How servant leadership stands out from traditional leadership?
As challenges in the workplace continue to evolve alongside the needs of team members, forward-thinking leaders are always looking for new solutions.
effective leadership
How Can You Create a Successful Executive Development Plan?
Has your executive team somehow become stagnant? Does it seem like the industry is moving at a faster pace than your company? How can you stay ahead in this competitive business environment? Regardless of the motivation behind wanting to grow your business, it’s important to have a plan for progress. An Executive Development Plan (EDP) is a critical tool in your Executive tool belt.
Is the Servant Leadership Model Paternalistic?
Imagine this. You are invited to a board meeting, and everyone is getting settled. While putting his cup down, the CEO accidentally spills coffee onto the desk and floor. What is the aftermath your picture? Do you already, through your mind’s eye, see interns and mid-level managers rushing to clean up the mess? Or, even better, do you envision the CEO calling for janitorial to tend to it so that he can carry on with his meeting? According to one Harvard Business School professor, James Heskett, when he encountered a similar scenario at a ServiceMaster board meeting, neither of these outcomes played out. Instead, the CEO asked for cleaning supplies and got down on the floor to clean up the mess himself. While this is a very literal interpretation of what it means to be a service leader, it nonetheless accurately depicts the servant leadership model. What is Servant Leadership? Put simply it is a leadership style defined by giving rather than delegating. In the mind of a true servant leader, organizational success depends on the employees’ ability to do their jobs well. And, in turn, the employees’ ability to do their jobs well depends on the leader’s willingness to provide the tools they need. Thus, instead of commanding employees, a servant leader aims to promote success by asking the question, “How can I help you succeed?” This, in turn, gives employees a sense of purpose and motivates them to be more proactive while building a sense of teamwork. Is It Paternalistic? The complicated answer to this question is yes and no. The servant leadership model does feature paternal overtones, but it is not quite the same as paternalistic leadership. According to a study published by Pennsylvania State University, paternalistic leadership is not very well understood, even within the management community. This is because of conflicting ideas on how it should be applied, and how it has varied across cultures, based on how paternal roles vary. Sociologist and political economist, Max Weber, argued against the practice, stating that it led to bureaucracy and would only further the role of traditional domination. Perhaps because of this sentiment, paternalistic leadership has, in most First World countries, been likened to an autocratic leadership style, which is not at all in-tune with the principles of servant leadership. On the other hand, studies coming out of Asia opposed Weber’s conclusions, instead of painting the paternalistic leader as a caring fatherly figure. Researchers in Asia argued that paternalistic managers operated as a pillar of support and provided care and protection to their employees. This is much more akin to servanthood leadership. A study conducted in Turkey also found a strong positive correlation between paternalistic and servant leadership styles. The values of servant leadership that were perceived as paternalistic include the following: Altruism Empowerment Relationship building Participation Why Choose the Servant Leadership Model? In today’s increasingly individualistic culture, especially in American culture, you don’t come across many true servant leaders. But, when you do, they have amazing stories to share about how their leadership styles have helped to not only grow their business but improve the communities around them. Two leaders that have been named as true servant leaders include Kevin Johnson, the CEO of Starbucks, and Arthur M. Blank, the co-founder of Home Depot. So, if key leaders of household names have built their multibillion-dollar empires from this type of leadership, how can you benefit from employing the servant leadership model in your business? Read on to find out. Increased Social Responsibility Servanthood leadership encourages social responsibility both inside and outside of the office. As a benefit of this leadership style, a corporate conscience comes with many other benefits itself. Here are just some of the main advantages of social responsibility, according to Inc. Increases the appeal of your brand, thereby expanding the potential market size. Modern customers are eco-conscious and are willing to pay a premium price for companies they believe are engaged in social good. Customers are more likely to remain loyal to brands they believe are supporting their core values. Opens up the opportunity to receive financial grants from the government. Investors see a commitment to social change as a long-term positioning plan, thereby making your business more attractive. Stronger Team The servant leadership model focuses more on people than the work process. This helps to humanize the work environment, breaking down barriers and building stronger relationships based on a common goal. In this scenario, everyone plays a different but equal role. This sentiment energizes workers to step up to the plate, be proactive, reach for higher goals, and to see how they too can serve others. Lower Turnover Rates Turnover is an expensive cost of poor management. Every time someone walks out the door of your business, they are taking the knowledge and experience you have provided, with them. To encourage more employees to stay, you must create an environment where they are not only happy to show up at work every day, but also have the opportunity to grow. Managers who embrace the servant leadership model will provide opportunities for employee growth through student programs, on-going training, promotional opportunities, and the opportunity to work on special projects. Lower turnover rates not only save the company time and money but allows it to hold on to its primary investments: its people. Who Does a Servant Leader Serve? Most leadership literature on servant leaders seems to focus on serving employees to help them reach organizational goals. However, servant leaders also work hard to serve their clients and the members of the communities they operate in. One good example of this is Arthur M. Blank who, after helping to select the location of the Mercedes-Benz stadium in downtown Atlanta, then worked to develop the communities around it. Thanks to his efforts, crime has dropped 43 percent in the area, year after year, and he has helped 680 residents to find full-time jobs. At Etech, though serving
10 Leadership Qualities of an Etech Leader
Etech’s vision – “To make a remarkable difference for our people, our customer and in our communities.” Our ability to make a remarkable difference rises or falls on the shoulders of our leadership team. Etech invests many hours and resources developing leaders with a desire to serve! I recently read an article by Justin Tarte where he highlights 10 leadership qualities that all great leaders must possess. Below I have captured these qualities and how they apply at Etech today. An Etech leader will stand up for his/her teammates. They will praise and support in public, and will correct and advise in private. An Etech leader trusts you to do what you were hired to do. Without trust there is no relationship. A great leader hires well, ensures proper training and they encourages their team member to do what they were hired to do while coaching them up each and every day. An Etech leader knows lifting others up will be far more effective than tearing them down. They will value other by being consistent, approachable and supportive. An Etech leader makes you better and puts you in positions that align with your strengths. They make you better by including you and seeking your input and ideas. An Etech leader knows there is always something more to learn. They do not hesitate to say ‘I don’t know.’ An Etech leader knows that being teachable and a life-long learner is an important commitment. An Etech leader he/she doesn’t have to be right all the time. In fact, being wrong is a worthwhile and humbling experience great leaders don’t fear. A great leader focuses on winning the war, not on winning the battle. An Etech leader will never hold you back or prevent you from growing and developing. A great leader isn’t afraid of the success of others; a great leader takes pride in the success of others. An Etech leader isn’t afraid to make a decision when a decision needs to be made. A great leader doesn’t shy away from difficult situations, they learn from the opportunities that come out of difficult situations and capitalize on the moments. An Etech leader will have the courage to take risks. They will be creative but not reckless in their problem solving. An Etech leader is always looking for a person to replace them. A great leader isn’t just worried about the organization at present, but also in the future and beyond. This is some great stuff from Mr. Tarte! It is important to know that leadership is not defined by a title. I consider each and every one of Etech’s 2,500+ team members a leader. Leadership is about influence, nothing more, nothing less. I challenge you to assess where you are with these 10 qualities and I encourage you to take the necessary steps to improve daily in each area. This blog was written by Matt Rocco, President and General Manager at Etech Global Services. If you would like to learn more about joining the Etech team, visit our career section.
Five Characteristics of a Successful Team
One of the greatest football coaches of all time, Vince Lombardi, once said, “Teamwork is what the Green Bay Packers were all about. We didn’t always have the greatest talent. We didn’t do it for individual glory. We won because we loved one another.” Great teams are successful because they care. They care about their team’s goals, their team’s purpose and most importantly, they care about each other. Caring about the team is the fuel that allows ordinary people to accomplish extraordinary results. What I have observed is that there are 5 common characteristics that successful teams share. I have summarized those characteristics below: 1. Successful Teams Understand the Big Picture: Every leader must understand the mission and purpose. Furthermore, it is the leaders duty to ensure that every one of their team members understand the big picture, understand how they impact the big picture and fully embrace the fact that the more successful they are in their role, the more successful your company will be, which will in turn enable you to invest back into them, your company and your communities. 2. Successful Teams Have Fun Together: It is a fact that the more a person enjoys what they do, the more successful they will be. Are you creating an environment within your team that is fun? Are you allowing your team members to enjoy you and enjoy each other? Successful teams don’t have to constantly look for creative ways to have fun, they just have it! 3. Successful Teams Are Transparent and Real: The more real you are with your team, the more real they will be with you and each other. When this happens, trust and camaraderie develop which inspires each team member to become committed to the team and to the mission. Successful teams consist of team members who are committed to the team. If your team members are not committed, then they are not … there is no in between. 4. Successful Teams Celebrate Victories: Big or small, successful teams recognize and celebrate victories on a regular basis. You will find out that the more you praise and celebrate, the more reasons there will be to praise and celebrate! 5. Successful Teams Don’t Avoid Conflict: Over the years, I have observed that the more committed team members are to the team, the more comfortable and likely they are to disagree and challenge each other. Committed teams know how to fight! Committed teams say what is on their mind, get issues out in the open, respect each other’s views and work towards an agreeable resolution. The cool thing is that once they agree, the issue is resolved and nobody else will ever know there was a conflict. Teams will excel when true teamwork exists. Teamwork can only exist when individual team members trust and care for each other. If there is no relationship, there is no trust. Events like company picnics allow us to get a chance to know your team members outside of the daily pressures of work. It is a time to develop relationships. I encourage leaders to find ways to engage their teams in activities that will build teamwork and maybe someday, propel their team to accomplish extraordinary results.
Developing Strong Loyal Employees
One of the things that I enjoy most about leading Etech Global Services is the fact that I get to work with a group of people who truly enjoy what they do and have a strong sense of loyalty to our organization. I’m often asked by peers in other organizations how it is that Etech has such a consistent and loyal staff and I truly believe it is because of our strong core values as an organization. People like to stick with those who know what they believe and live out that belief system, this is something we strive to do daily. As I sat down to write this article I asked myself, “What are the factors that develop strong company loyalty?” I came across an article that talked about the importance of having strong company values as the primary tool that builds company loyalty. I agree with that 100%. Here at Etech, we have 12 Character Commitments that are the foundation of everything we do as an organization. In 2007, we made the decision to implement and cultivate a leadership culture that is based on the willingness and dedication to making a remarkable difference in the lives of our customers, our people and our communities by serving first. We believe that every person has value and deserves to be included, respected and valued. We also believe that any person can accomplish far more when inspired by a purpose far beyond meeting deadlines and hitting quotas. In addition to having strong core values, it is important that employees feel they have a future at their place of employment. The opportunity to advance is very important in developing company loyalty. No one wants to work in a dead-end job, and when a person feels they are in a dead-end job, that can lead to dissatisfaction and high employee turnover. At Etech, we believe that hiring from within is a great way to build company loyalty. When we see that an employee possesses certain skills, we make every effort to develop those skills. For example, if we see strong leadership skills in an entry-level employee, we offer them the opportunity to take advantage of leadership classes that we offer that are designed to develop future managers. When a young employee sees that his/her manager has confidence in their abilities and is given the opportunity to develop those abilities, that employee begins to develop a sense of ownership and connectedness to the organization that is priceless. Finally, offering perks and good benefits is another means of developing loyalty. When an employee feels that they would have a lot to lose by leaving an organization, they are far more inclined to stay at that organization. At Etech, we believe it is important that a person be able to pay their bills and provide for their families so we offer a very competitive salary and benefits package, along with a 401K. We have events throughout the year that employees and their families can be part of and we also encourage community involvement. Over the years, as I’ve been at Etech, I’ve seen how this aspect of our company culture has been a major factor in building loyalty and a sense of community within our corporate walls. I truly believe that building a strong and loyal staff is the foundation of success for any corporation, large or small. When employees feel that they are truly “part of the family” they are far less likely to want to leave. Sure, we’re all concerned about profits and being successful financially, but developing a staff that is loyal and committed to the success of your organization lays a foundation for success that is beyond measure. This blog entry was written by Matt Rocco, President and Managing Partner of Etech Global Services. If you would like to learn more about Etech and contact center technology and service solutions, please contact us at info@etechgs.com.
Emotional Intelligence in the Call Center
I am an avid believer of excellent leadership skills in the call center. As a leader, people not only judge you by your training and expertise but also by how well you handle others and yourself. This means you have to work on your leadership style diligently. One way to ensure that you stay top of the game is to develop emotional intelligence. Daniel Goleman introduced the term “emotional intelligence” in 1995 in his book, Emotional Intelligence. He wrote that although qualities like determination, vision, toughness, and intelligence are important, they are not sufficient to ensure the success of an organization. To be truly effective as a leader requires incorporating emotional intelligence through motivation, social skill, empathy, self-regulation, and self-awareness. For example, have you observed a high-performing employee promoted to a leadership position only to fail miserably? Or an average-performing employee promoted to a leadership position who does very well? These are common occurrences in business; the distinguishing factor is not in the employee’s technical abilities but in his or her soft qualities of dealing with people – such as using emotional intelligence, Emotional intelligence is the ability to recognize and manage your own emotions and the emotions of those around you. To bring it closer to home, as a call center leader, you need to be aware of your emotions, how they affect your agents, and thus influence their output. Let’s look at how to use the five components of emotional intelligence for effective leadership. 1. Self-Awareness: Self-awareness is connecting with your true self. It is the ability to understand what drives you, your emotions, and your needs. It is also being aware of your strengths and weakness and how your actions affect those around you.For example, if some of your agents do not show up for work on a regular basis, which causes additional stress, you should create a backup plan to resolve the issue. Remind yourself of the minimum level of service and functionality you are required to provide and set your contingency plans around it. This way you have a guarantee that everything will run smoothly, and you won’t have to deal with last-minute emergencies. If you are someone who is quick to anger, you should work alongside agents who do not test your limits. When you have a high self-awareness, you are confident in what you want from your people and how best to get it. 2. Motivation: Motivation is that extra push, the passion you have toward your work. Your energy and enthusiasm directly affects the energy your staff gives back. When you are self-motivated, nothing can stop you from achieving what you set out to do.As a leader, your key responsibilities include setting annual targets and formulating strategies and tactics to achieve those goals. What one thing keeps you on course? It is your self-motivation – your drive. What does is it mean to your organization when you are highly self-motivated? It means you set high-performance bars for yourself and your staff. When you keep hitting the bar, you pass on that energy and challenge to your staff to do the same. For example, have you ever worked with someone who is not motivated? Is it easy? No, it’s much harder because you have to keep motivating the person to see the big picture and modify his or her behavior. Unfortunately over time you will become exhausted and tired. As a result everyone loses; your work suffers and others will follow. The solution is to create a personal inner system in order to keep yourself motivated. Be your first and greatest cheerleader. 3. Self-Regulation: Self-regulation is synonymous to self-control. When you have self-control, you will not make emotional decisions, verbally attack people, or compromise your values. Instead you will hold yourself accountable for your own thoughts and actions. You are in charge of your feelings – not the other way around. If you lead by your feelings, the workplace mood will follow: people will be happy when you are happy and upset when you are upset. This is not the way to create trust in your staff.When you have self-regulation, you are reasonable. For example, if your team delivers a sloppy presentation, you can respond in two ways. You can shout at them, telling them how useless they are, or you can have a discussion with them to determine the cause of their poor performance. Which one makes you a self-regulated leader? In the two situations, how do you think your response will affect your staff? Self-regulation enhances your integrity, an important value both personally and corporately. Integrity determines what you will do when no one is looking. 4. Empathy: Friends and family members generally show empathy to each other, but when it comes to work, the word empathy does not sound businesslike, and others might perceive you as being “all mushy” with your employees.However, the meaning of empathy in business terms is thoughtfully considering your employees’ feelings as well as other important factors when making decisions. The way you communicate to them shows empathy.The main reasons why you should be empathetic to your employees are: You need to work with a motivated team. You know how crazy it can get trying to bring every team member into agreement. Everyone has his or her own opinion and wants to justify why his or her idea is better; emotions can easily flare. It takes empathy to recognize and understand different viewpoints and bring them together. You need to retain the best employees – a talented employee is an asset. Imagine all the work it takes to train employees – what happens when they leave? They take company knowledge with them, and you have to start all over again. Empathy helps you continually mentor your employees, and they feel appreciated, which increases their chances of staying with you. 5. Social Skill: Social skill is about building networks and relationship management. How well can you handle conflicts and diplomatically manage change? This is where social
