Craig Saphin: The new term servant leader has two main components. Firstly, being a servant leader requires setting a vision and strategy for your organisation. It may be just the team or a whole company, but you still have to have a vision of where you’re taking the business and the people in it, and you also need to have a strategy to get there. Once you have that, you must communicate it to your team and ensure they fully understand it. But more importantly, they’re on board with you and willing to take the journey.
Once you do that and the team members understand the strategy and their individual roles, your role changes dramatically. You need to then move into a supportive role. This is where the servant leader piece cuts in and is different to the traditional leadership or management role, which is you become a supportive agent within the team, enabling your people and helping them be successful. I think that that leads to happier people because they understand the concept in which they’re working, the reason that they’re working, and what they’re contributing towards, but they also feel supported by a relatively senior executive in the organization or the most senior person that they’re working with. I think this, in my experience, makes for very positive people.