Blog

I have seen many organisations claim that they can be considered as Servant Leadership organisations because they follow the Triple Bottom Line philosophy.  This promoted me to dig a  little deeper into this concept, and what I found amazed me. It was John Elkington who postulated the idea of Triple bottom line in 1994. Soon it became a corporate slogan used by many to present their organisations in better light. They thought that latching onto the Triple bottom line concept will portray their sensitiveness to all the stakeholders, namely Shareholders (Profit), Customers, Employees and partners (People) and Environment (Planet). However, the concept soon became just another corporate jargon.  Elkington himself realised the depths to which the concept deteriorated, and he decided to “recall” the concept. This is probably the first case of a recall of a management concept, though we are used to recall of products and cars and things like that. Elkington did this through an HBR article[1] where he admitted But 25 years later, this radical goal has been largely forgotten, and “triple bottom line” thinking has been reduced to a mere accounting tool, a way of balancing tradeoffs instead of actually doing things differently. Surprisingly, there are several organisations that  still vouch for the Triple Bottom Line concept and proudly project that as their way of balancing results and relationships. Many organisations go to the extent of claiming to be Servant Leadership companies because they follow the Triple Bottom Line concept. This is far from the truth. Of course we are concerned about the shareholders or investors, they bring in the much needed capital to keep the organisation running. Of course we love our customers because they pay us for our products and services. Of course we are concerned about the employees, they do what is required to keep our customers continue to give us business. Of course we take care of the environment out of true concern or out of necessity due to the laws of the land. But that does not make it Servant Leadership. As Jeroen Kraaijenbrink explains in his Forbes Article[2], making grand profit and not doing harm to employees and environment is a basic requirement. The concept of Servant Leadership goes way beyond this narrow understanding of the Triple Bottom Line. I define a Servant Leader as “A Servant Leader is one who invests in the life of another person to the extent that the other person becomes better, bigger, wiser, happier, healthier, wealthier and more famous than the leader himself/ herself” This requires genuine concern and love for people, all people, not just our paying customers or employees. It requires one to have a higher purpose than generating wealth through the organisation. It requires that leaders use their Power to uplift others. It requires that organisations follow a set of values that will make the world a better place. It requires that leaders and organisations need to give up chasing success and pursue Significance. Power, Purpose, Values and Significance are the four tenets that differentiate Servant Leadership from the other good, bad and ugly forms of leadership. I had discussed these in an earlier blog. So if you are still stuck on the Triple Bottom line concept, it is time to give your leadership philosophy a reboot. It is time to consider Servant Leadership. [1] John Elkington:  25 Years Ago I Coined the Phrase “Triple Bottom Line.” Here’s Why It’s Time to Rethink It. Harvard Business Review, June 25, 2018, Web accessed at https://hbr.org/2018/06/25-years-ago-i-coined-the-phrase-triple-bottom-line-heres-why-im-giving-up-on-it on 10th of Nov 2022. [2] Jeroen Kraaijenbrink . What The 3Ps Of The Triple Bottom Line Really Mean. Forbes, Dec 10, 2019. Web accessed at https://www.forbes.com/sites/jeroenkraaijenbrink/2019/12/10/what-the-3ps-of-the-triple-bottom-line-really-mean/?sh=6dc761935143 on 10th Nov 2022. _________________________________________________________ Dr. Madana Kumar, PhD is the Servant Leadership Evangelist at Leadyne. You can connect with him here or contact him here

The terms like great resignation, great reset, quite quitting, moonlighting etc., have become part of the HR vocabulary recently. And there are opposing views about all of them. An interesting point of view that I heard is that there is nothing new in these and these have been there in some form or other for a long time now, and we are only giving new names to the old phenomena. I beg to differ. The need to see employees as emotional beings, is becoming more important every passing day. We cannot forget the fact that not too long ago, employees were considered “hired hands”. One of the infamous quotes attributed to Henry Ford goes like this “Why is it every time I ask for a pair of hands, a brain comes attached.“[1] Some other versions put it as “Why is it that I always get a whole person when all I want is a pair of hands?”. Whichever version is true, we get the message. But this situation has changed drastically over the past few decades. Organisations want the brains to come with the hands. The challenge is that even when the organisations accept hands and brains, they would still prefer them to leave their heart or emotions at the door. This is simply impossible. If you need great employees you need to accept them as whole persons, hands, brains, emotions et al. This is the genesis of all the people phenomena that I listed at the beginning. What do organisations see people as? When I used to interview people who wanted to join the HR or L&D functions, I used to ask the question why? And you could easily guess the common answer. “Because I love people”. That got me thinking. Will a CFO hire someone just for their love of money or a CTO hire a person just for their love of technology? A CFO will hire someone who knows how to use money for organisational success. A CTO will hire someone who can use technology for organisational success. By the same yardstick, should a CHRO hire someone who will be able to “use” people for organisational success? The fact is, this is what was happening, and probably is happening even now. When we start seeing people as “resources” problems like great resignation, quite quitting, moonlighting etc. will continue to happen. That is why I used the term “people” phenomena for this. The oxford dictionary defines phenomena as “a fact or situation that is observed to exist or happen, especially one whose cause or explanation is in question.” These phenomena will continue as long as we see people as resources. So what is the solution. In our Servant Leadership initiatives, we use the 3-7-10 framework.  One of the seven DEEP BHC behaviours is Helping others grow and succeed. This behaviour is driven by the attribute of Commitment to the growth of others. We define commitment to the growth of others as People have an intrinsic value beyond their tangible contributions as workers. Committed to a personal, professional, and spiritual growth of each and every individual within the organization. Servant Leaders invest in the holistic development of team members as against the traditional trend of investing only in “monetizable” skills.[2] The concepts of holistic development and value stand out. In an earlier blog I had explained the VALUE framework for employee engagement. Let me present it again with one modification. V: Give them an inspiring Vision A: Appreciate them. “Catch them do the right things (Ken Blanchard)” L: Love: I always get raised eyebrows when I drop the L word. But it is a fact. Bosses love power, leaders love people. Some ways to act out our love in a leadership context is listed in an earlier blog U: Uplift your employees E: Empower them and be available to serve them if they need help. So let us stop debating whether the people phenomena we are seeing as part of future of work are old or new. Let us start looking for ways we can value people beyond their tangible contribution that they bring with their hands and brains. Servant Leadership promotes this mentality naturally. Out of the seven DEEP BHC behaviours, four of them are about relationships. Yes we can achieve a fine balance between results and relationships and Servant Leadership is the answer. [1] https://www.linkedin.com/pulse/bring-your-brain-daren-martin/ [2] Adapted from : Spears, Larry C. Characteristics of Servant Leaders. Chapter 2. Blanchard, Ken; Broadwell, Renee. Ed. Servant Leadership in Action . Berrett-Koehler Publishers. Kindle Edition. 2018 _____________________________________________________________ Dr. Madana Kumar is the Servant Leadership Evangelist at Leadyne. You can connect with him here or contact him here.

When Leaders Sit with Clouds A few years ago I had the joy of watching the film – What we do on holiday where a couple on the verge of divorce take their three delightful children to the lush English countryside to visit their dying grandfather. The children arrive at their grandfather’s extravagant home which is managed by their rich and rather pompous uncle who begins to introduce the intricate technicalities of the elegant home with an air of arrogance. “This home is very intelligent,” he began to claim. “With a simple clap of your hands the lights switch off…” he displayed quite theatrically. After a couple of cringed filled minutes the youngest of the three children interrupted her uncle’s proud and thunderous moment with a startling question. “How can a house be intelligent?” And her dear uncle’s smile vanished, “well, er…it is..!” His voice is now rising. “Can it do cartwheels?” The 6 year old pushed. “No,” said the uncle with his eyebrows frowning in confusion. The youngling pressed further, “can it draw a peacock?” “No,” came the tired reply. “Then how can it be intelligent?” questioned the perplexed little girl. Her uncle’s face went from red to rage and what happened next was an explosion of sorts which left the children confused as it was obvious that a house cannot be intelligent! There are some fascinating layers and insights hidden in between the interactions of this comic filled scene. Innocent correction has a relentless rawness that can stop the flow of false assumptions adults or leaders tend to make. Correction can create the most awkward and uncomfortable moment for a leader who assumes that everyone agrees with what they are saying or doing at any given time. What helps a leader embrace with ease and effect uncomfortable and awkward conversations at work? Amidst the many attributes needed to usher in such a capacity is the ability to sit still and wait for the awkward moment to fully manifest itself in the atmosphere and settle without the urge to brush it aside quickly. I call it the ability to sit with clouds. We all enjoy the beauty of a blue sky. It’s perfect, untouched and unhindered and yet when I spent several years in India under such a captivating canvas I somewhat lost the value of a fully blown blue sky because it was a daily occurrence (to some degree). When clouds arrived and mingled amidst the vast blueness they created a concoction that gave way to a depth in the blue that made it quite special. It’s very uncomfortable for some leaders to embrace awkward questions at work and for some even mind numbingly embarrassing. Especially if they have been corrected on a matter by a ‘junior’ in public. It reveals 2 blurry blind spots of the Leader. Insecurity & The assumption that everyone accepts everything they say. I say “blurry” because most leaders in this delicate category do not rage like the pompous uncle in the film. They find cunning ways with a camouflaged calm to brush aside the awkward question or correction. In a more dangerous category we find some leaders who have intentionally learned this crafty craft and carved it cunningly into their subconscious. They don’t feel uncomfortable or embarrassed and hence miss the correction completely! An experienced leadership coach has the ability to probe with permission and pass through all the protective layers a leader hides behind (intentionally or unintentionally) in their quest to brush aside embarrassing corrections or any discomforting awkwardness. Insecurity is rooted in fear and that insecurity is a learned tendency however calm it may look on the outside. It takes a courageous leader to allow the leadership coach to probe into sensitive areas where stories of insecurity hide. And the assumption that everyone agrees and understands everything a leader might believe or say is downright ignorance. But ignorance is also learned and needs to be unlearned. Where did you first learn to switch off from the people around you? Does ignoring people make you feel protected? If so, how? When leaders embrace correction or awkward encounters they usher in the idea that there is no ‘junior’ or ‘senior’ and more importantly they carve out a sacred space for safety. It takes a servant hearted leader to allow this life changing legacy to enter the workplace but the process to arrive at that legacy requires rigorous discussions with an experienced Leadership Coach. It can’t be a fully blown blue sky all the time however beautiful that may sound. Clouds are good. They bring perspective to the canvas around us and more importantly they carry rain! And where would we be without rain? Likewise, where would we be without correction? Thomas Edison was corrected 1000 times before he went on to invent the light bulb… So, let there be light! Rahil Patel is a Leadership Coach and leads the practice at Leadyne. You can connect with him here You can contact him here

The Leader and Perfectionist Conundrum – there’s no such thing as tractors!   “How much are you getting done?” Have you ever heard this round-the-clock and overused question? Leaders can persistently ask this peculiar question without thoroughly thinking it through. Like many other phrases and questions, we memorise and monologue throughout our lives without thinking, this one stealthily slips through the net unscrutinised frequently. Contradictorily, for an effective and plentiful outcome in performance the question a leader ought to be asking is, ‘what did you get done?’ And here lies the conundrum. There is a certain segment of leaders who are sequentially blinded by the seduction of a perfectionist’s work who seemingly ploughs through every single task without asking for any help whatsoever. The discreet deception and discoloration veiled by the notion of ‘lots of work being done’ by a perfectionist has a subtle and yet significant impact on the results thereof. When such a blindfolded question is presented to a perfectionist, the outcome will always be deceptively dire. The greater tragedy is that neither will realise that they are unproductive and as a result underperforming. A bit like a farmer pulling his plough painfully by hand in the concealed conviction that tractors don’t exist! Priority over quantity is a constant battle and stressful affair for a perfectionist but it is cunningly camouflaged under continuous hard work. They must attend to everything and everyone. A perfectionist lives under an oppressive illusion that compels them to perform ‘above and beyond’ the required amount all the time! Is it sensible to execute small and insignificant tasks with painstakingly hard work all the time? The reader may know the answer to this but a leader might not…the spell of ‘lots of work’ can comfortably stupefy. Do you know of a perfectionist in your team? Have you ever noticed how distressed they are when they try to meet every demand all on their own? Perfectionists find it difficult to delegate as everything has to be executed in ‘a certain and specific way.’ leading psychologists in the area of perfectionism, Paul Hewitt and Gordon Flett along with the World Health Organisation have even tied mental health issues, anxiety and depression to perfectionism. (An excessively high expectation of one’s self is too much to bear over the long haul). Business leaders and organisations are often unaware of a perfectionist in their workplace, as all they see is a ‘hard working individual’ who says ‘i’ll do it all,’ all of the time… Little do business leaders know that in order to implement everything and that too in a specific manner, perfectionists actually under perform in the marathon of work life. Signing up as a butler to every task they consequently compromise two very key areas. Prioritising Quality execution of important tasks A perfectionist blurs the borders between important and not so important tasks and blinds a leader in the process. The compulsion to ‘do it all’ lends them a scarcity of insight that ‘there are bigger fish to fry.’ Compromising the crucial tasks costs not only them but the leadership above them and the business overall. The first step to unpacking the leadership perfectionist conundrum is awareness. Once the clouds are cleared a comprehensive plan can be charted out for an enhanced performance resulting in effective productivity. A leadership coach carefully carves away at the deception a leader is drawn to when there’s a perfectionist in the room. It’s the clinical role of a coach to highlight all the disguises that can make a leader borderline delusional when there’s ‘lots of work’ happening. And perfectionists can unlearn the habits of “doing it all a certain way and all on my own” through kind but candid questions. “What is the underlying fear of letting some things go? Where did you learn the lie that if everything is not at a certain standard it equates to failure? How and why does the certainty of a certain outcome make you feel in control? What does control look like to you? And so on… Slowly and carefully a Leadership coach can help the Business leader not only peel away at the scales over their own eyes but the perfectionist’s too and performance and productivity begins to take new heights just as the farmer who finally realises that there are tractors after all! Rahil Patel is a Leadership Coach and leads the practice at Leadyne. You can connect with him here You can contact him here