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How to Be a Servant Leader in a Democratic Retailer

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How to Be a Servant Leader in a Democratic Retailer Servant Leadership 1 HOW TO BE A SERVANT LEADER IN A DEMOCRATIC RETAILER LEAN AGILE SCOTLAND 2019 Presentation by: NATASHA AH-FAT Partner & Delivery Lead/Agile Coach Servant Leadership 2 ABOUT ME ● Tash ● London (Chinese/Mauritian/British) ● Wanderlust ● Curiosity and Learning ● Sporty ● Loves animals ● Helper/Fixer ○ Partner & Delivery Lead/Agile Coach ○ People Manager Who am I - (I’m not a fan of selfies) - and how I’m trying to be a better servant leader…. This session is a case study with personal insights on how my organisation went through agile and lean transformation. Specifically, I’ll talk about how we want to encourage a servant leadership style so that our employees can make a difference to their own and other people’s lives. I’ll touch upon how servant leadership links closely to our unique democratic principles, which have been around for over a century. Servant Leadership 3 ABOUT THE SESSION ● 101 on Servant Leadership and Motivation ● Brief History...Experimental Beginnings ○ Insight: Ultimate purpose ● Our Agility Challenges & Responses ○ Insight: Developing a growth mindset ○ Insight: Becoming a Jedi… ● Reflections We’ll cover servant leadership/motivation briefly to get on the same page. I work for John Lewis Partnership - a UK retailer, famous for Christmas adverts and the heart of UK department stores. I’ll talk about how my organisation has been around for over 100 years, and how our founder, John Spedan Lewis started showing servant leadership traits, decades before servant leadership was even coined a common term… and what our ultimate purpose is Next we’ll move onto the challenges UK retailers have been facing over the past 5+ years, and why in IT, we decided it was the right opportunity for us to evolve and start our organisational agile and lean transformation - with that, I’ll touch upon our journey of developing servant leaders, and give insights on our lessons/tips End on final reflections - note, the slides are informational too (so will have some busy slides; there are speaker notes in the slides, which will be shared) Servant Leadership 4 101 ON SERVANT LEADERSHIP & MOTIVATION Servant Leadership 5 WHAT IS LEADERSHIP? 1. Think of a popular leader - why do you think they’re successful? 2. Think of a person who’s personally inspired/helped you 3. Which was harder to think of? Why? Recognise that the people who make a difference to us are those who care Anyone can be a leader - “Leadership is an action, not a position” Donald H. McGannon I also run a Servant Leadership workshop, which is full of games to land key concepts, but I like to start with these questions: Which was harder to think of? A popular leader, or someone who’s personally inspired you - why do you think that is? I ask these questions to ● Recognize that the people who make a difference to us are those who care ● Because anyone can be a leader ● A leader is someone you want to follow ● Leadership is also an action, and not a position ● To recognize that satisfaction and value comes from serving others ● A leader is someone you want to follow and someone who cares Servant Leadership WHAT IS SERVANT LEADERSHIP? “The servant-leader is servant first...it begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead. That person is sharply different from one who is leader first” Robert K. Greenleaf Instead of the people working to serve the leader, the leader exists to serve the people CONTEXT: Robert K. Greenleaf (1904–1990) was the founder of the modern Servant leadership movement and the Greenleaf Center for Servant Leadership. The phrase “servant leadership” was coined by Robert K. Greenleaf in The Servant as Leader, an essay that he first published in 1970. Instead of the people working to serve the leader, the leader exists to serve the people. Servant Leadership TRAITS OF A SERVANT LEADER BUILDING COMMUNITY COMMITMENT TO THE GROWTH OF PEOPLE FORESIGHT | STEWARDSHIP PERSUASION | CONCEPTUALISATION LISTENING | EMPATHY | HEALING | AWARENESS Success comes from the shoulders of the ‘people’ and not simply the ‘leaders’ ● In my organisation, within Tech and Change, Building a Community and Commitment to the Growth of People is so important, and it’s part of our organisational agility transformation programme ● Sharing our learnings to develop and grow ourselves and others are skills and behaviours we strongly advocate - we do this for example, through communities of interest, communities of practise/profession ~~ CONTEXT: Building Community - making a conscious effort in playing my part to contribute to the success of others Commitment to the Growth of People - intentionally nurturing others and view them in their strengths Foresight - understanding that every action has its consequences Stewardship - being responsible for the things/tasks given to me Persuasion - ability to influence and inspire others Conceptualisation - ability to dream dreams that are ideal, unique, image-driven, forward-looking and for the common good Listening - listening intently to the words, actions and feelings of others Empathy - choosing to understand and feel with the people around you Healing - reconciling, restoring and re-establishing relationships Awareness - being aware of self, surroundings and situations Servant Leadership MOTIVATION & INTENT BASED ENVIRONMENTS AUTONOMY MASTERY PURPOSE Through empowerment and autonomy, people are inspired to rise to the occasion Whilst being served and as people grow, they are more likely themselves to become servants With purpose, people thoughtfully contribute towards it, proud to be part of something bigger than themselves When thinking about a servant leadership style, we first ensure that other people’s highest priority needs are being served. Greenleaf says that the best test, and most difficult to carry out are the following: ● Through empowerment and autonomy, people are inspired to rise to the occasion.. ● Do those served grow as persons? Do they whilst being served, become healthier, wiser, freer, more autonomous… more likely themselves to become servants? ● By understanding a vision/goals, people will thoughtfully contribute towards it, feeling valued and proud to be part of something bigger than themselves As Greenleaf wrote, servant leadership is a long-term concept and it’s a transformative theory that might change the way people treat leadership, servitude and authority. Later, I’ll share how we’re helping our employees to feel engaged and motivated (through talking a bit about autonomy, mastery and purpose). But first… a bit of history. ~~ CONTEXT: Motivation 1.0 - survival, basic needs, Motivation 2.0 - reward/punishment, Motivation 3.0 - intrinsic (internal, naturally satisfying) Dan Pink - author of six books about work, business, and behavioral science https://www.youtube.com/watch?v=1SfmmuC9IWs We do our best work when driven by intrinsic motivation — motivation from inside us, rather than imposed externally like rewards or punishments. And the 3 facets he highlights that help intrinsic motivation are: Autonomy, mastery, purpose David Marquet - wrote Turn the ship around. https://www.youtube.com/watch?v=OqmdLcyES_Q Build an intent-based environment - if people understand the goal and can think for themselves, they will rise to the occasion and feel valued He highlights that working this way is difficult - and goes against some of our natural instincts (perhaps a more command/control style, which we may have experienced, and somehow been rewarded for in the past) Servant Leadership 9 A BRIEF HISTORY… EXPERIMENTAL BEGINNINGS Servant Leadership 10 [Photo is Oxford Street Branch, London in 1885] ● John Spedan Lewis (our founder of the Partnership) was born in 1885, he was son of John Lewis Snr - a draper who owned a small shop in Oxford St (London) ○ JL Snr was a local draper apprentice at 14, and moved to London at 20 to work in a shop, becoming the youngest silk buyer in the capital ● At 19, Spedan entered his father’s business ● Aged 21 he was given a quarter share of the Oxford St shop (his younger brother Oswald also got a quarter share when he turned 21) ● John Lewis Snr had a simple trading policy: Wide assortment, low margins, fair dealing - no advertising! Servant Leadership 11 John Lewis Partnership is attributed to one man and his lifelong experiment for social justice and business ingenuity Spedan was building a sense of community, and encouraging collaborative, trusting relationships with his employees ● In 1905, Spedan had been in business for about a year but had already started forming some very good ideas about what working in business was going to involve ● During this time, John Lewis Snr bought control of Peter Jones, which was now an impressive establishment in Sloane Square; John Spedan Lewis shortly became director ○ Very inclusive individuals, the two younger Lewis’s encouraged staff to take an interest in sport and they started a staff magazine - Byron weekly, building a sense of community and trusting, collaborative relationships ● In 1909 Spedan had a riding accident on his way into work and during a long (2 year) convalescence, Spedan thought deeply about his future and business ○ Dreamt up the idea of the Partnership, obsessed with fairness ○ He was eager to share his profits with his staff and distribute profits to employees as shares in proportion to their pay ● His Father’s response was somewhat negative... Servant Leadership 12 Conceptualisation - ability to dream dreams that are ideal, unique, image-driven, forward-looking and for the common good Listening, Empathy, Healing and Awareness ● In 1914, Spedan convinced John Lewis Snr to hand over full managerial control of Peter Jones (chairman and nominal MD), although, PJs was performing badly ● This left Spedan free to put his forward-thinking ideas into practise (but his father still made him work in the Oxford St shop until 5pm!) ○ He thought of creating a Limited Liability Company, so he could share the risk, put capital into the business and grow - though not necessarily philanthropic, he merely believed in fairness and humanity.
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