Servant-Followers
On Friday I blogged about leaders who come into organizations from different fields. While I think someone can be an effective servant-leader in this situation, I noted that the acceptance from members of the organization may prove to be difficult.
Let's assume that a former CEO of a Fortune 500 company is hired to lead your organization. This person says they want to be a servant-leader. They want to be a primus inter pares, a first among equals.
What types of things should/must this person do and say to gain the trust of all the employees of the organization? How long before people begin to truly trust this new servant-leader? Is it different for middle managers as compared to hourly employees? And finally, do you think the trust would be built quicker if the person came from the same field rather than from outside of it?
Let's assume that a former CEO of a Fortune 500 company is hired to lead your organization. This person says they want to be a servant-leader. They want to be a primus inter pares, a first among equals.
What types of things should/must this person do and say to gain the trust of all the employees of the organization? How long before people begin to truly trust this new servant-leader? Is it different for middle managers as compared to hourly employees? And finally, do you think the trust would be built quicker if the person came from the same field rather than from outside of it?
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