Lead Through Service

If You Think Leadership Is About Being in Charge, Think Again

My introduction to my first “team leader” occurred right before Y2K (year 2000). I reported to this individual, who wasn’t officially titled a supervisor, yet they were made the leader of a smaller group of people on a very large-scale project. However, when I mention “team leader,” that’s not the interpretation I mean here. Instead, let’s think of it as “team leadership.” Just as we have good leadership, extraordinary leadership, and bad leadership, the term “team” can function as an adjective. So, “team leadership” refers to a leadership style that has a team focus, so to speak.

Let me put it this way: A leader is not a boss but rather a servant, someone who serves others. I’ve been reflecting on this idea, and it’s clear that many leaders misunderstand this concept and get it twisted every day. Too often, people believe that a leader is someone who should be served. While we do support our leaders, they are not the ones to be served. Instead, a next-level leader is the person who serves others the most.

When you think about the President of the United States, it’s clear that, although he has many people assisting him, he is essentially the biggest servant of them all. He has very little privacy and can do very few things for himself; he probably isn’t even able to drive a car anymore. His life has so many guardrails, surrounded by numerous security measures and responsibilities, that he has almost lost the ability to be served. Instead, he must serve others. Everything he does affects [serves] someone else, for better or worse, which underscores his role as a servant—the biggest servant.

The CEOs of the companies we work for are often viewed as figures who should be served (twisted thinking), but in reality, they are the biggest servants of all. This situation is reminiscent of the monarchy; for example, we currently have the King of England following the historical passing of his mother, Queen Elizabeth II. Most people tend to think that these leaders exist to be served, especially a King or Queen, but the truth is that their roles are designed to serve others on a large scale.

Regardless of whether their motives are selfish or selfless, these leaders are fundamentally required to serve the people. Their positions dictate that they must cater to the needs of others, whether positively or negatively, and regardless of the outcomes they produce. Ultimately, their primary duty is service, irrespective of how it is executed.

Leadership, specifically in a team context, involves learning how to take the transition from viewing a leader as someone who is served to one who serves others. A leader’s role is to serve their team, which means caring for the team, protecting them, and being responsible for their well-being. The acts are those of a servant. A leader is responsible for growing the team, assisting in their progress, and pushing them forward. Ultimately, a leader is there to guide the team toward success.

Listen to these words that prove that a leader is there to serve:

– A leader’s purpose is to establish the team.
– A leader drives the team toward a specific goal.
– A leader evaluates the team.
– A leader focuses on the team’s growth.
– A leader enlists the team’s support.
– Their mission is to do everything for the team’s benefit.

A next-level leader can not be self-focused. Even if they attempt to do so, they will inevitably fail. Self-centeredness is what defines a bad leader. Next-level leadership is about serving others, not oneself. The goal of a leader is to be nothing more than the greatest servant of all.

“But he who is greatest among you shall be your servant [not the other way around].” ^[1] – Jesus

When the disciples asked who would be the greatest among them, Jesus responded that the greatest among them would be the one who serves the most. Throughout history, we see that the most respected individuals are those who have dedicated themselves to serving others. A next-level leader prioritizes serving others above all else.

I often use this example when speaking with the people I serve in a leadership capacity. It’s a practical observation: when we require our teams to work overtime on a project, whose fault is it? It is not an employee’s or an individual’s problem; it’s a leadership problem. If my team has to work longer hours than necessary, it indicates a failure on my part as the leader. It implies that I have not managed work to time effectively.

If I find my team overwhelmed with work, it is my responsibility as a leader to ensure that projects are properly scheduled and that adequate time is allocated. Most leaders (which is “normal”) will never admit this. However, next-level leaders must protect their teams from having to put in avoidable overtime. A next-level leader cares enough about the team members to minimize and prevent such situations from arising. A leader’s role includes serving the team in ways that help reduce avoidable overtime demands. Additionally, a leader should develop the team in such a way that overwork becomes unnecessary.

In fact, if a team is experiencing excessive workload and burdensome tasks, it is a clear sign of poor leadership. Although many individuals are working hard and doing their best, this situation indicates that the leader is not fighting for their team. If your leader is not fighting for you, it means they don’t love you enough or love themselves more. Serving others is an act of love being displayed even in leadership.

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