As an introverted leader, there are a lot of great advice here as well as potential challenges. To make servant leadership work for introverted leaders, organizations will have to:
- Encourage a balance between collaborative and independent work
- Offer training and support to help introverted leaders navigate the challenges of constant interaction and communication
- Recognize and appreciate the unique strengths that introverted leaders bring to servant leadership
I completely agree that to adopt a servant leadership culture, embedding these values deeply into the organization's DNA is a requirement.
While introverted leaders may face some challenges in adopting servant leadership, their natural inclination towards reflection, deep listening, and empathy are valuable assets in embodying this leadership approach.
Thank you for your comment and POV as an introverted leader. I too consider myself as an introverted personality but i have a tendency to be perceived as extroverted due to the "leadership super hero outfit" i put on when I am in work. You can be introverted and also have a prosocial nature and aspire to help others.
Hi! I totally agree with all of the above, but it would be great to hear how to navigate those point of criticism.
For example, I’ve been practicing this approach for the past several years and sometimes it works brilliantly. People are telling empowered, the feel that they work matter, they grow and everything is great.
But there are also instances of people completely disregarding your authority as a leader, your bosses thinking that you are “too soft” and then eventually some people exploiting your trust and trying to walk all over you.
Am I doing something wrong or is there something that I’m missing?
Alex, thanks for engaging with my post and sorry for the delayed response.
Oh, I've definitely been in your shoes before! It's like wearing different hats for different occasions, isn't it? Just like in situational leadership, we adjust our style to fit the scenario. And hey, it’s pretty awesome that your go-to style is making waves and truly impacting others. But, you know, sometimes you do have to switch hats depending on what’s happening around you. If you’ve got folks trying to throw a spanner in the works, sticking to a purely prosocial or transformational approach might not cut it. You’ve got to shift gears, especially if someone’s challenging your leadership or being a bit rebellious—it’s crucial to tackle this head-on before it starts affecting your team’s morale or your own rep.
Now, here’s a bit of friendly advice from someone who’s been there:
Try not to take it to heart. Easier said than done, I know, but keeping your cool is key. Be open, curious, and genuinely interested in understanding the other side of the story. It's a golden opportunity to polish up your leadership vibe, showing your team that you’re all about being confident, credible, and cool under pressure.
Clear up any confusion about who does what. If someone’s challenging your position, gently remind them that you’ve been given the reins by someone up top (like a manager, director, or board). Make sure everyone knows their role and how much you value their input. Pulling out a RACI chart has always been a game-changer for me in these situations.
Face conflicts without flinching. If someone keeps pushing their agenda even after things have been settled, listen, then firmly restate the final decision. Keep your meetings on track without losing your temper. It’s all about being calm but assertive.
Establish firm boundaries. It’s important to let the would-be challengers know you’re not backing down and that overstepping has its consequences. Don’t let serious missteps slide. Having those tough chats in private is key to nipping bad behaviour in the bud.
Keep a record of any shenanigans. If you have to call someone out on their behaviour, make sure to jot down the details and who was there to see it.
Navigating through these challenges can be tough, but it’s all part of growing as a leader. Remember, it's about finding the right balance and knowing when to switch hats.
This hat switching may also help with your leadership presence with respect to the views of being "too soft".
TBH, if being "too soft: means caring for your team's mental health, psychological safety and needing to use your emotional intelligence to solve problems, then being seen as "too soft" is a badge of honour.
DM me if you would like to talk more about this...
As an introverted leader, there are a lot of great advice here as well as potential challenges. To make servant leadership work for introverted leaders, organizations will have to:
- Encourage a balance between collaborative and independent work
- Offer training and support to help introverted leaders navigate the challenges of constant interaction and communication
- Recognize and appreciate the unique strengths that introverted leaders bring to servant leadership
I completely agree that to adopt a servant leadership culture, embedding these values deeply into the organization's DNA is a requirement.
While introverted leaders may face some challenges in adopting servant leadership, their natural inclination towards reflection, deep listening, and empathy are valuable assets in embodying this leadership approach.
Thank you for your comment and POV as an introverted leader. I too consider myself as an introverted personality but i have a tendency to be perceived as extroverted due to the "leadership super hero outfit" i put on when I am in work. You can be introverted and also have a prosocial nature and aspire to help others.
Hi! I totally agree with all of the above, but it would be great to hear how to navigate those point of criticism.
For example, I’ve been practicing this approach for the past several years and sometimes it works brilliantly. People are telling empowered, the feel that they work matter, they grow and everything is great.
But there are also instances of people completely disregarding your authority as a leader, your bosses thinking that you are “too soft” and then eventually some people exploiting your trust and trying to walk all over you.
Am I doing something wrong or is there something that I’m missing?
Alex, thanks for engaging with my post and sorry for the delayed response.
Oh, I've definitely been in your shoes before! It's like wearing different hats for different occasions, isn't it? Just like in situational leadership, we adjust our style to fit the scenario. And hey, it’s pretty awesome that your go-to style is making waves and truly impacting others. But, you know, sometimes you do have to switch hats depending on what’s happening around you. If you’ve got folks trying to throw a spanner in the works, sticking to a purely prosocial or transformational approach might not cut it. You’ve got to shift gears, especially if someone’s challenging your leadership or being a bit rebellious—it’s crucial to tackle this head-on before it starts affecting your team’s morale or your own rep.
Now, here’s a bit of friendly advice from someone who’s been there:
Try not to take it to heart. Easier said than done, I know, but keeping your cool is key. Be open, curious, and genuinely interested in understanding the other side of the story. It's a golden opportunity to polish up your leadership vibe, showing your team that you’re all about being confident, credible, and cool under pressure.
Clear up any confusion about who does what. If someone’s challenging your position, gently remind them that you’ve been given the reins by someone up top (like a manager, director, or board). Make sure everyone knows their role and how much you value their input. Pulling out a RACI chart has always been a game-changer for me in these situations.
Face conflicts without flinching. If someone keeps pushing their agenda even after things have been settled, listen, then firmly restate the final decision. Keep your meetings on track without losing your temper. It’s all about being calm but assertive.
Establish firm boundaries. It’s important to let the would-be challengers know you’re not backing down and that overstepping has its consequences. Don’t let serious missteps slide. Having those tough chats in private is key to nipping bad behaviour in the bud.
Keep a record of any shenanigans. If you have to call someone out on their behaviour, make sure to jot down the details and who was there to see it.
Navigating through these challenges can be tough, but it’s all part of growing as a leader. Remember, it's about finding the right balance and knowing when to switch hats.
This hat switching may also help with your leadership presence with respect to the views of being "too soft".
TBH, if being "too soft: means caring for your team's mental health, psychological safety and needing to use your emotional intelligence to solve problems, then being seen as "too soft" is a badge of honour.
DM me if you would like to talk more about this...
Hi Rob, thank you for the response! This gives me a lot of food for thought. Appreciate it!