Posted on Feb 3, 2017
How the U.S. Marines Encourage Service-Based Leadership
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RP Members what are your thoughts and comments on Service-Based Leadership?
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Most of us feel that we’re completely stretched to capacity at work and have nothing left to give. But according to a recent Gallup poll, 70% of the workforce is either “actively disengaged” or “not engaged,” meaning there are millions of professionals who have discretionary effort — effort they could give if they felt motivated and inspired. Gallup estimates that this disengagement costs the U.S. $450–$550 billion in lost productivity each year, which doesn’t even account for opportunity costs. When employees are busy and disengaged, businesses are missing out on cost-saving ideas and innovations that could be developed from the bottom up.
We believe that one of the ways managers can tap into this discretionary effort is the practice of service-based leadership.
Robert K. Greenleaf first introduced the concept of servant leadership to businesses in the mid-1900s. The two of us learned about this approach, branded as service-based leadership, in the United States Marine Corps. The basis of service-based leadership is prioritizing your team’s needs before your own. As Marine officers, we always ate last, ensuring others had food on their plates before ours were filled. During down time, we kept our teams busy with training opportunities so they could broaden their skills, which also curtailed complacency. When it was dark and cold in the field, we made a point of being present on the lines (not hiding out in a warm tent) to show our teams we were right there with them. Through our actions, we demonstrated that we were willing to go without food, free time, and comfort to ensure our people knew they were supported.
The result? Our teams felt cared for and valued, and they demonstrated their loyalty through their initiative and engagement. While we never used an employee survey to measure the impact of service-based leadership, anecdotally it was clear: A majority of our team members had the Marine Corps emblem tattooed on their bodies. This was a strong symbol of the deep connection people felt between themselves and the team they were a part of — a connection so strong that individuals wanted to maintain it for the rest of their lives.
(Click on the Link above to read the rest of the article)
READ ON!
Most of us feel that we’re completely stretched to capacity at work and have nothing left to give. But according to a recent Gallup poll, 70% of the workforce is either “actively disengaged” or “not engaged,” meaning there are millions of professionals who have discretionary effort — effort they could give if they felt motivated and inspired. Gallup estimates that this disengagement costs the U.S. $450–$550 billion in lost productivity each year, which doesn’t even account for opportunity costs. When employees are busy and disengaged, businesses are missing out on cost-saving ideas and innovations that could be developed from the bottom up.
We believe that one of the ways managers can tap into this discretionary effort is the practice of service-based leadership.
Robert K. Greenleaf first introduced the concept of servant leadership to businesses in the mid-1900s. The two of us learned about this approach, branded as service-based leadership, in the United States Marine Corps. The basis of service-based leadership is prioritizing your team’s needs before your own. As Marine officers, we always ate last, ensuring others had food on their plates before ours were filled. During down time, we kept our teams busy with training opportunities so they could broaden their skills, which also curtailed complacency. When it was dark and cold in the field, we made a point of being present on the lines (not hiding out in a warm tent) to show our teams we were right there with them. Through our actions, we demonstrated that we were willing to go without food, free time, and comfort to ensure our people knew they were supported.
The result? Our teams felt cared for and valued, and they demonstrated their loyalty through their initiative and engagement. While we never used an employee survey to measure the impact of service-based leadership, anecdotally it was clear: A majority of our team members had the Marine Corps emblem tattooed on their bodies. This was a strong symbol of the deep connection people felt between themselves and the team they were a part of — a connection so strong that individuals wanted to maintain it for the rest of their lives.
(Click on the Link above to read the rest of the article)
How the U.S. Marines Encourage Service-Based Leadership
Posted from hbr.org
Leadership
Leadership Development
Marines
Loyalty
Edited >1 y ago
Posted 8 y ago
Responses: 12
COL Mikel J. Burroughs Great article. Service based leadership is what helps create the esprit de corps found in the Marine Corps. I do not have a Marine Corps emblem tattoo, but I do fly the American and Marine Corps flags at my home. Once a Marine, Always a Marine.
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COL Mikel J. Burroughs great read. Actually we used this during the field exercise in Kosovo last October. We integrated our Guard guys into their exercise. We lived with them in the field in the rain and cold. They thought we would come and drive in ever day to participate as adviser/mentors. Our first few days were proving ourselves to them- we pulled off a great joint exercise. How do I know it worked- I have more KSF friends posting on my FB as well as e-mails checking in and sharing how their families are.
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