Poor leadership, or fear-based management at its worst example, impedes organizational teamwork and effectiveness but can be overcome by a leader with an open, trusting attitude and a willingness to grow as a person and a leader. Because of its detrimental impact on employees, members, and the bottom line, fear-based management should not be tolerated in any organization.
At the other end of the spectrum is the ideal of service-based leadership. With this approach, the attitude and primary motivation of the leader is service to others - to members, to employees, to shareholders. This approach to leadership naturally creates relationships - the deep and abiding bonds that sustain the efforts of the club. This outward focus of the leader sets up a dynamic where:
- Employees are continually recognized.
- There is an open flow of ideas, opinions, and information.
- Initiative and risk are highly regarded.
- Problem discovery and solution is a focus while placing blame is unimportant.
- Every employee feels energized and part of the team and is valued for his or her contribution.
- Prestige is derived from performance and contribution, not title.
- Customers are treated well because employees are treated well.
- The energy and initiative of all employees is focused on the common effort.
With service-based leadership, you will find that service to both internal and external customers is effortless. Less energy is expended in processing complaints, grievances, and conflicts. Work is more fun and everyone’s job is easier.
Building Strong Relationships
Maggie was a retired schoolteacher starting a second career. She applied for a sales associate position with a well-known hotel and conference center. While she had no sales experience, her maturity, calm demeanor, and articulate style impressed the Director of Sales.
The position of sales associate is challenging. In addition to selling the facility and its services to the local community and industry, it is important to have a good working relationship with the hotel’s operating departments. Ultimately, they are the ones who must execute the promises of the sales staff.
In short order, Maggie proved adept at winning new business for the hotel. She had a knack for meeting new people and establishing a sense of trust. Much of it came from her genuine, down-to-earth nature. She was short on hype and easy promises, but long on establishing meaningful relationships built upon commitment, confidence, and trust. Her clients knew that she was true to her word.
But as strong as she was in finding new business, she was even stronger at building those key relationships with hotel department heads and line employees enabling her to ensure that promises were kept and expectations met.
Inevitably things would fall through the cracks and some meeting room was not set up properly for one of her clients. Maggie, because she always double-checked arrangements, would find the problem and seek help to correct it. Because she had taken the time to develop good working relations with the housekeeping, maintenance, and banquet staffs, she never had problems finding someone willing to help. As one porter said of her, “She always asks so nicely, there is no way to say no.”
Maggie was an outstanding success as a sales associate. In two years she increased her hotel bookings by 18.3%, and more importantly, trend lines promised even more future business from her many satisfied clients. Not surprisingly, when the Director of Sales was transferred to another property out of state, Maggie was asked by her General Manager to take over the position.
Your success in balancing the needs of those you serve lies in ensuring that you build strong relationships with individuals. How do you do this? Begin by:
- Treating everyone you meet with courtesy, respect, and good cheer.
- Focusing on each person you deal with as if he or she were the most important person in the world.
- Taking the time to get to know people, sharing your time and attention with them.
- Learning about other people’s jobs and the challenges and difficulties they face.
- Keeping promises and following through on commitments.
- Being principled, showing fairness, and demonstrating integrity.
- Recognizing the ultimate value of people in all you do.
Relationships depend upon how you view yourself in relation to others. If you see yourself as separate and apart from your constituencies, if you view others as the means to your end, if your vision and goals lack a broader purpose than your own needs and ambitions, establishing meaningful relationships will be impossible. On the other hand, when you see yourself as part of a team with a shared mission, then a sense of service will be an intrinsic part of your service team relationships.
Excerpted from Leadership on the Line: A Guide for Front Line Supervisors, Business Owners, and Emerging Leaders.
Thanks and have a great day!
Ed Rehkopf
This weekly blog comments on and discusses the club industry and its challenges. From time to time, we will feature guest bloggers - those managers and industry experts who have something of interest to say to all of us. We also welcome feedback and comment upon the blog, hoping that it will become a useful sounding board for what’s on the minds of hardworking club managers throughout the country and around the world.
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Tags: service-based leadership
