change Leader Larissa Thomas on building high performing leaders and teams, servant leadership, empowering others, energy management, and leader self-care. Larissa's recommended resources are: The Guided Journey by Mike Lee; Servant Leadership by Robert Greenleaf; Who's Holding Your Ladder? By Samuel Chand; and Change Intelligence by Barbara Trautlein. You can find Larissa on LinkedIn as “Larissa Thomas” and across social media as @letcoaches 

PRE-ORDER: My Dad's Advice At 5:04 AM https://blendingthefamily.com/products/   My guest is the Co-Founder of Fathering Together, Brian Anderson. He has a new book titled "Fathering Together." Bio Brian Anderson is a husband and father to two spirited daughters that keep me inspired and exhausted every day. Prior to co-founding Fathering Together, Brian worked as a social worker, community organizer, university chaplain, and interfaith leadership development consultant. As the Co-Founder and Executive Director of Fathering Together, Brian brings those experiences to empower fathers to be agents for positive change. When not working, Brian serves as an amateur chef for his family and works on his forthcoming book: Fathering Together which provides a roadmap for fathers using servant leadership as a guide.   LINKS: Web — Facebook — Twitter — Instagram — LinkedIn     Book info: https://bit.ly/FTBookPreSale     But here's an excerpt:   The Book Last year, my daughter told me she didn't like me anymore. It is something no parent wants to hear. In that moment, I knew nothing I could say would fix it. I'd broken her trust, and it would take time for me to rebuild and strengthen our bond. In Fathering Together, this story from my life and personal narratives from fellow dads illustrate the changing landscape of fatherhood. The old archetype of dads being breadwinners doesn't cut it anymore. We must be so much more. Thankfully, Robert Greenleaf's servant leadership model provides an answer. Driven by personal narratives from my fellow dads plus research and resources, each chapter creates a roadmap for deeper engagement with your family, your community, and yourself.  In the book, you'll hear from dads who've been there, failed, and succeeded, such as: Ted who went on a personal retreat with his partner to mentally and spiritually prepare for fatherhood. Victor who's quiet son inspired him to relearn how to get the most from life. Matt who is learning new levels of allyship is for his child who identifies as trans* Ultimately, Fathering Together is a nonfiction book that speaks to new and older dads who want to reimagine fatherhood and the relationships they have with those who matter most. & The Movement   Fathering Together is not just a book title. It is a 501c3 non-profit organization dedicated to empowering dads to be agents for positive change. This book is filled with personal narratives from our members and strategies based on their experiences as seen through the model of Servant Leadership created by Robert Greenleaf in the 1960s. Greenleaf intended for his model to be used within business leadership, but its value translates to fatherhood perfectly. Therefore, I'm breaking the book into 3 parts. In Part 1, "Exploring Who Dads Were and Who They Can Be," I outline how past models of fatherhood left so many dads incomplete and disconnected from their families. Then, I shift focus to highlight new models that are emerging and dads who are leading with relationships and emotional connections. In Part 2, "Applying Tenets of Servant Leadership to Fatherhood," I break down Greenleaf's model with personal narratives and stories from my community to show how to shift your mindset and lean into emotional connection. In Part 3, "The Power of Community," I illustrate how we build communities of support, accountability, and vulnerability that work toward equity. Through this model, we can acknowledge our challenges and create strategies for growth and success with our children.   My question before you go. What are you looking forward to tomorrow? Please subscribe to my YouTube channel: https://www.youtube.com/channel/UCFhju6cCeHC9xphoWbN3frA Tommy has spoken at TEDx, Ignite Fort Collins, and Keynote Speaker at Everything Dad Convention. He even has won speaking awards through Toastmasters International.    The author of the book "25 Tips For Divorced Dads." "Why not you, "Why Not Me" and His"new dad's, "My Dad's Advice "t 5:04 AM," are coming out in 2021. He has written for The Good Men Project, Modern Gladiator, and Nurture Magazine. Plus, he has been a guest writer.   Tommy enjoys a good red blend while writing or hiding from the family. A dad to Betsy, Becca, Connor, and Duke (RIP), Otis. A husband to Ann.  Podcast music by Twisterium / freebackgroundtracks.net Contact him at  Tommy@BlendingTheFamily.com   TEDx Talk: https://youtu.be/azG2K47iz4Q    Blog: http://blendingthefamily.com/blog/    Podcast: http://blendingthefamily.libsyn.com/    Apple Podcasts: https://itunes.apple.com/us/podcast/tommy-maloney/id958223196?mt=2    Stitcher: http://www.stitcher.com/podcast/tommy-maloney/blending-the-family    Linked In: https://www.linkedin.com/in/thetommymaloney    The Good Men Project: https://goodmenproject.com/author/tommy-maloney/ Medium: https://medium.com/@thetommymaloney Calendly: calendly.com/thomasdmaloneyjr   Anyone considering suicide should contact the National Suicide Hotline at 1-800-273-8255 or chat with someone live on its Website.                

Join Azaii and Phil as they talk to their special guest Robert Greenleaf. We discuss everything from how to stay motivated, when you should get help, and why you should be skeptical of social media. If you want to talk to an academic advisor, feel free to call or text: 415-805-6292 Get more content by following us on instagram! instagram.com/jackwestinmcat Free MCAT Prep: https://jackwestin.com/

There's a theory in business called servant leadership.  That theory was first proposed by Robert Greenleaf in 1970 when he wrote, ““The servant-leader is servant first… It begins with the natural feeling that one wants to serve, to serve first. … Continue reading → The post Practicing Servant leadership appeared first on Christian Life Gospel Ministry.

Is ethical leadership a no-win situation? Is it possible to remain ethical in all aspects? We review theories from Heifetz, Burns, and Greenleaf and apply Biblical teaching and verses and through in a few moral dilemmas just for fun. Ethical Leadership Continued It seems like we live in a world of one after another high-profile scandal in business and government. Because of this, the interest in ethical leadership has grown proportionally. Prominent ethical scholars, including Ronald Heifetz, James MacGregor Burns, and Robert Greenleaf, have provided perspective on this area. A common theme is the need for leadership based on honesty, service to others, and moral courage. For Heifetz, leadership involves using authority to help followers uphold values in the workplace. Burns's theory of transformational leadership emphasizes the moral development of followers and maintaining high standards of ethical conduct. Greenleaf's approach to leadership has strong ethical overtones, with the central premise being that true leadership is service to others. Heifetz's theory of leadership is known as adaptive leadership, and it states that it is the responsibility of the leader to assist the follower in struggling with change and personal growth Burn's theory of leadership is known as the transformational leader. Burns states it is the leader's responsibility to assist followers in assessing their values & needs and to help followers rise to a higher level of functioning. Robert Greenleaf developed the idea of the Servant Leader, and he states the leader should be attentive to the concerns of their followers and should take care of them and nurture them. In addition, Greenleaf argues that the servant leader has a social responsibility to be concerned with the have-nots and should strive to remove inequalities and social injustices. Greenleaf places a great deal of emphasis on listening, empathy, and unconditional acceptance of others. In his 1986 book, The Hard Problems of Management: Gaining the Ethics Edge, Mark Pastin was the first to take a managerial approach to ethics in business. This was considered very thought-provoking on the ethics of management, and Pastin makes the following point: "An ideal [ethical] organization adds to the value of the individuals who are the organization. It does not require that individuals sacrifice some of their integrity to belong to the organization". I want to paraphrase that statement in terms of leadership. Leadership, correctly understood, operates this way: "Leadership adds to the value of the individuals who are in the relationship. Leadership does not require that individuals sacrifice some of their integrity to be in the relationship." Pastin viewed leadership as a sort of social contract, and he developed a two-pronged test for deciding the ethics of a contract that could be translated to the concept of leadership. "Social contract is sound if the parties to the contract would enter the contract freely and fairly" Pastin does not tell us what his use of the word "freely" means except to equate it with voluntarily. Pastin also does not go into how he defines the word "fairly," but there is a secret to determining if every contract is fair. "A contract is fair if the parties would freely agree to the contract even if their roles were reversed." This podcast uses the following third-party services for analysis: Chartable - https://chartable.com/privacy Podtrac - https://analytics.podtrac.com/privacy-policy-gdrp

The more emotionally and professionally connected your team is, the more efficient and productive they will be, and John is here to share how you can make them feel more connected through servant leadership. John discusses 10 different principles of the servant leadership model and how to become a servant leader. Listen to this episode to learn more: [00:48] - What is servant leadership? [01:56] - Where can you use servant leadership? [03:08] - The 10 Principles of Servant Leadership [04:26] - Business is personal because it involves people [06:02] - Being self-aware as a leader [07:37] - An authoritarian vs a servant leader [09:35] - Self-proclaimed leaders vs servant leaders [12:03] - Skills needed to become a servant leader [15:24] - How you can create a more positive work-life harmony [17:13] - Improving your leadership and contribution to the team through feedback NOTABLE QUOTES: "Businesses that follow a servant leadership philosophy tend to have stronger work cultures, with high employee morale, engagement, and retention."  "Effective servant leaders don't just speak, but they listen to what their team is telling them." "Effective servant leaders understand the importance of fixing previous problems before being able to move on to new goals and projects." "In being self-aware, you need to be able to accept and grow from your own weaknesses." "In addition to being aware of their strengths and weaknesses and those of their team members, the best leaders bring people in to cover their weaknesses." "The best leaders help cultivate and create other leaders."  "Make it easy for people to provide you with feedback because you never know from whom valuable feedback may come." USEFUL LINKS: Servant Leadership: A Journey into the Nature of Legitimate Power and Greatness by Robert Greenleaf - https://tinyurl.com/ServantLeadershipBookRG  The Power of Servant-Leadership by Robert Greenleaf - https://tinyurl.com/ThePowerOfSLBook   Servant Leadership: Learn the Most Effective Soft Skills to Become a Servant Leader and Guide Your Team to Success by Liam Taylor - https://tinyurl.com/ServantLeadershipBookLT   CONNECT WITH JOHN Website - https://thejohnhulen.com  Clubhouse - https://www.joinclubhouse.com/@johnhulen   Instagram - https://www.instagram.com/johnhulen  Facebook - https://www.facebook.com/johnhulen  Twitter - https://www.twitter.com/johnhulen  LinkedIn - https://www.linkedin.com/in/johnhulen  YouTube - https://www.youtube.com/channel/UCLX_NchE8lisC4NL2GciIWA  EPISODE CREDITS Intro music provided by Tony Palacios - https://www.instagram.com/tonytonedog/  Outro music provided by Jeff Scheetz - https://jeffscheetz.com/ 

What does it take to be a good leader? Sometimes leadership means control and enforcement of rules. The leader must demand compliance from followers. At other times leaders must empower their people to be the best at what they do. In this way, leaders become helpers who put their own needs behind their followers for the betterment of the organization. Knowing when to embrace each of these roles at the right times is a challenge. Join Steve and Dan Fouts for a conversation about leadership using the Teach Different 3-Step conversation method. Make sure you go to teachdifferent.com to learn more, and check out our library of conversation plans, where we've compiled dozens of quotes, each with their own claim, counterclaim, and essential question. Image source: Robert Greenleaf Center for Servant Leadership

Basic #1: Want to lead? Start by serving...Ever heard the saying “We rise by lifting others?” Servant leadership is a management philosophy founded by Robert Greenleaf who teaches that a leader's role is to serve. This is vastly different from traditional leadership where the main focus is the success of the company. A servant leader shares power; puts the needs of the employees first and develops their people for success.Servant leadership is a philosophy Jerry believes in strongly. “It means understanding what employees need and want to achieve, and then giving them tools and resources to meet (their own) performance expectations,” he explains. Another pillar of the philosophy is sharing power. Jerry shares that when starting out in any new role, he would take frontline staff or team leaders into his exec level meetings. “It's about sharing opportunities for creating and implementing new ideas across the business. This creates a culture where every voice is valued…”Basic #2: Want great customer experience? Work on your employee experienceTo Jerry, the most important thing a manager can focus on is their team.“Imagine you've had a bad day. And now you have to get on the phone and talk to a customer – and they're mad. You're not feeling good. How are you going to deliver in that kind of mindset? Now imagine your manager supports you and says ‘I understand, take a couple of minutes, get some coffee, just relax'...”Making sure they have the answers they need by the end of each day is Jerry's highest priority because at the end of the day, customer experience begins and ends with employee experience...“I know there will be emails from business partners and clients, but I make sure that I answer any kind of questions from my frontline employees, my supervisors, or my leaders – every day, no matter what.”Basic #3: Want to hold on tight to quality? You'll need to know when to let go!“When your new manager tells you that your team has a case backlog of four months – or over 40,000 cases – you might want to turn around and run…but there is another way. It's a big call, and some people in the business might question your tactics, but sometimes you just gotta let it go!” explains Jerry. And that's exactly what he did, announcing to his discouraged teams that “We're just going to forget those. We're going to refine our processes and we're going to get the right technology in place. We're not going to win any customer service points by bringing up old service complaints anyway!”Today, the team responds to most cases in the moment, in real time, something that wouldn't have happened if Jerry hadn't cleared a four month backlog for a fresh start.Basic #4: Want to build connections? Digital isn't (always) the answer...Jerry considers the most important attributes for frontline teams to be compassion, empathy and an ability to listen. “One of the industry's biggest challenges is how technology is being incorporated into customer experience,” believes Jerry, cautioning that companies who rely on technology alone are doomed to fail. “We all love to throw technology out there as the answer. But at the end of the day, customer experience is about humanity. It's about communication and connecting. It doesn't matter how we connect – through an email or text, or on the phone – it's about how you create real connection in the digital space and outside of it...”One of Jerry's favourite ‘connections' was how 7-eleven supported babies born on July 11th; or even 11 minutes past 7. Every year, the company would send packages to random families of babies born on that day; as well as core supplies to hospitals to keep new mums and nurses going – like onesies, gifts and a coffee bar for the nurses. “On one occasion, the company even pledged a college fund for one of those babies!”Basic #5: Want brand loyalty? Focus on quality, not quantity! To Jerry, building brand loyalty is simple: “You have to provide a service and meet the customer's expectations.” The complication comes when you consider that not all customers have the same expectation. So how do you set a bar – and how do you raise it so high that customers would have a 7-eleven themed wedding, for example? (Hint: Be sure to tune in to the podcast to hear the full story.)“It's got to be tailored to the individual. And that's what's hard about customer experience because everybody's expectations are different. You have to find the line between what's acceptable and not acceptable, and then make sure the experience you provide is always above the ‘acceptable' range.”Jerry also shares the infamous ‘2 hour 35 minute' call to Zappos story which exemplifies how using the right metrics can drive the right behaviours that build customer loyalty. In this case, tracking call quality, not quantity, but it's a great reminder of how frontline experience can be hindered without the right focus…“You need to cut through the red tape of financial gains metrics to prioritise customer experience. That builds loyalty and that's where you're going to build profitability.”Let's recap Jerry's top five customer service basics:Put your ego aside and practice ‘servant leadership'Work on providing an awesome employee experienceKnow when to start afresh with systems and processesMake building lasting connections on and offline a top priorityKeep your focus on customers; not metrics

Robert Greenleaf created the theory of servant leadership in 1970 at the age of 66. At the time, he was working at AT&T, where he had risen from lineman into organizational management.  “The servant-leader is servant first… It begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead.”  Larry Spears, longtime President/CEO of the Robert K. Greenleaf Center, came up with 10 principles of servant leadership; his list of essential ingredients from moving from a hierarchical autocratic style to one in which is focused on relationships and trust.10 Principles1.  Listening Podcast 35 How to suck less at listening - Intentionaleaders2.  Empathy Podcast 19 Your Relationship with Emotions - IntentionaleadersPodcast 20 Emotions - Intentionaleaders3. Healing Podcast 32 When is a Problem Not a Problem - Intentionaleaders4.  Awareness Podcast 17 The Johari Window - IntentionaleadersPodcast 37 Too Much of a Good Thing - Intentionaleaders5.  Persuasion Podcast 18 Influence Versus Pressure - Intentionaleaders6.  Conceptualization Podcast 05 Being Motivational - Intentionaleaders7.  Foresight Podcast 03 Embracing Failure - Intentionaleaders8.   Stewardship Podcast 06 Manager or Leader - IntentionaleadersPodcast 08 Knowing Your Values - Intentionaleaders9.     Commitment to the growth of people Podcast 04 Choosing Growth - IntentionaleadersPodcast 25 How to Burn Out Your Top Performers - Intentionaleaders10. Building community  Podcast 13 Collaboration - IntentionaleadersPodcast 31 Get Immediate Engagement and Motivation - IntentionaleadersThis selfless mindset means a perceived loss of control, of power.  Are you strong enough?Because if you can embrace this mindset shift, & understand the foundational characteristics, all of which are difficult to argue with…You too can act purposefully, lead transparently, authentically and serve successfully.  Want to strengthen your servant leadership:  https://www.intentionaleaderscourses.com/

Often our community speaks of the work Robert Greenleaf did over 50 years ago in hushed tones. Servant Leadership is something prevalent in most training classes, conference presentations, and blogs across the globe. Do we really know what it means, and understand all the challenges that prevent its ability to thrive? Join AU board member Chris Murman, AU community members Jon Schneider and Stephen Kellogg as we debate what servant leadership is and is not, the environment needed for leaders to serve people they lead, and in the end decide: is this really a thing? Greenleaf.org Here's How I Changed The Way I Fight If you enjoyed this episode, please give us a review, a rating, or leave comments on iTunes, Stitcher or your podcasting platform of choice. It really helps others find us.  Much thanks to the artist Krebs from Machine Man Records who provided us our outro music free-of-charge!  If you like what you heard, check out these links to find more music you might enjoy! If you'd like to join the discussion and share your stories  please join Coalition.AgileUprising.com Looking for real-time interaction and conversation with other practitioners?  Jump into the fray at our Discord Server! We at the Agile Uprising are committed to being totally free.  However, if you'd like to contribute and help us defray hosting and production costs we do have a Patreon.  Who knows, you might even get some surprises in the mail! Show cover artwork from slidemodel.com

Esta semana, aquí en cápsulas gerenciales vamos a hablar de un concepto llamado liderazgo servidor. El liderazgo servidor es un concepto creado en 1970 por el escritor Robert Greenleaf, en un ensayo llamado “El sirviente como líder”, y es una forma de gerencia muy distinta al estilo tradicional de control y mando. Escucha esta cápsula y descubre la diferencia entre el liderazgo tradicional y el liderazgo servidor.

Chris is on vacation! So please enjoy this re-mastered version of episode #38 of The FORT with guest Pete Chambers. Pete Chambers is the past President of the West Texas Chapter of Young Presidents' Organization and continues to be an active member. He is also Chairman of the Board at Rivertree Academy, a private, Christian school serving under-resourced students in the Lake Como community of Fort Worth. His favorite quote is Robert Greenleaf's statement that “Good leaders must first become good servants.” Chris and Pete sit down to discuss Pete's development of "The Roadmap", the process of selling a business, The Young Presidents' Organization, and being a father. Enjoy! Follow Chris on Twitter: www.Twitter.com/FortWorthChris Learn more about Chris Powers and Fort Capital: www.FortCapitalLP.com Follow Chris on LinkedIn: www.linkedin.com/in/chrispowersjr/ (03:35) — How did you plan for the “post-50” life? (07:48)  — Be a Fighter Pilot as an Entrepreneur (09:47) — What did you do with the discovery of Bob Buford and the bell curve of entrepreneurship? (13:50) — What did you implement early on that you needed to be intentional about? (14:58) — Pete's 10 Mile-Radius for Finding a Business to Buy (16:12) — How close do you walk the line with being home in time for dinner due to work? (17:17) — How do you allow your faith to guide you in business? How can you keep these two aligned? (18:58) — Your CEO is Forrest Gump (21:13) — What does servant leadership mean to you? (25:13) — What is the one thing that will set companies up to fail? How do you give recognition to employees? (28:06) — Pick Out Three Things That Your People Do Well (29:01) — When did you know it was time to sell your business? (32:39) — Words of Wisdom for First-Time Sellers (34:07) — Pete's Mission Statement and Inspiration (35:15) — The Roadmap (43:47) — What are the things that people often struggle with in the second half of life? (48:32) — Loneliness at the Top (49:57) — The Power of YPO (Young President's Organization) (52:27) — Pete's Relationship with Rivertree Academy (56:54) — Being a Father, Father-Daughter Trips, and Managing Your Marriage (01:04:17) — Pete's Painting The FORT is produced by Straight Up Podcasts

In the first portion, Jason and Steve welcome Dr. Robert Greenleaf , spine surgeon, to the show to talk about a variety of sports spine injuries. Then, we welcome our next guest, Dr. Alex Strauss, psychiatrist, to discuss Naomi Osaka and the anxiety which caused her to withdraw from the French Open.

[O vídeo original está disponível em lider.oguiatardio.com] O conceito de liderança servidora tem mais de 50 anos e é aceito como um modelo eficaz, amplamente difundido até em best-sellers conhecidíssimos como O Monge e o Executivo, fazendo parte inseparável das pautas de gestão e administração. Entretanto, medimos e recompensamos comportamentos que vão na direção contrária […] The post A GRANDE CONFUSÃO SOBRE LIDERANÇA first appeared on Pensamentos Inquietantes Ou Com Vida Própria.

Dans les années 70 Robert Greenleaf publie le livre "Servant as leader". C'est en lisant "a Journey to the East" que lui vient l'idée d'un leader-serviteur. Dans ce podcast on revient sur les définitions du servant-leader et des compétences qui lui son propre. Bonne écoute !

This episode is a solo episode, exploring the connection of Emotional Intelligence and Servant-Leadership.In this episode, we break down some popular misconceptions of emotional intelligence, move towards deeper understandings of the term, and explore how fostering greater emotional intelligence might allow us to more greatly fulfill the Best Test of Servant-Leadership.Robert Greenleaf's Best Test of Servant-Leadership asks: “Do those served grow as persons? Do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants? And what is the effect on the least privileged in society? Will they benefit, or at least not be further deprived?”I hope you leave today's episode with some additional characteristics of what servant-leadership might look like, and how those characteristics might be actualized out in the world and developed through fostering greater emotional intelligence.Further Reading:Emotional Intelligence by Daniel GolemanThe EQ Edge by Steven Stein and Howard BookLeadership Reckoning by Thomas Kolditz, Libby Gill, and Ryan BrownPracticing Servant Leadership, edited by Larry Spears and Michele Lawrence"What Makes A Leader?" by Daniel Goleman"Leadership That Gets Results" by Daniel Goleman"The Boss Factor" by Terra Allas and Bill Schaninger"What Matters More For Entrepreneurship Success?" by Jared Allen, Regan Stevenson, Ernest O'Boyle, Scott SeibertMan's Search For Meaning by Viktor Frankladamgcoaching.comLinkedin: https://www.linkedin.com/in/adam-gierlach/Twitter: https://twitter.com/adamgierlachInstagram: https://www.instagram.com/adam.gierlach/

As ESUC begins its nearly two years of search for your next Minister, It will be good to consider styles of leadership and what style you think will fit most comfortably and serve most ably among you. Notes on George Patton, Abraham Lincoln, Rev Violet Kochendoerfer, and servant leadership as conceived by Robert Greenleaf and others.

On the day when he first read Greenleaf’s essay The Servant as Leader in 1986, Don Frick decided to dedicate the rest of his career to understanding and teaching Greenleaf’s ideas about servant leadership. Since then, he has written books and essays about servant leadership—including Greenleaf’s biography—made presentations, conducted workshops, taught graduate seminars, and consulted […]

We review in detail the latest leadership style that has hit the business world. Servant Leadership was developed back in 1970 by Robert Greenleaf when he published an essay "The Servant as Leader." We take a look on it's development, the major tenets of the leadership style, the tools of a servant leader and the benefits that the stakeholders receive from this type of leadership.

We review in detail the latest leadership style that has hit the business world. Servant Leadership was developed back in 1970 by Robert Greenleaf when he published an essay "The Servant as Leader." We take a look on it's development, the major tenets of the leadership style, the tools of a servant leader and the benefits that the stakeholders receive from this type of leadership.

Oud-directeur van Verus, Dick den Bakker, bespreekt het ontstaan en enkele noties van de pedagogische essaybundel Geborgenheid (2020).  Daarnaast blikt hij authentiek en openhartig terug op zijn ervaringen en opvattingen als leidinggevende in het onderwijs.  Voor wie Dick kent, maar ook voor wie hem niet kent, een boeiende aflevering vol anekdotes, metaforen en wijsheden.  Literatuur De titels van de andere boeken die Dick in de podcast noemt: 1. De dienaar als leider van Robert Greenleaf (oorspronkelijk uit 1991) 2. De integere manager, over de top, dilemma's en de diamant van Muel Kaptein (2004) 3. Good to great van Jim Collins (Waarom sommige bedrijven een sprong maken... en andere niet) (2001) 4. Tien noties bij leiderschap, een zoektocht naar de betekenis van moreel leiderschap van Dick den Bakker (2006)

This episode is a conversation with Benjamin Sanders. I found this to be a conversation filled with openness. Coach Sanders' experience at the collegiate and professional levels have exposed him to many different forms of leadership. Our conversations so far have mostly centered around an individual servant-leader. And in this conversation, we hear Coach Sanders' perspective of having also received more diminishing forms of leadership, from ego-driven leaders. He highlights that we help others to be servant-leaders by being servant-leaders ourselves, and that his shift from an inward focus and self-preservation to servant-leadership came in part from the empowerment and servant-leadership he received from others. He also highlights the power of humility, genuine communication, and finding joy in the successes of others.Coach Sanders is the Video Coordinator for the Long Island Nets, the Brooklyn Nets G-League Affiliate. Coach Sanders has extensive G-League experience, having also previously served on the staffs of the Rio Grande Valley Vipers, and the Windy City Bulls, including serving as an assistant coach with Windy City last season. Coach Sanders previously served as a Video Coordinator at the collegiate level, and also runs his own basketball analytics service, Benjamin Sanders Hoops Analytics, which you can explore at bshoopsanalytics.com.Further Reading:Servant Leadership by Robert GreenleafThe Power of Servant Leadership by Robert Greenleaf, edited by Larry Spearsadamgcoaching.comLinkedin: https://www.linkedin.com/in/adam-gierlach/Twitter: https://twitter.com/adamgierlachInstagram: https://www.instagram.com/adam.gierlach/

As a student at the University of Oregon’s Business School, Orion Falvey decided to participate in the ‘social business challenge’ with other students. It started with meeting with a team of 5 or 6 students who collaboratively worked on creating a business model that solved a local problem while simultaneously delivering a positive benefit to society. Those brainstorming sessions provided the launchpad for Orchid Health. “I spent close to two years researching and connecting with a wide range of healthcare stakeholders before we opened our first clinic.” ~Orion Falvey A graduate of the University of Oregon Business School, Orion has served as a consultant for several local businesses, was named the 2013 Oregon Student Impact Entrepreneur of the Year, and was awarded as a Freeman Fellow while working for a community-based social enterprise in Cambodia. His passion for improving the healthcare system and for achieving health equity stems from his experiences growing up in rural Alaska and the opportunity for large-scale positive impact. To learn more about Orchid Health, visit their website at http://orchidhealth.org/ In this week’s Leadership Nugget, I mention a writing by Robert Greenleaf, The Institution as Servant. You can find this work here. 

In this fascinating episode of Coaching Uncaged, Animas Centre Director Robert Stephenson is joined by Author, global lecturer and Co-Founder of the Happiness Studies Academy, Potentialife, Maytiv and Happier.tv, Dr. Tal Ben-Shahar. Tal delves into the science of happiness, sharing his fascinating background around the subject, the scientific data that sits behind living happier, healthier and more meaningful lives, as well as how these ways of thinking about happiness show up in the coaching space and the role that coaching has in helping both self, and others to work towards greater meaning, fulfilment and better ways of living. Tal touches on the importance of not just finding the purpose of life but also the purpose in life. He also shares some of the reasons behind why systems thinking is so important in establishing leverage points with coachees, as well as the benefits of coaches really experimenting with truths in the coaching space. Whether it's using Daryl Bem's 'Self-Perception Theory' to illustrate the important two-way connection between thoughts and actions, Ralph Waldo Emerson's ‘Circles' essay to highlight that the most impactful interactions are loops as opposed to a linear process, or Robert Greenleaf's research that found that the characteristic most associated with great leaders is an ability to truly listen and be present; something that sits at the heart of every great coaching conversation, Tal offers so many insightful anecdotes, references and resources in his exploration of the science of happiness. We hope that you enjoy this conversation! You can find out more about Tal and his work here: http://www.talbenshahar.com/ And as always, don't forget to subscribe for a fascinating new episode every Tuesday!

Welcome to the very first episode of the Love In Basketball podcast! In this solo episode, I seek to provide a foundation for what servant-leadership is, what it entails, and why it's important.I cover some of the myths of servant-leadership, Robert Greenleaf's foundational definition for the servant-leader and his Best Test, in addition to the human development models and larger shifts in consciousness and awareness of servant-leadership. I also cover a variety of examples and research for why it's important to concern ourselves with servant-leadership. Service to others first truly makes great work, creating the results we truly desire, and fulfilling our highest potentials possible. And of course, I touch on the importance of love for the servant-leader.Further Reading:Servant Leadership by Robert GreenleafServant-Leaders in Training by John HorsmanThe Power of Servant Leadership by Robert Greenleaf, edited by Larry SpearsImmunity to Change by Lisa Lahey and Robert KeganThe Outward Mindset by The Arbinger InstituteLeadership That Gets Results by Daniel GolemanEmotional Intelligence by Daniel GolemanThe EQ Edge by Steven Stein and Howard BookGallup poll on workplace engagementadamgcoaching.comLinkedin: https://www.linkedin.com/in/adam-gierlach/Twitter: https://twitter.com/adamgierlachInstagram: https://www.instagram.com/adam.gierlach/

Servant Leadership is the topic for today! In this episode, I go over all 10 characteristics that Robert Greenleaf notes as the core qualities of Servant Leadership. I think this list of 10 qualities will help us become more intentional in our personal leadership journies. This style is close to my heart, is one of my favorites, and mirrors the faith I have in Christ. Servant Leadership catalyzes love, connection, and service to humanity. For more information on this style, check out the Robert Greenleaf website!Wanna Connect?Find me on Instagram, Facebook and Twitter! Do you have a question you want to ask me on the show? Leave me a voicemail and I'll get back to ya!*Big thank you to Saint Harvy for the music! 

We hear a lot about servant leadership, but do you know what that means? More importantly, how do you implement servant leadership in your company? Servant leadership is not a natural way of leading, but you can develop servant leaders if you have patience, persistence and practice. I want to provide some tips in this blog. Tip 1 - Understand your current state Like any journey, it is important to understand where you are starting. Robert Greenleaf identified 21 pillars of servant leadership in the 70s. There are many assessments you can take as a leader to understand your current state.  Here is one that I believe will serve you well. https://www.servantleaderperformance.com/ola-quick-look/ (Organizational Leadership Servant leadership assessment is here.) Armed with this information, you can decide about what to improve next with you and your team. Tip 2 - Start with small teams You can't jump on a bike and ride 100 miles in a week without training for months or years. The same is true for developing servant leaders in your company. You won't change the culture overnight. It's important to start small and slowly allowing it to become part of your business. Begin with a small team of your key leaders and have them begin with the assessment. Meet as a team and discuss the results. Be open and operate with a judgement free mindset. For success, it's important your leaders feel free to share their starting points. Tip 3 - Challenge the team with questions Ask questions such as, “Are we moving in the direction of becoming a servant leader organization? If so where in the organization?” “Is this important to us as a leadership team? How will we benefit? What are the consequences if we do not do this? “Where can we try out servant leadership right now? Does our current culture support servant leadership? How will we hold ourselves accountable?” Tip 4 – Review each area of the business The next step in the journey is rollout servant leadership actions in the specific functional areas of your business. Conduct a review of each of your functional areas and try to identify a few that have the right leaders, culture and support for your rollout. When you identify the areas for rolling out servant leader activities, have those leaders identify actions they want to start, continue or quit. Using this framework allows the leaders in those expanded areas to reflect upon their actions and identify areas where they can improve. As they become more comfortable leading in a servant leader manner, use them to coach and direct others in the organization. Using this cascading will allow you to implement servant leadership in your company that will be successful! As always, it is an honor to serve you, and I hope that you and your company are getting better every day! http://getpodcast.reviews/id/1499224100 (Rate and Review Here)More show notes are https://americanlean.com/blog/tips-to-implement-servant-leadership-in-your-company/ (here) https://americanlean.com/contact/ (Schedule a free 1/2 call) with Tom Reed.https://www.amazon.com/dp/1645162818 (Buy) the Lean Game Plan  Follow me on https://twitter.com/dailyleancoach (Twitter@dailyleancoach)Join me on https://my.captivate.fm/www.linkedin.com/in/tomreedamericanlean (Linked In)

The Imposter Syndrome “We Become What We Do” Seth Godin The imposter syndrome identifies that there can be times where we struggle with being accurate, being authentic in acknowledging our own accomplishments, our own competence. With the imposter syndrome there can actually be an internal fear that we will be seen as deceiving others – as someone who doesn't really have the skills and talents that we have been identified with. A person with impostor syndrome struggles with acknowledging just how competent they are, with feeling inadequate In December 2019, a research article https://www.ncbi.nlm.nih.gov/pmc/articles/PMC7174434/ (Prevalence, Predictors, and Treatment of Impostor Syndrome: a Systematic Review) was published that looked at 62 different studies of over 14,000 participants looking at this idea of the imposter syndrome.   “Each time I write a book, every time I face that yellow pad, the challenge is so great. I have written eleven books, but each time I think, ‘Uh oh, they're going to find out now. I've run a game on everybody and they're going to find me out.” https://www.goodreads.com/quotes/220406-each-time-i-write-a-book-every-time-i-face (Quote from Maya Angelou)  “We become what we do.” Seth Godin Five actions that will move you away from falling prey to a misalignment with who you are and how you connect with your world.  1.      I trust myself. 2.      I persist on the journey to grow and change 3.      I pursue an understanding of my daily action steps 4.      I give myself room to fail. 5.      I serve others without guarantee that my service will be recognized or appreciated.  https://www.mindtools.com/pages/article/servant-leadership.htm (What is servant leadership? Robert Greenleaf)   Resources: Godin, S. (2020). The Practice: Shipping Creative Work. New York: Penguin Random House. Maxwell, J (2000). Failing Forward, Turning Mistakes into Stepping Stones for Success. USA: Harper Collins You can find me at http://www.healthyleadership.online (www.healthyleadership.online)

Servant leadership is often associated with successful Lean innovations. While many organizations think implementing Lean is deploying a known set of tools, it is truly about changing your organization's culture. One way to change your culture is to develop and support servant leaders. Robert Greenleaf is known as coining the phrase “servant leadership” in 1970. Like Toyota, he developed some frameworks that can apply to different organizations but not be directly copied. Key discoveries that Robert Greenleaf identified are that “servant leadership is a lifelong journey that includes self-discovery, a desire to serve others and a commitment to lead.” Servant leader characteristics that he identified is that they are: Trustworthy Self-aware Humble Caring Visionary Empowering Relational Competent Good stewards Community builders These characteristics sound amazing but are they possible in today's department driven culture? Some organizations drive a scarcity mindset amongst their leaders. This leaves leaders lobbying for scarce budget dollars. A key element that organizations need in place to support servant-leadership and drive employee engagement is alignment. If the leadership team doesn't establish a decision-supporting Management System, it is hard to have alignment. Without a Management System as a True North, the decision directing framework is missing. With a well-defined Management System in place, everyone in the organization understands the business priorities. Aligning everyone's actions to a common Management System eliminates confusion. Having leaders ask themselves if what they are doing supports the Management System, they can become more humble, relational, caring and empowering. While this will not be an overnight transformation- remember Greenleaf suggests it is a lifelong journey- there are some key questions you should be regularly asking yourselves as leaders. 1. Are my actions helping my employees learn and grow?2. Are my actions helping my employees become more autonomous?3. Are my actions helping my employees become servant leaders themselves?These three questions are a great starting point for personal reflection on becoming a servant leader. What I have observed over my career is the companies that use a published Management System are better at supporting Servant Leaders. The leaders are guided by the principles of the Management System. The decision-making process becomes quick and consistent. This allows leaders to focus their efforts on providing increased employee support. When employees feel supported their engagement increases, turnover decreases, and the company harnesses the power of everyone making them a force to be reckoned with. Let me know in the comments some of the best examples of Servant Leadership that you have come across. You can listen to the podcast at American Lean Weekday podcast episode three.ate and Review Here http://getpodcast.reviews/id/1499224100 (Rate and Review Here) More show notes are https://americanlean.com/blog/four-tips-to-identify-leadership-potential/ (here) https://americanlean.com/contact/ (Schedule a free 1/2 call) with Tom Reed.https://www.amazon.com/dp/1645162818 (Buy) the Lean Game Plan Follow me on https://twitter.com/dailyleancoach (Twitter@dailyleancoach)Join me on https://my.captivate.fm/www.linkedin.com/in/tomreedamericanlean (Linked In)

Today's episode is brought to you by:The Fidelis Wealth Management Group at Morgan Stanley in Midland, TX, who see it as their responsibility to help protect and grow their clients' wealth, giving clients the freedom to focus on what matters most. Morgan Stanley Smith Barney LLC.  Member SIPC.Contact: Phillip Knight, Fidelis Group at Morgan Stanley432-620-6079phillip.knight@morganstanley.com6 Desta Drive, Suite 1900, Midland, TX Luchini and Mertz: Luchini & Mertz Land Surveying Co. is a resilient business on a mission to faithfully serve clients & empower employees – all the while, building lifelong relationships through the art, science and process of land surveying.Contact: Bobby Burkholder, Luchini and Mertzluchinimertz.com432-684-67282805 W. Kentucky Avenue, Midland, TXIf you're interested in being a sponsor on the No Neutral Moments podcast, please send an email to jessi@paytongroupllc.com. We would love to hear from you!--Servant Leadership, by Robert Greenleaf 

Leadership, the future and tea: ✨

Servant leadership is often associated with successful Lean innovations. While many organizations think implementing Lean is deploying a known set of tools, it is truly about changing your organization's culture. One way to change your culture is to develop and support servant leaders. Robert Greenleaf is known as coining the phrase “servant leadership” in 1970. Like Toyota, he developed some frameworks that can apply to different organizations but not be directly copied. Key discoveries that Robert Greenleaf identified are that “servant leadership is a lifelong journey that includes self-discovery, a desire to serve others and a commitment to lead.” Servant leader characteristics that he identified is that they are: Trustworthy Self-aware Humble Caring Visionary Empowering Relational Competent Good stewards Community builders These characteristics sound amazing but are they possible in today's department driven culture? Some organizations drive a scarcity mindset amongst their leaders. This leaves leaders lobbying for scarce budget dollars. A key element that organizations need in place to support servant-leadership and drive employee engagement is alignment. If the leadership team doesn't establish a decision-supporting Management System, it is hard to have alignment. Without a Management System as a True North, the decision directing framework is missing. With a well-defined Management System in place, everyone in the organization understands the business priorities. Aligning everyone's actions to a common Management System eliminates confusion. Having leaders ask themselves if what they are doing supports the Management System, they can become more humble, relational, caring and empowering. While this will not be an overnight transformation- remember Greenleaf suggests it is a lifelong journey- there are some key questions you should be regularly asking yourselves as leaders. 1. Are my actions helping my employees learn and grow?2. Are my actions helping my employees become more autonomous?3. Are my actions helping my employees become servant leaders themselves?These three questions are a great starting point for personal reflection on becoming a servant leader. What I have observed over my career is the companies that use a published Management System are better at supporting Servant Leaders. The leaders are guided by the principles of the Management System. The decision-making process becomes quick and consistent. This allows leaders to focus their efforts on providing increased employee support. When employees feel supported their engagement increases, turnover decreases, and the company harnesses the power of everyone making them a force to be reckoned with. Let me know in the comments some of the best examples of Servant Leadership that you have come across. You can listen to the podcast at American Lean Weekday podcast episode 143. http://getpodcast.reviews/id/1499224100 (Rate and Review Here) More show notes are https://americanlean.com/blog/the-importance-of-a-management-system-to-support-servant-leaders/ (here) https://americanlean.com/contact/ (Schedule a free 1/2 call) with Tom Reed.https://www.amazon.com/dp/1645162818 (Buy) the Lean Game Plan Follow me on https://twitter.com/dailyleancoach (Twitter@dailyleancoach)Join me on https://my.captivate.fm/www.linkedin.com/in/tomreedamericanlean (Linked In)

Former CEO, Popeyes® Louisiana Kitchen, Inc. Director at Pier 1 Imports, Inc. Director at US Foods Holding Corp. Director at Chick-Fil-A, Inc. Author, Dare to Serve: How to drive superior results by serving others Cheryl Bachelder is a passionate, purpose-led business leader -- the former CEO of Popeyes® Louisiana Kitchen, Inc. Cheryl is known for her crisp strategic thinking, a franchisee-focused approach, and superior financial performance.  Guided by the servant leadership thinking of Robert Greenleaf, she believes highly caring, collaborative leaders with big ambitions for the enterprise, not themselves, generate the conditions for people to perform their best work. Cheryl served as CEO of Popeyes® Louisiana Kitchen, Inc., a NASDAQ traded company with over 2,600 restaurants in 26 countries, from 2007 to 2017. The story of Popeyes success is chronicled in her book, Dare to Serve: How to drive superior results by serving others. During her tenure, Popeyes’ stock price grew from $11 to $61, at which time the board sold the company to Restaurant Brands International Inc. for $1.8 billion dollars or $79 per share in March, 2017. Cheryl’s earlier career included brand leadership roles at Yum Brands, Domino’s Pizza, RJR Nabisco, The Gillette Company and Procter & Gamble.   Cheryl serves as a director on the boards of Pier 1 Imports, Inc. (PIR), US Foods Holding Corp. (USFD), and Chick-Fil-A, Inc. She sits on the advisory board of Procter & Gamble’s franchising venture, Tide Dry Cleaners. She is a board member of CEO Forum, an organization that encourages and develops leadership capability in CEOs and senior executives. Cheryl holds a Bachelor’s and Masters of Business Administration degree from the Kelley School of Business at Indiana University. She is married 38 years to Chris Bachelder and they have three grown daughters, two terrific son-in-laws, and four handsome grandsons. Cheryl and Chris reside in Atlanta, Georgia and attend Buckhead Church. They are avid learners, fans of the classical education movement, and can always be found reading a good book! Website: Serving Performs at www.cherylbachelder.com

Connect With Bruce www.ContractedLeadership.com Facebook LinkedIn Twitter Subscribe to The Development Exponent ON THIS EPISODE Servant Leadership theory is a concept that became wildly popular for a time after the publication of Robert Greenleaf's 1970 essay entitled, “The Servant As Leader.” But while intriguing, the theory can be empty without a flesh and blood example, so I'm tremendously thankful that on this episode of the podcast I get to introduce you to a man who embodies the concept. Jim Britt is a Senior Program Manager at Microsoft, where he has been part of the team since 2010. He's also served on the teams of other influential organizations such as Ensynch, ConocoPhillips, and Motorola. Jim's life and leadership lessons are those that come from being in the trenches. He's the kind of guy who does the hard work necessary to grow in both his personal and professional lives. His servant leadership and life, in general, will serve you well as you endeavor to continue your leadership development, so I invite you to listen. Outline of This Episode [1:01] There are multiple reasons I have invited Jim Britt to be my guest on this episode [4:30] The impact having 4 children across a wide age span impacts Jim's attitude [8:43] Is the focus to be work-life balance or work-life synchrony? [15:28] Why mentoring is a win-win if it is done right [20:02] An account of once when the light came on for a mentee [24:43] The defining moment from Jim's past that explains who he is [29:08] Value comes from understanding the stories of others [32:35] 3 actions you can take immediately after hearing this episode  Connect with Jim Britt Jim on LinkedIn Audio Production and Show notes by PODCAST FAST TRACK https://www.podcastfasttrack.com

We're back this Sunday evening with another short soundbite to kick off your week with some ideas, inspiration and perhaps motivation. This week we're talking about Servant Leadership. Surely you've heard of it, and perhaps you're even modeling it yourself (if so, awesome!), but if you haven't, be sure to check out the show and the website with more info below. Being of service to others doesn't require a title or authority. It's a way of life that will infuse your life with more meaning, purpose and joy. Servant leadership was initially coined by Robert Greenleaf in his essay "The Leader as a Servant" in 1970. You can read more about it here:https://www.greenleaf.org/what-is-servant-leadership/ We hope you enjoy another commute sound snack bite and hope that you start your week in the best way possible, whether you have a short week due to the holidays or are off the entire week. Enjoy your families and loved ones, and Happy Thanksgiving!

In the most recent episode of The Growth Project, Dr. Milt Lowder and Dr. Drew Brannon discuss the concept of servant leadership. Drawing on the example and teachings of Robert Greenleaf, founder of the modern servant leadership movement, they explore what it means to be a Servant Leader, the benefits of this leadership style, and the barriers that get in the way of people not leading through service. 

Pete Chambers is the past President of the West Texas Chapter of Young Presidents’ Organization and continues to be an active member. He is also Chairman of the Board at Rivertree Academy, a private, Christian school serving under-resourced students in the Lake Como community of Fort Worth. His favorite quote is Robert Greenleaf’s statement that, “Good leaders must first become good servants.” Chris and Pete sit down to discuss Pete's development of "The Roadmap", the process of selling a business, The Young Presidents' Organization, and being a father. Enjoy!  For more information on Chris Powers and Fort Capital, visit www.fortcapitallp.com. Follow Chris on Twitter! @fortworthchris Connect with The FORT by emailing us at thefortpodcast@gmail.com.  03:50 — How did you plan for the “post-50” life? 08:03 — Fighter Pilot 10:00 — What did you do with the discovery of Bob Buford and the bell curve of entrepreneurship? 13:30 — What did you implement early that you needed to be intentional about? 15:16 — Pete’s Radius 16:26 — How close do you walk the line with being home in time for dinner? 17:30 — How do you allow your faith to guide you in business? How can you keep these two aligned? 19:13 — Forrest Gump 21:28 — What does servant leadership mean to you? 25:28 — What is the one thing that will set companies up to fail? How do you give recognition to employees? 28:22 — Pick out three things… 29:17 — When did you know it was time to sell your business? 32:50 — Words of Wisdom for First-Time Sellers 34:20 — Pete’s Mission Statement and Inspiration 35:30 — The Roadmap 44:00 — What are the things that people often struggle with in the second half of life? 48:48 — Loneliness at the Top 50:10 — The Power of YPO (Young President’s Organization) 52:42 — Pete’s Relationship with Rivertree Academy 57:09 — Being a Father, Father-Daughter Trips, and Managing Your Marriage 1:04:33 — Pete’s Painting

Marcel Schwantes chats with Harold MacDowell, an icon in the servant-leadership movement. Harold is the CEO of TD Industries, a $631M company with over 2600 employees, called partners in the company. TD Industries has made the Fortune Magazine Best Companies to Work For list for 17 consecutive years under Harold’s leadership. Marcel and Harold discuss the two sides of servant-leadership, and its personal as well as business impact.Servant-leadership stems from a genuine desire to help others grow. It is placing the growth of other people above your own personal growth. Helping others grow creates more opportunities for the servant-leader. [3:41]Servant-leadership is a two-sided coin. Many people struggle to reconcile the two ideas because servant is equated with being soft, while leader connotes being tough and sometimes even mean. Unless they have had a role model, leaders find it hard to be comfortable with being transparent, showing vulnerability, and asking others to do the same. However, a servant leader must be willing to listen and empathize, while at the same time setting clear expectations and holding others accountable. [ 5:35]The most important questions leaders should ask employees are, Are you getting regular feedback from your supervisor? Are they telling you what they appreciate, but also what you need to do to be more effective? [7:56]Haroldemphasizes that the only thing TD has to sell is the gifts and talents of its people. They use an upside-down organizational chart to help them remember that the most important people inside TD are the frontline partners, the skilled tradespeople who do the most difficult jobs for the company every day. Without them, Harold says, he doesn't have a job. [10:00]Harold explains why TD has not gone public. [12:23]Marcel quotes Ken Blanchard: “ Servant-leadership is love in action.”  Love is manifested through growing your people, developing them, respecting them, and providing for their needs. Fear, on the other hand, is the barrier that causes people not to feel valued or give their best effort. Harold adds that the secret to improving the work environment is to drive out fear. When we get fear out of the environment and get everyone to open up and share their best ideas, we can all find the answers together. [14:10]Our most precious resource is our time. Harold divides his week into 5 appointment buckets, and details what those buckets are. [16:18] Our political leaders can benefit from using Robert Greenleaf’s best test. We can begin to resolve our political differences by asking these questions from the test:Do those served grow as persons?Do they, while being served, become healthier, wiser, freer, more autonomous, and more likely themselves to become servants? Servant-leadership has enormous personal impact and a ripple effect on families and the community. It positively impacts future generations. On the business side, Harold finds that when we grow great servant-leaders, we grow people faster, we grow our business faster and we see great returns for our stockholders. [20:06] Resources TD Industries harold.macdowell@tdindustries.com

Robert Greenleaf coined the term Servant Leadership in 1970. Today, Pat Falotico serves as CEO of the Greenleaf Center for Servant Leadership.

Service as a Leadership Model Service as a Leadership Model for Entrepreneurs Have you ever considered using service as a leadership model in your business? As an entrepreneur, you will gain both tangible and intangible benefits when you use service as a leadership model. In this episode of My Biz Dream Team: Opportunity Wednesday Training Series Dexter and I discuss the importance of serving and engaging with your community. 1. Define Your Community You decide how to define your community. Your community can be the customers, clients, and colleagues that you associate with online. Or your community can be the people and organizations in your physical world. Perhaps you are an active participant in both dimensions, online and off. However, you define your community, Dexter and I encourage you to use service as a leadership model. It is important to your growth as an entrepreneur and a citizen of the world to be of service. Using service as a leadership model is also a wonderful way to network and be known in your community. Robert Greenleaf is known as the "grandfather of the modern empowerment movement in business leadership." He is best known for his writings and lectures on servant leadership. I recommend that you read a compilation of his writings, On Becoming a Servant-Leader. 2. Service by Giving Your Time One important aspect of servant leadership is volunteering your time. I understand that you are busy running your business. However, it is important to take a moment to look around and see the problems. Then think about how you can help. As an entrepreneur you have very valuable skills that organizations can use. Your ability to set and accomplish goals, organize tasks, or make a presentation could be invaluable to your community. I am not suggesting that you start a non-profit. I am simply suggesting that you volunteer a few hours a month. I recommend that you find a cause that is dear to your heart and volunteer a few hours of your time. During the holiday session, I had the opportunity, as part of the Woodbridge Rotary Club project, to serve a meal and gift gifts at the local Boys and Girl’s Club. It brought joy to my heart to see the pleasure in the eyes of the children. They enjoyed their taco dinner, gifts, and a visit from Santa. Service as a Leadership Model Service by Giving Your Money Another aspect of servant leadership is giving your money to worthy causes. There are thousands of philanthropic and cause-based organizations who can make a positive impact when your money is combined with that of other like-minded individuals. Although you do not give with the expectation of receiving anything in return. You will often find that when you give with a loving heart that your gift is returned in many tangible and intangible ways. The goodwill that you generate is incalculable. The smile from a student that is helped by your donation can be breathtaking. Also, you become known by your business colleagues as a person of caring and commitment. Those connections with other like-minded people could lead to better relationships and more business opportunities for you. Conclusion Entrepreneurs benefit their communities and themselves when they use service as a leadership model. The benefits to the community and to you are both tangible and intangible. We encourage you to actively engage with your community and commit to a model of service as leadership. At My Biz Dream Team, we can show you how to develop an internet lifestyle business that can help you reach your money goals. Check out The Special Report and Training Guide: Building Your Business Dream Team™. Let us show you how to reach your goal of creating a lifestyle and a business that you love! Act today. Pamela Montgomery I am Pamela Montgomery, attorney, author, business strategist, and speaker, helping you create the life of your dreams as you achieve uncommon results in your business and in your life!

Former CEO, Popeyes® Louisiana Kitchen, Inc.Compensation Chair and Director at Pier 1 Imports, Inc.Author, Dare to Serve: How to drive superior results by serving othersCheryl Bachelder is a passionate, purpose-led business leader -- the former CEO of Popeyes® Louisiana Kitchen, Inc. Cheryl is known for her crisp strategic thinking, a franchisee-focused approach, and superior financial performance. Guided by the servant leadership thinking of Robert Greenleaf, she believes highly caring, collaborative leaders with big ambitions for the enterprise, not themselves, generate the conditions for people to perform their best work.Cheryl served as CEO of Popeyes® Louisiana Kitchen, Inc., a NASDAQ traded company with over 2,600 restaurants in 26 countries, from 2007 to 2017. The story of Popeyes success is chronicled in her book, Dare to Serve: How to drive superior results by serving others. During her tenure, Popeyes’ stock price grew from $11 to $61, at which time the board sold the company to Restaurant Brands International Inc. for $1.8 billion dollars or $79 per share in March, 2017.Cheryl’s earlier career included brand leadership roles at Yum Brands, Domino’s Pizza, RJR Nabisco, The Gillette Company and Procter & Gamble. Cheryl is a director and compensation committee chair at Pier 1 Imports, Inc. (PIR). She sits on the advisory board of Procter & Gamble’s franchising venture, Tide Dry Cleaners. She is a member of C200, an organization that fosters, celebrates and advances women’s leadership in business.Cheryl holds a Bachelor’s and Masters of Business Administration degree from the Kelley School of Business at Indiana University. She is married 37 years to Chris Bachelder and they have three grown daughters, two terrific son-in-laws, and three handsome grandsons. Cheryl and Chris reside in Atlanta, Georgia and attend Buckhead Church. They are avid learners, fans of the classical education movement, and can always be found reading a good book!Blog: Serving Performs at www.cherylbachelder.com

Cheryl Bachelder is a passionate, purpose-led business leader — the former CEO of Popeyes® Louisiana Kitchen, Inc. Cheryl is known for her crisp strategic thinking, a franchisee-focused approach, and superior financial performance. Guided by the servant leadership thinking of Robert Greenleaf, she believes highly caring, collaborative leaders with big ambitions for the enterprise, not themselves, generate the conditions for people to perform their best work. Cheryl served as CEO of Popeyes® Louisiana Kitchen, Inc., a NASDAQ traded company with over 2,600 restaurants in 26 countries, from 2007 to 2017. The story of Popeyes success is chronicled in her book, Dare to Serve: How to drive superior results by serving others. During her tenure, Popeyes stock price grew from $11 to $61, at which time the board sold the company to Restaurant Brands International Inc. for $1.8 billion dollars or $79 per share in March 2017. Cheryls earlier career included brand leadership roles at Yum Brands, Dominos Pizza, RJR Nabisco, The Gillette Company and Procter & Gamble. Cheryl is a director and compensation committee chair at Pier 1 Imports, Inc. (PIR). She sits on the advisory board of Procter & Gamble’s franchising venture, Tide Dry Cleaners. She is a member of C200, an organization that fosters, celebrates and advances women’s leadership in business. Cheryl holds a Bachelors and Masters of Business Administration degree from the Kelley School of Business at Indiana University. She is married 36 years to Chris Bachelder and they have three grown daughters, two terrific sons-in-law, and three handsome grandsons. Cheryl and Chris reside in Atlanta, Georgia and attend Buckhead Church. They are avid learners, fans of the classical education movement, and can always be found reading a good book! What you’ll learn about in this episode: How Cheryl’s career path and personal life have bought her many fantastic leadership opportunities Why Cheryl wanted to demonstrate an example of clear, competitive marketplace performance during her time leading Popeyes Why Cheryl chose to title her book “Dare to Serve: How to Drive Superior Results by Serving Others” Why tracking the P&L figures of Popeye’s franchisees was a critical change Cheryl made that helped rebuild trust How the changes Cheryl spearheaded helped Popeyes restaurants increase their sales by an average of 45% What lessons from Cheryl’s book “Dare to Serve” are the biggest takeaways that business owners can learn from Why it’s important to ask yourself “why do I lead?” and to answer the question honestly Why the biggest legacy of Cheryl’s time at Popeyes lies in the development of future leaders Why clear communication and talent management were major pillar of growth for the Popeyes organization during Cheryl’s tenure as CEO Why human dignity is a deep belief Cheryl holds, and why she feels your deep beliefs should be reflected in your work Additional resources: Website: www.cherylbachelder.com LinkedIn: www.linkedin.com/in/cherylb Twitter: @CABachelder Dare to Serve by Cheryl Bachelder: http://a.co/d/7wzfB0Y Derailed by Tim Irwin: http://a.co/d/2jduELd

Lay the foundation for servant leadership with these six keys for uniqueness in the workplace. In this episode, unearth an Epic Moment in Leadership with our country's founding father, learn how companies like SalesForce create a culture that fosters high employee satisfaction, and catch a glimpse at how Rocky's own leadership team exhibit a true desire to serve others. Support the show (https://www.patreon.com/aserversjourney?fan_landing=true)

"The overarching purpose, the big dream, the overarching concept…something presently out of reach…so stated that it excites the imagination and challenges people to work for something they do not yet know how to do." – Robert Greenleaf on Vision Statements Without a vision, our actions lack meaning. And each one of us has a purpose, which implies a vision. So a vision statement defines what the world can look like, given the fact that you’re here and you’re ready to do it. This podcast will talk about how a vision statement gets developed. Join us as we frame the topics we'll be covering over the next few weeks. And strengthen yourself as a leader in your life. To subscribe to Word & Deed, my project to take these brotherhood values into business, visit http://chrisstadler.com/newsletter-signup/ and sign up. Because integrity is a struggle, and we need all the skill and courage we can muster. To join the conversation, visit: www.facebook.com/cvbrotherhood and comment. I want to hear from you.

The idea of “servant leadership” is a very popular concept in management training these days. Robert Greenleaf coined the term 35 years ago, but the concept is still vital and empowering. Granted, “servant” doesn't sound nearly as powerful as “boss,” but it has the potential to deliver far more of what most of us are really after: influence.  The reason is simple. When you have a servant mentality, it's not about you. Removing self-interest and personal glory from your motivation on the job is the single most important thing you can do to inspire trust. When you focus first on the success of your organization and your team, it comes through clearly. Alejandro Tornato talks with us about what you need to do be a Servant Leader.  It's simple really: Ask more questions Listen more carefully Actively value others' needs and contributions [powerpress]

In 1970, Robert Greenleaf published a groundbreaking leadership essay "The Servant as Leader". Now, half a century later, his ideas still form the basis for leadership in many successful organisations. In this interview, Gary Ryan explains why this is so, and describes the 10 characteristics of a servant leader. See acast.com/privacy for privacy and opt-out information.

Much has been written about leadership styles. Servant Leadership was coined by Robert Greenleaf in 1970 and many leaders in nonprofits and public agencies are comfortable with this style of leadership. Others tend to lead with power. Are effective leaders engaged in a particular dominant style of leadership; or a combination of styles? During this episode, Dr. G will introduce Jenni Frumer, our new co-host, and Jenni, guest, Jennifer Moss Breen, PhD and Dr. G will discuss effective leadership from these two perspectives. This forum will explore how to better identify your own style of leadership, or those with whom you interact.

Much has been written about leadership styles. Servant Leadership was coined by Robert Greenleaf in 1970 and many leaders in nonprofits and public agencies are comfortable with this style of leadership. Others tend to lead with power. Are effective leaders engaged in a particular dominant style of leadership; or a combination of styles? During this episode, Dr. G will introduce Jenni Frumer, our new co-host, and Jenni, guest, Jennifer Moss Breen, PhD and Dr. G will discuss effective leadership from these two perspectives. This forum will explore how to better identify your own style of leadership, or those with whom you interact.