Many of us who embrace the overarching framework of Servant Leadership believe it is the “right” thing to do.  That is, we are committed, in principle, to the perspectives, attitudes, and behaviors that represent the servant leader. All too often, though, others believe that Servant Leadership represents practices that are soft, that are easy to perform, that do not address accountability, and that do not positively impact the organizational dynamics that drive organizational

E stands for engagement. Leaders do not motivate, but they create an environment where people are motivated (and not demotivated) to do their best work. Money is not the only motivator, and sometimes not the main motivator for people to produce excellence, especially for long term performance. Leaders must assume that not everyone is motivated by the same factors that motivate them. Rather, they get to know each team member to understand what motivates him or her. Peter Druck

The next letter in the L.E.A.D.E.R.S. Development Model is A. A stands for alignment. When people clearly understand the vision, mission and strategy of the organization, there is alignment. When employees understand how their job contributes to the fulfillment of the vision and mission, there is alignment. When employees’ personal values are in agreement with the organization’s values, there is alignment. Fundamentally, the word alignment indicates that all are pulling in th

Change is the new normal. Gaining and maintaining a competitive advantage requires the ability to respond and adapt to market pressures with agility and speed. Yet most companies fail to achieve successful, sustained change 70 percent of the time. When leaders attend to the relationship between trust and engagement, they increase the success of their change initiatives and secure competitive advantage. Engaged employees are committed to and passionate about the vision, missio