Coram Deo ~

Looking at contemporary culture from a Christian worldview


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10 Quotes about Servant Leadership from John Maxwell

I recently read John Maxwell’s classic book The 21 Irrefutable Laws of  Leadership with a mentee, something I’ve done a number of times over the past ten years. We came across Chapter 5: The Law of Addition, which states that leaders add value to others. This is perhaps my favorite of the laws. I wanted to share these 10 quotes on servant leadership from the chapter:

  • I believe the bottom line in leadership isn’t how far we advance ourselves but how far we advance others. That is achieved by serving others and adding value to their lives.
  • If you are a leader, then trust me, you are having either a positive or a negative impact on the people you lead. How can you tell? There is one critical question: Are you making things better for the people who follow you?
  • Being an “adder” requires me to get out of my comfort zone every day and think about adding value to others. But that’s what it takes to be a leader whom others want to follow.
  • The best place for a leader isn’t always the top position. It isn’t the most prominent or powerful place. It’s the place where he or she can serve the best and add the most value to other people.
  • Great leadership means great service.
  • When you add value to people, you lift them up, help them advance, make them a part of something bigger than themselves, and assist them in becoming who they were made to be.
  • Effective leaders go beyond not harming others, and they intentionally help others. To do that, they must value people and demonstrate that they care in such a way that their followers know it.
  • Leaders who add value by serving believe in their people before their people believe in them and serve others before they are served.
  • Inexperienced leaders are quick to lead before knowing anything about the people they intend to lead. But mature leaders listen, learn, and then lead. They listen to their people’s stories. They find out about their hopes and dreams. They become acquainted with their aspirations. And they pay attention to their emotions. From those things, they learn about their people. They discover what is valuable to them. And then they lead based upon what they’ve learned.
  • I believe that God desires us not only to treat people with respect, but also to actively reach out to them and serve them.

Do you have any good quotes about servant leadership to share?

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My Interview with the authors of THE SERVING LEADER and an Excerpt from the Book

My Interview with Kenneth R. Jennings and John Stahl-Wert, authors of the best-selling leadership classic The Serving Leader: Five Powerful Actions to Transform Your Team, Business and Community

I recently visited with the authors of this best-selling leadership classic which Ken Blanchard has called “the most practical guide available to implementing servant leadership in your life and work”. The book has just been released in a 10th Anniversary Edition, which includes a very helpful new chapter. The authors use a compelling and at times quite touching fictional story based on real characters to outline the basics of what they call “Serving Leadership”.

So many themes in the book resonated with me as I too have a passion for servant leadership, helping people find work that plays to their strengths, learning from failure, etc.

Coram Deo (CD): A theme that flows through the book is the paradoxical nature of the Serving Leader. Could you speak about that?
Paradox lies at the heart of a great deal of wise living. For example, a good parent must be both firm and warm with their child, hold strong standards and also bend to show care and empathy with a beloved child. In leadership, we noticed paradoxes throughout great leadership practice. For example, to reach many people with our leadership influence, we need to focus very carefully on how we influence those closest to us. Another example is that the best way to show care and respect for those “beneath” us is to help them stand taller, grow stronger, and gain capacities that we have.

CD: You use the active word “serving” leadership. What were your reasons for that, rather than the more commonly used servant leadership?
There has been a great deal of confusion for executives in the servant leadership space, and some of it has come from seeing servant leadership as a set of ideals or lofty principles. It is difficult to know what to do with an ideal, other than to admire it. We chose the language of “serving leadership” to make this work a verb, to focus on the actions, applications, behaviors, and disciplines that we see great leaders exhibit. As an active word, we can practice it, master it, measure it, and teach others to do the same. All our work is about the applicability of key leadership behaviors, and how the research correlates those behaviors to real results.

CD: The book states that the Serving Leader model works for a small team, a large business or a community of several million. I haven’t read as much about how leaders impact large communities. Could you comment on that?
Center for Serving Leadership gathers Serving Leader communities together in major cities and geographies for the purpose of embedding the practices of serving leadership into many companies as well as public sector and social sector agencies. We do this in Cohorts so that the leaders learn together as a cross-section of leaders in that area. For example, Rochester, New York, is building a Serving Leader Community around their work with Center for Serving Leadership, and is leveraging the teachings from the book to catalyze a Greater Rochester movement to transform the economic and social conditions of the region. Similar groups in Chicago, Indianapolis, West Palm Beach, and elsewhere are doing the very same this with us.

CD: In the book you use an upside down pyramid model for the Serving Leader. Could you talk about why you chose that model?
Leadership is exercised both from the top and from the bottom. Leaders hold their authority in championing vision, watching over values, and keeping a sharp eye on the disciplines needed for success. At the same time, in Upend the Pyramid, leaders go to the bottom, as it were, putting themselves at the service of helping grow, become more, gain what’s needed for success, etc. “How can I help you achieve your goals?” is a great question for a leader to ask followers. This is a “serving leader” question, to be sure, not a command-and-control question. And it really drives great results.

CD:  The book at times touches on the faith of some of the characters. I enjoy helping people to integrate their faith and work. It would seem that a Serving Leader model would resonate with people of faith. Would you agree with that?
I do agree with that. I’m a person of faith, and have many clients who are, too. I also have many clients who are of differing faiths, or no faiths, and I am very committed to serve them well, help them get better, and share the principles that just plain work.

CD: One of the teaching points in the book is “To address your weaknesses, focus on your strengths”. That seems like one of those paradoxes we were talking about. How do you do this?
This is another paradox. We must fix certain weaknesses, such as always showing up late or having a tendency to stretch the truth. Such weaknesses can’t be ignored. But if we’re bad at spreadsheets and great in business development, our best contribution to the team is to do more business development and to partner with a colleague who is great with spreadsheets. There is no well-rounded leader; however, there are well-rounded leadership teams.

CD: I was interested in the discussion about Serving Leaders running to a great purpose. You write that this is the first action that marks the Serving Leader, the foundation that everything else follows. Can you tell us what you mean by the great purpose?
In the greatest companies on earth, leaders are helping their people understand the meaningfulness of daily labor. People do their best work when they understand how their tasks serve others, make the world better, and cause their work day to be worth it. Great Purpose, if it is to awaken great commitment and engagement within people, must speak to the question of how this job contributes to the valuable service of others. For example, Industrial Scientific Corporation manufactures gas detection devices worn by industrial workers. They read The Serving Leader, and fashioned this Great Purpose Statement, “The workers of Industrial Scientific are dedicating their careers to eliminating death on the job in this century.” This is the kind of Great Purpose statement that gets people excited about coming to work. They teach their people to ask, “Would the device I’m working on right now be acceptable to me if I knew that it was my dad’s life that depended on it working well?”

CD: I enjoyed the new chapter in this anniversary edition titled “Mike Wilson’s Updates”, which has Mike looking at lessons for personal growth and also lessons for organizational performance utilizing the framework of the Five Powerful Actions of Serving Leaders.  One of the things I learned was how Serving Leadership can strengthen (and heal) family relationships. Can you talk about that?
We see Serving Leader work traveling home with our clients all the time. In our Cohort work at Center for Serving Leadership, when I’m talking to an executive who is on the fence about joining a Serving Leader Cohort, and when I know that their wife is friends with the wife of another company owner who previously was in a cohort, I ask the wives to talk to each other. The reason I do is that spouses and children see the difference, feel the difference that is created by this work. It works at work and it works at home.

CD: Another learning I noted was under “Blaze the Trail”, where Serving Leaders are encouraged to physically co-locate teams that will benefit from working closely together, or find innovative ways to effectively collaborate virtually. We are doing both in the organization that I work in. Are you seeing a lot of organizations adopt these best practices?
We are seeing this more and more, but there’s a long way to go here.

CD: You talk about failure being a gift. Is that another of those paradoxes? What do you mean by failure being a gift?
Great leaders have awareness both of self and of others. They pay attention to how they are impacting others, and what kind of a wake they are creating behind them. Failure helps us develop that capacity. Many leaders start out with a great deal of talent, drive, and confidence, which is wonderful and all. But it’s failure that helps them start to wonder how others are doing, what others are thinking, what they’re missing in their dash to their goals. I’ve never met a great leader that didn’t go to the school of failure, learn from it, and start to pay much, much more attention to what their teammates and colleagues see, think, know, are concerned about, etc. Failure (and the pain of it) CAN make us better. Some leaders respond to failure by doubling down on protecting themselves from having to feel anything, but that’s not a path to lasting results.

CD: In discussing “Building on Strengths”, you mention strengths assessments.  Do you have any favorite assessment tools?
I use many, including StrengthsFinder, System for Investigating Motivated Ability (SIMA), StandOut, DiSC, Predictive Index, and Kolbe.

CD: Mike mentions that he will be writing “How the Serving Leader Grows”. Might this be a future book?
This book is done in its first draft. Perhaps a 2017 publication.

CD: I really enjoyed this updated edition of The Serving Leader, and hope that many take advantage of this new release. Do you have any closing thoughts?
Big, big, big appreciation to you, and my apology for such a late response. I was traveling early to late all week, and couldn’t keep my eyes open at night. I hope this is still useful to you. Blessings!

CD: Thanks so much for your time. Best wishes with the new edition of the book.

EXCERPT FROM THE SERVING LEADER

The Serving LeaderKenneth R. Jennings is a best-selling author, speaker, and active consultant in organizational leadership, serving as Chairman of Third River Partners. John Stahl-Wert is a best-selling author, keynote speaker, and expert in growing great leaders, serving as Director of the Center for Serving Leadership. Together they co-authored The Serving Leader – now revised and updated for the 10th Anniversary Edition and available on Amazon.

The following is excerpted from their book, The Serving Leader. In this excerpt, Mike (who has been called to help his dying father’s leadership project) and his father are using their last days together to repair their relationship. Together they are exploring the concept of servant leadership. Here they discuss the spiritual aspect of servant leadership.

The Spiritual Part

“Can I ask you both a question?” I continued. “While we’re dealing with missing pieces?”

“Ask,” Dad responded.

“How does the spiritual part work? Or more precisely, is the spiritual part required for Serving Leadership to work? You both carry around Bibles.”

“It’s important to me, Mike,” Dad said, his voice quavering with emotion. “My faith is important to me because it keeps me in mind of the fact that my life doesn’t belong to me. My living needs to serve something bigger than myself.”

“I know that’s true of you, Dad,” I answered, wondering why he was explaining this to me. I knew it full well.

“I want it to be true of you, too, Mike,” Dad continued, his face now full of feeling.

“It is true of me,” I answered strongly, now understanding how he had taken my question. He thought I was back to my personal ruminations, which at this moment I wasn’t. “It’s becoming true of me, I should say. If you’re troubled about my part in this, you can put your mind at ease. I’m on the way.” I walked over to where my dad was sitting and gave him a hug. I really appreciated how much he cared for me, for the whole of me.

“You were really asking two questions, weren’t you, Mike?” Rock said. “One of a personal nature and one more professional.”

“Thank you, Rock, for saying that so well,” I answered, glad for the graceful transition he offered. “I work with a lot of clients, and I need to provide business value regardless of a client’s spiritual orientation or nonorientation. I want to promote principles and actions that can be applied in many different settings and that work for many different kinds of people. Some of them are spiritually inclined, to be sure. And some have deeply humane principles that aren’t religiously motivated. And some are driven to build great and profitable companies. So, yes, my question is, does Serving Leadership just plain work?”

“It just plain works,” Dad answered. Rock nodded. “Many of our friends are from different faiths,” Dad continued, “and many of the firms that use our principles have no faith agenda.”

“We have colleagues in government,” Rock added, “who are reporting great benefit from Serving Leadership. I use these principles right here in my Navy post.”

“I guess I loaded up your schedule with a lot of the more faith-oriented colleagues, Mike,” my dad then said, a grin of confession on his face. “A father’s prerogative.”

“But here’s the point,” Rock continued. “Bring great purpose to the table, turn your leadership into service to your workers, hold high expectations, make sure your team has what it needs in training and resources and clear running ground, and maximize the strengths you have. Take these actions, and you’ll get real acceleration and impact. We believe it’s how we’ve been designed to function best.

“Faith or no faith,” Dad added.

“Whether working with a small team, working with an entire corporation, or working with all the sectors of a great city,” Rock said.

“Live it out very personally, or set the principles in motion at a large corporate level. Let it bring deep private meaning to your life and to your family, or let it produce great public value,” Dad added. “Better yet, do both.”

Both men paused.

“But please don’t steer clear of God in your own life, Mike,” Dad continued. “Your father speaking here. Serving Leadership requires a deep humility and a willingness to pour yourself into the good of others. I pray that you let yourself be nurtured for this by something larger than yourself.”

I picked up my notebook, which was an almost unreadable scribble of notes, filled with whole sections of Rock’s remarks that I tried to capture word for word, as well as sidebar notations. I knew I was going to have my hands full getting it down more clearly later. Not to mention the job of actually living it out. That’s going to make the job of writing it all down a cinch in comparison.

I looked over at my dad, who had not yet gotten out of his seat. He looked back at me with eyes that were suddenly very tired. And very content.


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The Serving Leader: Five Powerful Actions to Transform Your Team, Business and Community BOOK REVIEW & QUOTES

The Serving LeaderThe Serving Leader: Five Powerful Actions to Transform Your Team, Business and Community by Kenneth R. Jennings and John Stahl-Wert. 10th Anniversary Edition. Barrett-Koehler Publishers, Inc. 165 pages. 2016.  
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This best-selling leadership classic, which no less of a leadership expert as Ken Blanchard has called “the most practical guide available to implementing servant leadership in your life and work” has been revised and updated with a helpful new chapter in a 10th Anniversary Edition. The authors use a compelling and at times quite touching fictional story based on real characters to outline the basics of what they call “Serving Leadership”.

Much as leadership fables by Patrick Lencioni do, this book, though written as fiction, is based on real people, organizations and results achieved. The story revolves around the relationship between Mike Wilson and his successful and respected father Robert Taylor Wilson, the CEO of his organization. Their relationship hasn’t been the best, to say the least. Robert often wasn’t there for Mike growing up. Now he reaches out to Mike, saying that he is ill and needs Mike to step in for him for a while.

When Mike gets to Philadelphia, he is introduced to the “No-Name Team”. They introduce him to the concept of “the Serving Leader”. He is told that this approach paradoxically turns almost all previous thinking about leadership and turns it on its head. To demonstrate this they use an upside-down pyramid.

The plan was for Mike to spend time with each member of the team focusing on the person’s key projects, learning both by observation and getting to work on some of the projects. After Mike finds out that his father is very ill and doesn’t have much time left, he realizes that he has three objectives:

  • Learn what Serving Leaders do and how their approach works
  • Use the upside-down pyramid to structure what he learns
  • Be with his father while he dies

We follow Mike as he spends time with each member of the “No-Name Team”, learning the concepts of a Serving Leader. That leads him to write a job description for the Serving Leader. A summary of that description, using the upside-down pyramid, is that Serving Leaders:

  • Run to Great Purpose
  • Upend the Pyramid
  • Raise the Bar
  • Blaze the Trail
  • Build on Strength

A helpful new chapter for the 10th Anniversary Edition is “Mike Wilson’s Updates”. In the years since we last heard from Mike, he shares lessons for personal growth and organizational performance by utilizing the Five Powerful Actions of the Serving Leader, putting each lesson into one or another of the actions.

So many themes in the book resonated with me as I too have a passion for serving (servant) leadership, helping people find work that plays to their strengths, learning from failure, etc.  I highly recommend this book, which would be a good one to read and discuss with your leadership team or those you are mentoring.

15 Quotes from The Serving Leader by Kenneth R. Jennings and John Stahl-Wert

 I recently read 10th Anniversary Edition of The Serving Leader: Five Powerful Actions to Transform Your Team, Business and Community by Kenneth R. Jennings and John Stahl-Wert. Here are 15 helpful quotes that I appreciated from the book:

  • The Serving Leader is down here unleashing the strengths, talents and passions of those he or she serves. It works this way for a team of two, a business with a thousand employees, or a community of several million.
  • When a leader keeps personal ego in check – and builds the confidence and self-esteem of others – it is then possible for the team to work together.
  • I’m realizing that something else is going on that’s very different, that seems almost contradictory. On the one hand, you’re serving people, but on the other hand, you’ve got really tough standards!
  • The model used by Jesus of Nazareth is instructive here. He could have chosen from thousands of his eager followers, but he chose only twelve, spending the rest of his time relating to them, serving them, and preparing them to do the very same with others. And look at the multiplied results that today validate his methodology.
  • Paradoxically you get better results by shifting attention away from your weaknesses. It’s far more productive to shift your focus to your strengths.
  • Serving Leaders are living paradoxes.
  • My role model for this business of great purpose is found in one of the oldest management texts in the world. The text is Nehemiah.
  • Run to Great Purpose is the first action that makes the Serving Leader. It’s the foundation. Everything else follows.
  • Making a difference for others is the point of our lives. It is the great purpose that gives us everything we need to run the best race we can.
  • Serving Leadership requires a deep humility and a willingness to pour yourself into the good of others.
  • What the greatest Serving Leaders have taught me over the years is that the lion’s share of great acts committed inside great businesses day by day are done by ordinary workers who choose to give their full best.
  • Growth in Serving Leadership strengthens organizational performance and strengthens (and also heals) family relationships.
  • Great leaders take active steps to really learn who those people (their direct reports) are, who they are as people. They ask them about their lives, their aspirations, their strengths and needs – and then they make sure to really listen!
  • If you want your workers to go above and beyond, to dig deep and do their utmost, then you must go above and beyond. Raise the Bar starts with the leader who raises the bar for his own attitudes, intentions, behavior, and results. Leading involves going first, and that is never truer than with the leader’s own commitment to being fully engaged.
  • Failure brings with it one of the best chances to grow and develop real strength.

Second Serving Leader Quote


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4 Reasons Why I Aspire to be a Servant Leader

Ken Blanchard on servant leadershipAre you a self-serving leader, or a servant leader? Ken Blanchard has written that effective leaders should serve their people, not be served by them, which is different than the norm. Similarly, John Maxwell states that the leader should be there for their people, not the people there for the leader. This is what is referred to as servant leadership.

I speak about servant leadership in the expectations/philosophies document that I provide to all of my new team members:

I believe in the concept of servant leadership, which encourages leaders to serve others while staying focused on achieving results in line with the organization’s values. An excellent book that explains this leadership philosophy is The Mentor Leader by Tony Dungy.

There are many reasons why this form of leadership resonates with me. Here are just three of them:

  1. It aligns well with my faith ~ Jesus is my model here. The first section of Mark 10:45 states, “For even the Son of Man came not to be served but to serve”. It is my aim to serve my team members well. Now some will say that the terms “servant” and “leader” conflict with each other, and cannot be used together. But I have found them to be perfectly in alignment, and I find joy in leading this way. Does the concept of a servant leader make sense to you? Can you get your ego out of the way and instead build up others?
  2. It is a successful leadership model. Blanchard states that the servant leader provides the vision and values for their team. Once the direction is clear, the servant leader’s role is to help their team members to achieve their goals. They teach and coach their team members so that they can do their best, achieve their goals and reach their highest potential. Servant leaders listen to their team members, praise them, support them and redirect them when they deviate from the path. That is a model that I can support and get behind and it’s how I try to lead. Do you see how this can be a successful model?
  3. It helps team members be successful. Blanchard states that the servant leader is constantly trying to find out what their people need to be successful. They are interested in making a difference in their people’s lives, and in the process, positively impacting their organization by delivering good results. The role of the servant leader is to help their people win and accomplish their goals. If you are a leader, what are you doing to help your team members win and accomplish their goals?
  4. It’s the way I would like to be led. Think of the “Golden Rule”. The first section of Matthew 7:12 states “So whatever you wish that others would do to you, do also to them”. If I apply that to how I would like to be led, it would be to be led by a servant leader. That type of leader that is always there to help you win and accomplish your goals. You can relax, do your best and know that you have a leader who has your best interests in mind.  Have you worked with any servant leaders in the past? How did that make a difference for you?

These are just a few of the reasons that I aspire to be a servant leader. There are many more. Can you think of more to add to this list? Have I made the case that this is the best way to lead? Why or why not?


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20 Quotes on Servant Leadership from The Secret by Ken Blanchard and Mark Miller

The SecretI recently re-read The Secret: What Great Leaders Know and Do (Tenth Anniversary Edition) by Ken Blanchard and Mark Miller. The book includes a number of excellent quotes on the topic of servant leadership. Below are 20 of them:

  • True leadership has nothing to do with one’s level in the organization. There are many individuals in the world who don’t hold leadership positions, yet they’re providing leadership all the time, just as there are many others who hold leadership positions, and they are not exerting much leadership at all.
  • Leadership is more about what others don’t see than what they do see.
  • Character—or lack of it—is still the nemesis of most leaders in our world today. Skills are critical to effective leadership, but character is also. Many believe they could become effective leaders if they only had the skills. Others believe they can become great leaders if they could just develop their character. Both are wrong. It takes skills and character.
  • A key question you must continuously ask yourself is ‘Am I a self-serving leader or a serving leader?’
  • A person can serve without leading, but a leader can’t lead well without serving.
  • A compelling vision stirs passion within you. It tells everyone who works with you who you are, where you’re going, and what will drive your behavior.
  • Leadership is about taking people from one place to another. One of a leader’s top priorities must be to assure that the team knows where you are headed.
  • Creating a compelling vision is one of the privileges and most serious demands of leaders.
  • The best leaders invest in the development of their people. Lesser leaders don’t.
  • Helping people leverage their strengths is one of the most rewarding parts of the leader’s role.
  • If you stop learning, you stop leading.
  • Great leaders are always seeking answers to questions like these: How can we do the work better? How can we do it with fewer errors? How can we do it faster? How can we do it for less?
  • Great leaders don’t change the structure just for something to do. However, they understand that their organizational structure should be fluid and flexible.
  • There are two tests of a leader. Do they get results? And do they have followers?
  • People don’t care how much you know, until they know how much you care.
  • You must gain the trust of your people. If you don’t have their trust, you’ll never be a great leader.
  • All genuine leadership is built on trust. There are many ways to build trust. One way is to live consistently with the values you profess.
  • People who want to be great leaders must embrace an attitude of service to others.
  • If you can find a successor who can carry on after your season of leadership has ended, that’s always the hallmark of a great leader.
  • That’s the beauty of servant leadership. It not only serves people; it also produces superior results.


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5 Ways to Know Your Team Members Better

servant-leadershipAs a leader I want to serve those that I am privileged to lead. In order to serve them you need to know them. Each year we hold a summer outdoor team event. It’s always a wonderful time of food, fun, relationship-building and learning. And each year we capture the event by putting photos from the event in a book that I keep on the small table in my office where I meet with people. I often use the book to tell people that you are only blessed to work with a group of people for a short time and then they, or you, move on.

I can look at the books from past events to remind me that very few of the people that attended the event just a few years ago are still on the team. Some of us may work together again, but some (from a book I looked at this week from 2008) have already retired, and one sadly has since died.

Here are 5 ways you can get to know your team members – whether it be at work, church, volunteer organizations or school:

  1. See them as people, not resources. I often hear people referred to as ‘resources’, and that always bothers me. When I began my career the department currently named Human Resources was called Personnel. I think this could reflect more than just a name change. See your team members as people, not just as an analyst, for example. Do you see them as just resources to help you accomplish your goals, or as people that you want to come alongside to help them reach their goals?
  2. Get to know them personally. Find out about their family, their favorite authors, sports teams, music, hobbies and their dreams and goals. Don’t just find out about their skills and experiences, but about them as people. Find out what is troubling them. Even though it seems that many have it all together, I believe that everyone is worrying about something, be it finances, health, relationships, family, etc. You need to know your team members personally to know this. Are you praying for your people?
  3. Find out how you can serve them. Servant leadership is something that I am passionate about, though not always good at. I love John Maxwell’s quote that the leader is there for the people, not the people for the leader. I like to help people develop to their fullest potential and to utilize their strengths more fully. Would your team members say that about you if asked?
  4. Spend time away from the job site with them. Now don’t misunderstand me here. Mel, my career mentor told me more than thirty years ago that if you are going to have only one relationship with your team members it has to be a professional one. I apply that advice – with exceptions. For example, I make it a personal policy not to ask a current team member to be a friend on Facebook. I also wouldn’t go to a movie or ballgame with them while they were current team members. However, I do pray for them and their families often. What I also try to do is arrange opportunities to see team members other than in just our monthly “One on One” and team meetings. An example is our monthly team birthday lunch. Each month, whoever is celebrating a birthday gets to choose the restaurant where the team will get together to celebrate their birthday. Not everyone attends, but it gives me an opportunity to see many of them away from the usual business situations.   Can you think of some creative relation-building activities and off-site locations that you can do with your team?
  5. Show them that you care. Ask them about their vacation, how the recent class they attended was, what they did over the weekend, etc. If you know that they are waiting on health test results for themselves or a family member follow-up with them to show them your support. Another of my favorite John Maxwell quotes is that people don’t care how much you know until they know how much you care. Would your team members say that you care about them as people?

These are just a few ways you can better get to know your team members as a caring servant leader. There are many, many more. What suggestions do you have to share?

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