What is Servant Leadership?

Servant leadership in business consulting

There are many great ways to lead a team, meaning there are several different kinds of leadership. Two of the most well known styles of leadership are democratic and authoritarian. However, there are several, including authentic, post-heroic, individualistic, transformational, and more. Servant-based leadership is not a new theory, but it is on the rise in the workplace. Robert K. Greenleaf proposed servant leadership in an essay in 1970 titled The Servant as Leader. He proposed that the opposite to servant leadership (servant-first) is leader-first; these are, essentially, the two poles of leadership (as proposed by Greenleaf). While all leaders should strive to have positive influence and remain ethical, their styles can vary and many leaders will find they adopt several different styles of leadership.

Leader-First vs Servant-First

To start, one can evaluate the contrasting poles of leadership as proposed by Greenleaf. Leader-first types put themselves and their needs above others, especially their team. The leader-first style is focused solely on personal gain and power to pursue control. This style is commonly used to describe leaders who are narcissistic and unethical, however, not all who pursue power and control are necessarily narcissistic and/or unethical. While many who pursue this style tend to have larger egos and an inability to demonstrate empathy, it is also a style that can be propelled by cultural factors—whehter internal (within the company), or external (within the larger community or society. Therefore, some follow this style due to mentoring or cultural practices without considering the implications on their team.

Conversely, the servant-first style is on the other end of the spectrum. Those who lead with this style feel a drive to give themselves back for others’ gain, becoming a leader to serve rather than to achieve power and control. Servant-first leaders serve others by empowering them, developing them, and helping them remove obstacles from their work by brainstorming solutions or locating appropriate resources. Many servant-first leaders are considered charismatic, including Martin Luther King Jr., Mother Teresa, and Nelson Mandela, using their charisma to uplift others and build a following by the act of giving back.

Servant Leadership Principles

As one whose aim is to serve and uplift others, servant leaders have many positive leadership qualities. Please keep in mind that these traits are not exclusive to servant leaders.

Empathy

Empathy is the ability to understand and share in the feelings of others. An empathic response demonstrates that level of understanding to the other person, and creates a positive interaction and connection. Servant leaders must have the capacity to demonstrate empathy, meaning they must also be emotionally intelligent (the ability to correctly recognize and categorize one’s own emotions and the emotions of others). Through empathy, servant leaders can help their team heal, grow, and develop through learning about their strengths and weaknesses in a non-judgmental way.

Active Listening

Listening to learn is a trait shared by all of the greatest leaders. Epictetus, a Greek philosopher, said almost 2,000 years ago, “We have two ears and one mouth so that we can listen twice as much as we speak” and yet the value of this lesson still holds true. Servant leaders use active listening to give their full attention to their team in order to learn how they can help their team find resources, brainstorm solutions, or identify an opportunity for growth or praise. Servant leaders use this skill to show respect to their team and build confidence.

Self-Awareness

Servant leaders know that to uplift and empower others, they must uplift and empower themselves. This comes from self-awareness, so servant leaders must explore their strengths and weaknesses with honest self-reflection. Part of this process includes the leader understanding where they came from (their foundation), who they are in the moment (their present reality), and who they aspire to be (their end goal). Servant leaders have a growth mindset and know that they and others can and should learn and grow in the ebb and flow of life.

Vision

All leaders must have good vision to lead the organization toward. An important part of having vision is in understanding the past and applying that knowledge to the future. This can assist in building an attainable vision for the organization to strive for. Additionally, all leaders must be able to persuade their team to work towards that vision and meet organizational goals that, hopefully, align with the vision. Servant leaders use their persuasion ethically to gain buy-in and without coercing their team. This is distinguishable from other leadership styles as not all styles of leadership aim to ethically persuade their teams.

Stewardship

Servant leaders are stewards in the sense that they take care of and are responsible for their team and organization. They put people first and aim to serve their team above all. As mentioned above, this includes a commitment to helping their team grow and develop new skills that suit the individual. Stewards must lead by example by demonstrating a positive influence through their organization’s values. This builds positive team culture and instills trust in other team members.

All great leaders will find their own way to be authentic and remain ethical in the pursuit of building their team. Those who adopt servant-first qualities may find that they build a stronger foundation of trust as they do not prioritize themselves over others. One thing that all of the best leaders recognize is the room for growth and improvement, beginning with themselves and moving outward from there. This means that in the face of mistakes and failures, they will always strive to learn and grow from their shortcomings. If you would like outside accountability in developing yourself and achieving your highest state of positive influence, contact IA Business Advisors about our leadership coaching services.

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How to Mitigate Financial Risk Using the S.M.A.R.T. Management System

June 9, 2025

In an increasingly volatile economy, businesses cannot afford to be reactive when it comes to their finances. Whether you're a startup founder, a growing enterprise, or a seasoned business owner, the risk of financial instability is real—and growing. At IA Business Advisors, we help companies proactively navigate these risks using our comprehensive S.M.A.R.T. Management System . S.M.A.R.T. is more than just a goal-setting acronym. It is a decision-making and execution framework that brings clarity, structure, and alignment to every part of your business. From six-week action plans to one-year targets and long-term strategy, S.M.A.R.T. ensures your financial operations support healthy growth and resilience. Understanding Financial Risk in Today’s Business Climate Financial risk is multifaceted. It ranges from cash flow disruptions and market shifts to internal mismanagement and over-leveraged growth. As Brian Smith shared on a recent Daily Influence podcast episode, unchecked growth can drive a company into bankruptcy. Scaling without intention—chasing fast growth without aligning the internal team and financial resources—leads to diluted communication, quality issues, and operational chaos. Mitigating financial risk begins by understanding that more revenue doesn't always equal more stability. True sustainability comes from building systems that support intentional, well-paced growth. The S.M.A.R.T. Framework in Action: Reducing Financial Risk Our S.M.A.R.T. Management System guides businesses in creating resilient, financially stable operations through: 1. Specific: Build with Intentionality Clarity is power. One of our podcast guests, Mike Heatwole (CEO of The Dala Group), emphasized the importance of sitting down to define what matters most—whether that’s paying down debt, investing in growth, or launching a new venture. When your financial goals are specific, your strategy becomes targeted and less prone to reactive decision-making. “If we don’t know what the goal is, how do we get there?” — Mike Heatwole, CEO of The Dala Group 2. Measurable: Track What Matters Many companies are blindsided not by invisible risks, but by unmonitored ones. We help clients implement tools to track cash flow, margin fluctuations, and budget variances in real time. Visibility into your financial health gives you the power to respond early and course correct as needed. 3. Achievable: Assign Financial Stewardship Risk is reduced when financial responsibility is distributed. Through teamwide financial literacy and clear accountability, we empower organizations to make stronger daily decisions. No individual person should carry the entire burden—and no key area should go unmonitored. 4. Relevant: Make Risk Management a Habit Quarterly or biannual financial health check-ins create a sustainable rhythm. These don’t have to be complicated—they just need to be consistent. Regular reviews embed risk awareness into your company culture and decision-making process. 5. Timely: Foster Honest Dialogue Financial silence is a hidden threat. As Brian noted on the podcast, emotions like fear or shame can prevent businesses from facing financial realities. We encourage honest, blame-free communication around financial performance, creating space for solutions and collective action. Case in Point: Short-Term Action, Long-Term Impact One of our clients, a family-run distribution company, had strong revenue but was bleeding cash due to aging receivables. Together, we built a six-week S.M.A.R.T. Plan focused on accounts receivable recovery. We implemented weekly check-ins, assigned ownership, and used real-time tracking. Within 90 days, their outstanding A/R dropped by 22%, freeing up capital and restoring operational confidence. It’s Never Too Late to Get Financially Intentional Many leaders in their 40s, 50s, or 60s worry they’ve waited too long. But as Mike Heatwole wisely shared: “It’s never too late. Just get started. Do something.” Progress—not perfection—is the goal. Start small. Build momentum. Take the next best step. This mirrors a concept we love from The Gap and The Gain by Dan Sullivan: measure progress based on how far you've come, not just how far you have to go. Final Thoughts: Make Financial Stability a Strategy Mitigating financial risk isn’t about a dramatic overhaul. It’s about consistent action, visibility, and intentional decision-making. With the S.M.A.R.T. Management System, IA Business Advisors helps businesses turn risk into clarity, fear into focus, and instability into opportunity. If you’re ready to start, we’re ready to help. Let’s have a conversation about what matters most to you—and build from there.

Enhancing Interpersonal Relationships for Toxic Workplace Recovery

May 29, 2025

Hello, team! Mary here, continuing our journey through the I in Team series, where we challenge and empower you to Find , Be , and Build Your Influence. One of the most common things we’re asked to help our clients with is toxic workplace recovery. This directly connects to the culture of the team, and while rebuilding that culture takes time and intention, it is absolutely possible. In fact, with the guidance of our I in Team approach and S.M.A.R.T. Management system, we’ve successfully helped more than 19,000 teams evolve into high-performing, values-based cultures. If you’re ready to take the lead and breathe life back into your team, we’re here and ready to support you. Practice Emotional Intelligence One of the most impactful steps you can take on your toxic workplace recovery journey is to practice emotional intelligence (the ability to recognize, understand, and manage both your own emotions and the emotions of those around you). Toxic environments are often the result of emotional disconnection, poor communication, unnecessary competition, and a culture that avoids constructive feedback. Begin by shifting your perspective: respond with empathy, ask thoughtful questions, and use “I” statements. These habits model two traits, emotional regulation and empathy, that influence how your team interacts and solves problems. Start small. For example, set a personal goal to give one piece of sincere praise or recognition per day. This is a S.M.A.R.T. goal, and it starts to reinforce positive emotional exchanges. Over time, this contributes to a psychologically safe environment where people feel seen and supported. Foster Open Communication Once emotional intelligence begins to take root, toxic workplace recovery is just around the corner. Open communication becomes more natural because when team members are aware of their own and others’ emotions, communication becomes seamless. The number one rule? Listen. Really listen. Without listening, communication is incomplete. Try implementing monthly influence partnerships—team pairings that rotate so members can get to know each other beyond surface-level roles. This creates connection and, when done with consistency (Timely), fosters trust across your team. Another way to build open communication is by creating a structured feedback loop. Clarify how and when feedback should be given—perhaps during weekly one-on-ones or monthly review meetings—and make sure all team members understand the difference between criticism and constructive feedback. S.M.A.R.T. feedback is Specific and Relevant, and when delivered with respect, it encourages team members to grow without fear. Lead by Example As we say throughout the I in Team series, everyone is a leader regardless of title. Whether you’re in the C-suite or just starting your first job, how you show up directly shapes the culture of your team. To begin, set some respectful boundaries rooted in your values. Let others know what you need to succeed and what behaviors support or disrupt your work. When disagreements arise, demonstrate what respectful disagreement looks like—calm, focused on solutions, and free from personal attacks. If your workplace has leaned into competition, shift the focus to collaboration. Collaborate on micro-goals, like shared tasks or cross-functional projects. Make the results Measurable and celebrate wins together (publicly, if possible). Consider S.M.A.R.T.-based team-building events (like problem-solving challenges or goal-setting workshops) to reinforce collaboration in a meaningful way. Final Thoughts Toxic workplace recovery starts with you. Every interaction, every word, every moment of listening is a chance to model what’s possible. Show up the way you want others to show up. If your team is struggling to rebuild or you need expert guidance, reach out . We’re here to help. Let’s keep influencing responsibly and positively together.