“A singular focus on others’ needs, an openness to trying new approaches, and a concerted commitment to change will set you firmly on the path of servant leadership.”
“Serving others breaks you free from the shackles of self and self-absorption that choke out the joy of living.” – James C. Hunter
The longer I’ve been an IP and corporate lawyer, the more I’ve witnessed how substantive expertise, though indispensable, often is insufficient to enable one’s success in an organization, such as a corporation, law firm, or other legal or IP service provider.
Success means different things to different people. For some, it equates to the attainment of a high position and corresponding compensation. For others, it encompasses making a positive impact and earning the respect of colleagues, clients, and peers. Indeed, most of us aspire to achieve success both in the moment and over time.
No matter one’s definition of success, a professional’s capacity to work well with others plays a significant role in how effectively they function in an organization, and the success that’s attained.
Over the years, I’ve worked directly with or observed countless professionals. Some collaborate effortlessly with all manner of personalities, while others struggle. In my experience, the most holistically successful professionals embody the attributes of servant leaders.
IP and legal professionals who consistently act as servant leaders are most likely to succeed inside and outside an organization, and to find sustained professional and personal fulfillment.
Self-Focused Mindsets, Toxic Effects
Perhaps due to inexperience, insecurity, the absence of worthy role models, or other weighty baggage, some professionals seem to hold one or more of the following mindsets:
1. I occupy an elite, superior status. Some attorneys or others in particular positions see themselves as above others by virtue of education, title, socioeconomic status, supposed innate talent, or other self-selected criteria. They treat or relate to another person based on their perceptions of how that person compares to them or can enable their career advancement. For instance, attorneys may ignore or show little consideration to support staff, other team members lacking law degrees, or civil servants (e.g., U.S. Patent and Trademark Office patent examiners). They also may view certain work as beneath them. Narrowly defining their role, they may assert, “It’s not my job,” and seldom, if ever, make sacrifices for their team.
2. I am a gatekeeper to business action. Some professionals regard their principal role as judge or decider rather than enabler and problem solver. As such, their default inclination is to assert their influence and authority regardless of context. They may overly complicate issues based on their own risk-averse viewpoint or hold court with clients and colleagues when objectively not appropriate or helpful.
3. My interpersonal conflicts are not my fault. Friction between human beings is a given no matter the setting. When conflict arises, individuals may reflexively place blame on the other client, colleague, or third party. They may dwell upon how difficult another person is to work with, or on statements or actions of that person that concern them. When conflicts arise repeatedly, they may fail to recognize patterns of behavior, such as their own sensitivity or part in escalating situations.
4. I am in competition with others. To certain practitioners, overtaking others borders on a fixation. They may steamroll, marginalize, or otherwise work against those whom they perceive as obstacles to climbing the ladder. This may involve offloading tasks to peers, hoarding knowledge or responsibilities, acting with duplicity or inconsistency depending on the audience, dominating meetings, taking credit for others’ work, or cutting corners to get ahead. Competition-obsessed managers or partners may fail to actively develop personnel, hindering progression within their organization.
5. I am exempt from supervision. Certain professionals, both early stage and seasoned, believe that they deserve complete or near-complete autonomy. They react against constructive criticism, take consequential actions without consulting leaders, or act insubordinately vis-à-vis managers. If confronted, they remain convinced of the propriety of their actions.
A common thread runs through the above mindsets: Holders tend to place primary focus on self, consider others’ needs as subordinate, and believe themselves to be better than others. They may see themselves as the star, or victim, of interactions and transactions.
To be clear, these mindsets may be held in the extreme or less intensely. Also, harboring them may not cause problems in every situation or in every relationship.
Nevertheless, toxic effects inevitably flow therefrom, to the detriment of individuals, groups, and organizations at large.
Those on the receiving end, or merely in the orbit, of persons driven by such mindsets may feel frustrated, unmotivated, or disenfranchised. Experiencing disrespect, obstructionism, and other dysfunctional dynamics firsthand—or watching others do so—can be incredibly dispiriting.
Moreover, holders of such mindsets may fail to reach their own potential, sabotaging themselves just as they do others in their wake.
At the end of the day, mistrust may prevail, team culture may suffer, and talented personnel may jump ship. Suboptimal business outcomes may be the norm. Human potential may be needlessly limited.
What Is Servant Leadership?
Antithetical to the above mindsets is the paradigm of servant leadership. Created by Robert Greenleaf in the 1970s, the paradigm postulates that great leaders are servants first.
Characteristics of a servant leader include listening, empathy, healing, awareness, persuasion, conceptualization of longer-term goals, foresight, stewardship, commitment to the growth of people, and building community.
Servant leaders are humble, rooted, emotionally intelligent, tireless, patient, and adaptive. They are caring, prioritize meeting the needs of individuals and groups, and look for ways to help others grow and flourish.
Servant leaders also have an abundance mentality, believing there to be ample resources for everyone. Thus, they are innately positive and wired to pursue solutions in the face of adversity, in contrast to others who seize upon scarcity and roadblocks.
Irrespective of whether they aim to become a leader or manager, professionals who approach their work—and life—as a servant leader set in motion optimal conditions for the building of strong relationships and the achievement of significant outcomes with less delay, friction, and frustration.
In other words, a servant leader is most likely to realize short- and long-term success.
Tips for Becoming a Servant Leader
Embodying the attributes of a servant leader may feel daunting, especially to those whose default inclinations currently run in contrary directions. However, it’s entirely possible to make substantial inroads.
Here are six actionable tips for applying and internalizing the servant leader ethos:
1. Demonstrate, through word and deed, the inherent worth of everyone.
Servant leaders see themselves as being on equal footing with others. They’re grateful stewards of resources and opportunities available to them. They’re never dismissive, disparaging, or abusive towards others lacking the same.
Unlike people who are selectively kind and considerate depending on context, servant leaders never depart from decency. They show the same regard for high-powered peers as for nightly cleaning staff.
You’ll maximize your capacity to succeed by treating everyone with the utmost respect. Anything less prevents the building of strong, loyal relationships and tarnishes your reputation.
2. Focus on others, not yourself.
Workplaces abound with unique individuals, each bringing their own personalities, perspectives, strengths, weaknesses, and emotional triggers. At times, their job-related or personal stress may manifest in palpable, unpleasant ways.
Servant leaders show up compassionately and optimistically to every interaction with a client, colleague, or other person. They’re able to look past flaws and foibles of others—even so-called “high-maintenance” individuals who may seem chronically blunt, disorganized, pedantic, impetuous, or the like.
Adept at problem solving, they’re ready and willing to tailor their approach to mesh more effectively with each individual.
I once mentored a junior team member who was struggling to collaborate effectively with a talented client who was outspoken during stressful research and development phases. A cycle emerged wherein the team member would take the client’s comments personally, respond defensively, and brood over the most recent exchange.
When the team member began to concentrate not on self, but on empathizing with and serving the client with excellence, a remarkable change occurred in their relationship. The team member no longer was fazed by the client’s communication style and instead devoted energies to creatively navigating substantive challenges. A powerful synergy was unleased between the two that replaced a former sense of sensitivity, tension, and conflict.
By focusing on the client, the team member also untapped greater self-confidence and a knack for partnering effectively with all kinds of clients, colleagues, and counterparties. This became a bedrock for his success in the enterprise.
3. Move mountains or molehills to help others succeed.
To the servant leader, enabling others’ success and well-being is the North Star.
Inspired by this mission, servant leaders have a quintessential can-do attitude for matters large and small. They don’t push undesirable work to others that they can efficiently perform themselves.
Accordingly, they strive to develop expanded skill sets that make them more versatile and helpful to others. They leverage critical thinking skills and, when needed to get the job done, brute force, to deliver whatever stakeholders or team members have requested.
At a past company, I had the pleasure of teaming up with a corporate attorney who embodied this spirit of dedication. Over a series of transactions, he soaked up IP knowledge and savvy that allowed him to capably triage a host of IP issues. Unnecessary handoffs and delays were avoided, cementing him as a highly valuable, passionate advisor to the business, and an exemplary team player.
I returned the favor, learning from his example and relishing becoming well-qualified to pitch in on many issues outside the IP ambit.
4. Build strong, collaborative relationships.
Servant leaders recognize that effective collaboration is a key enabler of organizational success. Cognizant of their own strengths and limitations, they intentionally rely upon others possessing complementary skills, knowledge, bandwidth, and other qualities or resources.
By nature, servant leaders are genuinely interested in others and cherish opportunities to team up. They begin building authentic connections from the very first moment of meeting someone new. As a result, people feel valued and inspired to collaborate with them. An inclusive, embracing team culture ensues.
One notable transactional setting in which servant leaders can shine is mergers and acquisitions (M&A). Buoyed by their collaborative bent, they’re well-positioned to assemble and manage cohesive, multifunctional teams to undertake due diligence and consummate transactions, often under demanding time constraints and with much at stake. This is the case whether a servant leader is employed by a party to the contemplated transaction or acting as external counsel.
5. Always take the high road.
Servant leaders are calm through the storm.
Exercising self-restraint, they don’t allow themselves to be drawn into interpersonal drama. Nor do they freeze up when things go sideways, such as during execution of an important project. Instead, they’re able to remain professional and rational.
When feeling frustrated or anxious, servant leaders may retreat to a quiet place to clear their head and consider go-forward options. Or they may debrief or brainstorm with a trusted confidant.
Some years ago, I worked for a senior partner who had amassed a sizable book of business in our law firm. He acted with uncompromising professionalism despite organizational headwinds, was respectful and fair to all, and sought to help others develop and succeed.
A servant leader at heart, he had formed large client service teams comprising talented, loyal colleagues who appreciated his decency and felt empowered. As these colleagues succeeded, he achieved even greater success.
6. To close the gap, make changes in yourself.
Actualizing the preceding tips may not come naturally to everyone. Nonetheless, a singular focus on others’ needs, an openness to trying new approaches, and a concerted commitment to change will set you firmly on the path of servant leadership.
Like any journey of growth and self-development, you’ll need to take honest stock of yourself and of what makes you act in counterproductive, unhealthy ways.
Seeking candid, constructive feedback from peers can be illuminating. Accepting mentoring from managers and other mentors, as well as working with a life coach or therapist, may afford even deeper insights and strategies for modifying your mindsets and behaviors for the better.
It can be instructive to identify servant leaders around you and emulate their approaches. You also can take advantage of an abundance of articles, books, podcasts, and other resources on topics such as self-improvement, gaining more self-awareness, fostering mutually beneficial relationships, and leadership development.
Another useful tactic is to thoughtfully prepare for anticipated difficult discussions, such as by gaming out and practicing how you intend to engage with others. After interactions occur, you can reflect upon what went right or wrong.
A Fruitful Pursuit
At its core, servant leadership is about putting others before yourself and approaching every interaction and situation from a place of groundedness and humility. It’s about helping those you serve to be the best version of themselves.
By applying the above tips, you’ll find that your own self-defeating mindsets and behaviors diminish markedly, paving the way for highly effective collaboration with people of widely varying personalities and backgrounds.
You’ll also find that what comes back to you, with rare exception, is others’ respect, appreciation, and reciprocally positive conduct. You’ll feel increased goodwill, satisfaction, and motivation, too.
These tangible fruits are essential building blocks for your professional and personal success. To reap them, consider becoming a servant leader.
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