When you start to live your purpose, it will have a huge impact on the individuals in your organization. If you want the people in your organization to live your purpose, you must lead by example and let it shine through every goal, every strategy, and every activity.
In working with individuals who are transforming their behavior toward servant leadership, you have to be patient. There will be some leaders who will latch onto it, roll into it, and run with it. Others will stand back, waiting for you to earn their trust through the process before they jump in.
No one likes to use the word failure. People may say, “We didn’t get the results we were looking for,” or “It didn’t turn out the way we wanted it to.” But fear of failure creates a culture of indecision, inaction, and a deferment to the leader to make all the decisions.
For the third year in a row, Art Barter has been named "Top Thought Leader" by Trust Across America. Art is routinely sought after to share his insights into instilling trust within an organization. As the President & CEO of Datron World Communications, Art has build the company’s culture to a high trust environment.
The culture of an organization is all about how people behave on a daily basis in their organization. If you want to change the culture of an organization, you need to change behavior. If you want to change behavior and the way people do business, investing in your employees through training is imperative.
Building trust is one of the most difficult behaviors required of a leader today. We live in a society that doesn’t have a high level of trust, even though we talk about how we value trust, how important it is in our lives or how it is one of our core values.
I’ll try, I don’t care and just do it — these are words and phrases people-focused leaders should never use. When you eliminate them from your leadership language, you and those around you will be changed for good and your results will exceed expectations.
Culture — every organization has one. Is your culture thriving? Do people feel like they can make worthwhile contributions and others have their backs? Are people happy to come through the door each day?
Absurd leaders are unreasonable, so unreasonable that the organization doesn’t take them seriously. They lead in organizations where fear is the motivator to behave the same way the leader does. Consider these 10 ideas describing absurd leaders in today’s world.
IT'S NOT ABOUT YOU. That’s where servant leadership begins. Success is based on your influence in the marketplace and those you help. Or rather, it is significance over success. This is a very different mindset from a power-leadership model. And it takes time because we are predisposed to lead from a power mindset.
In my journey of transforming a corporate culture to one that is servant-led, I’ve learned the value of leadership small groups. The purpose of leadership small groups is to create a safe environment for leaders to discuss the challenges they are having in changing the culture.
We are servant leaders, focused on how we get the results, not the results themselves. I learned during the first several years of the project that culture change takes on a life of its own and isn’t a smooth, forward moving process. Here are several lessons learned from our journey over the past 14 years.
When employees truly care about their customers, co-workers, and the company's overall mission, that attitude will show in the bottom line. The best way to develop empathetic employees is to lead by example.
John Wooden, former coach of the UCLA Bruins, told leaders to “make each day your masterpiece.” I love that! We as leaders need to take that same approach. As you know from some of my previous articles, I’m a firm believer in servant leadership.
For the second year in a row, Art Barter has been named "Top Thought Leader" by Trust Across America. Art is routinely sought after to share his insights into instilling trust within an organization. As the President & CEO of Datron World Communications, Art has build the company’s culture to a high trust environment.
When you make what I call a command decision and tell your team what they are going to do to move forward, it is important that you take the time to explain why you are making the decision.
When you have times of challenge, don’t shy away from your core values. Don’t compromise your values in order to obtain or retain business. Your core values must stay intact. Core values are more important to the vitality of the company than any financial goals.
Employees, including CEO Art Barter, are busy packing hygiene kits for homeless men in a local program. The company also adopts a struggling family each year, and employees donate gifts and gifts cards to help it through the holiday season.