The Essence of Servant Leadership

Cathie Leimbach • January 25, 2022

What does Servant Leadership mean anyway?


In 1970, Robert Greenleaf coined the term ‘servant leadership’ to emphasize his belief that effective leaders serve their followers towards success. He believed that great leaders develop great employees.


John Maxwell says “The only way to create great relationships and results is through servant leadership. It’s all about putting other people first.”


Servant leadership is the opposite of self-serving leadership. The latter involves designing the work flow to serve your own preferences, kowtowing to the desires of your supervisor and the higher-ups, and ensuring you are in the good graces of other influential people in the organization. If those you are trying to satisfy put their power above the organization’s mission and goals, having a culture that retains high performing employees and serving the needs of customers isn’t their priority. In these circumstances the organization’s bottom line may be at risk. 


However, servant leadership creates a healthy culture where people feel they matter, they enjoy coming to work. They produce quality products and provide helpful customer service. To fulfill the company’s mission and goals, both employees and leaders have to be flexible to respond to the needs of those around them. Then they achieve positive results, feel valued, and enjoy being part of a successful workplace.


Today’s Great Resignation reality is causing angst for many organizations and their leaders. They can’t afford to have 55% of their staff leave. Yet, this risk is real as 55% of the workforce plan to voluntarily look for another job this year.  Employees care about their pay, but once their basic living costs are covered most care even more about being respected and valued at work, doing work that matters to the community and its people, and having the training and support to do their job well. When they aren’t experiencing these non-monetary benefits at work, their job satisfaction and life satisfaction are low and emotionally destructive. They either stay for the pay check but are lethargic and mediocre performers at best, or they leave for another opportunity.


What steps can you take to start being a servant leader who serves the organization’s and the employees’ interests? Try following Ken Blanchard’s One Minute Message 3-part formula: 

  • Set clear goals and communicate them.
  • Catch people doing something right and praise them.
  • Redirect your employees kindly when you see them underperforming.


Best wishes along the servant leadership path. Let your people know what you expect, praise them when they meet expectations, and kindly help them improve when they underperform. Serving your employees so they can achieve organizational goals serves them, the organization, and you as well.  

Trust-Building Conversations

By Cathie Leimbach • June 30, 2026
Most workplace tension doesn't come from major conflicts. It comes from too few conversations. A disappointment that was never discussed. A broken agreement that was never repaired. Appreciation that was never expressed. Over time, these "withholds" create friction that slows collaboration, weakens trust, and makes even simple conversations feel difficult. The strongest teams don't avoid tension—they address it early. Research highlighted in a recent McKinsey article found that unresolved tensions can significantly reduce team effectiveness, while high-trust teams consistently outperform their peers. The difference isn't the absence of problems. It's the willingness to talk about them. One of the most practical leadership habits is creating regular opportunities for transparent interaction. That includes appreciation. People should hear what they're doing well far more often than they hear about their shortfalls. Specific, genuine recognition builds trust over time. Those trust deposits matter because once positive relationships are built, difficult conversation are more likely to accept the message . When correction is needed, reinforce that you value the person, even though they aren’t perfect. The goal is growth, not judgment. But leaders should be careful not to make appreciation transactional. If positive feedback has been absent for months, suddenly offering praise immediately before a critique usually feels insincere. Trust is built through a steady pattern of recognition, encouragement, and honest conversation—not a last-minute compliment. Transparent leaders also address issues early. Small frustrations become large resentments when left unresolved. Teams that clear the air quickly spend less energy managing tension and more energy producing results. The result? Less friction. More trust. Stronger relationships. Better performance. Because healthy conversations don't just solve problems—they strengthen the team. Free Leader Guide: 5 Practices for Trust-Building Conversations The best leaders don't wait for tension to become conflict. They build trust before it's needed. Download our 5 Practices for Trust-Building Conversations guide to learn practical ways to strengthen relationships, reduce friction, and create a culture where honest conversations lead to better performance. Download the guide and start building trust one conversation at a time.

Speaking Up Is Not Defiance. It's Duty.

By Cathie Leimbach • June 23, 2026
Most leaders say they want employees to speak up. They want people who spot risks, question assumptions, and help the organization make better decisions. Yet many employees hesitate to do exactly that. Why? Because leaders often respond to speaking up as if the speaker is complaining, criticizing or resisting. When people fear being viewed as difficult, they stop sharing what they see. The organization loses valuable information, ideas, and perspectives. A recent McKinsey article found that teams with high psychological safety are two to three times more likely to generate breakthrough ideas. When people feel safe speaking up, better thinking follows. The best leaders understand a simple truth: Speaking up is not defiance. It's duty. When employees question assumptions, raise concerns, or offer a different perspective, they are helping the team avoid blind spots and make stronger decisions. That's why effective leaders don't merely tolerate speaking up—they invite it. They ask: What are we not seeing? What assumptions are we making? Who might see this differently? What information are we missing? Just as importantly, they respond with curiosity instead of defensiveness. They thank people for expressing their perspective. They explain how input influenced decisions. They make speaking up safe. Because organizations don't improve when everyone agrees. They improve when people feel responsible for helping the team see what others may have missed. In healthy organizations, speaking up isn't rebellion. It's responsibility. It's duty. Leadership Reflection Think about your last leadership team meeting. Did people simply agree? Or did someone help the team see something it otherwise would have missed? Download 5 Questions That Surface Better Thinking and make speaking up a productive part of how your team thinks, decides, and performs.