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.  

Is Absenteeism a Pain in Your Pocket?

By Cathie Leimbach • August 10, 2026
Absenteeism is expensive. Every unexpected absence costs more than a day's wages. Someone else may need to work overtime. Priorities get reshuffled, service slows, projects fall behind, and customers notice. Before long, absenteeism starts taking money right out of your pocket. That's why many organizations turn to attendance policies, incentives, disciplinary action, or tighter oversight. But what if those approaches are addressing the symptom rather than what's really going on? Most people don't wake up one morning and suddenly decide they don't care about their work. Disengagement usually happens gradually. People stop sharing ideas. They stop feeling heard. They begin doing only what's required. Eventually, some stop showing up. By the time absenteeism is brought to your attention, the real issue may have been growing for weeks—or even months. If absenteeism has become a recurring challenge, don't just ask, "How do we reduce call-offs?" Instead, ask "What happened before people stopped wanting to show up?" That question may lead you somewhere an attendance report never will—and may ultimately save far more than overtime costs. Attendance problems. Accountability. Difficult conversations. Team conflict. Every leader faces workplace people challenges, and few have been taught exactly what to do when they arise.  Talking through your challenges with others can be helpful. Ask questions of your network. Get some ideas online. Sometimes another perspective is exactly what you need to see the situation differently. You Don't Need to Go It Alone. Bring your workplace people challenges to the FREE Workplace Conversations Clinic on August 17. Gain insights from Cathie Leimbach and other attendees as you explore practical ways to handle the situations you're facing. Register here for the FREE Workplace Conversations Clinic

People Give More When They Know Why Their Work Matters

By Cathie Leimbach • August 4, 2026
Most employees know what they are expected to do each day. Far fewer fully understand why their work matters or how it contributes to the organization's success. Yet that understanding is one of the most powerful drivers of engagement, commitment, and performance. Gallup research consistently shows that employees who feel connected to their organization's mission and purpose are significantly more engaged, while highly engaged teams achieve stronger productivity, profitability, customer satisfaction, and retention. When people understand how their individual responsibilities help customers, coworkers, and the organization succeed, their work becomes more than a list of tasks—it has meaning. Supervisors play the key role in creating that understanding. A job description explains what to do. Leadership conversations explain why it matters. They help employees see how quality, safety, customer service, teamwork, and continuous improvement all connect to the organization's goals. As work changes, priorities shift, or new challenges arise, supervisors who communicate openly help employees understand not only what is changing, but why those changes matter. Questions, discussion, and regular feedback replace assumptions with clarity and build trust. Employees who understand the purpose behind their work are more likely to make good decisions, solve problems, take initiative, and remain committed during difficult times. They also appreciate knowing that their organization is willing to invest in their future through learning and career development opportunities, even if promotion is not immediate. When supervisors consistently connect daily work to a larger purpose through meaningful conversations, employees gain direction, confidence, and motivation. They don't simply complete tasks—they understand the difference they make. And that understanding creates a workplace where engagement, performance, and retention naturally grow. Need Help with a Difficult Workplace Conversation? Great leadership doesn't happen by accident—it happens one conversation at a time. You Don't Need to Go It Alone. Bring your workplace people challenges to the FREE Workplace Conversations Clinic on August 17. Gain insights from Cathie Leimbach and other attendees as you explore practical ways to handle the situations you're facing. Register here for the FREE Workplace Conversations Clinic Conversation is where leadership happens.