Servant-Leaders seek to understand the cares, yearnings, and struggles of the human spirit.

Servant-Leaders embrace the tension between current reality (what is) and future possibility (what might be).

Servant-Leaders are risk-takers with the capacity to trust the outcomes of an uncertain process.

Servant-Leaders pay attention to the “bottom line,” but view this measure of success from multiple perspectives.

Servant-Leaders must have an intellectual and emotional understanding of what it means to change.

In Servant-Leadership, being a servant means putting oneself at risk, with humility and clarity that is self-sacrificing.

Servant-Leaders are accountable for the continuous renewal of the organization.

Servant-Leaders hold others accountable, but never blame.

Servant-Leaders focus their attention systemically on:

1. 1. 1. The parts of an organization
         

      2. The relationship between the parts of the organization
         

      3. The organization as a whole
         

Servant-Leaders do not let their very real desire to make a difference deteriorate into a belief that they are responsible for everything.

Servant-Leaders emphasize collaboration (co-laboring – co-creating) rather than competition.

Servant-Leadership continually challenges the ego.

Servant-Leaders are living examples of integrity, courage, and love.

Servant-Leaders puts a premium on truthfulness and admitting mistakes.

Servant-Leaders have the capacity to speak their truth even when it is not what people want to hear.

Servant-Leaders are willing to compromise with others when appropriate, and therefore, do not always need to control the outcome.

Servant-Leaders take the work they do very seriously and at the same time do not take themselves too seriously.

Servant-Leadership is evocative and provocative, not predictable.

Servant-Leaders have the capacity to move to the other side, i.e., to really understand the other person’s point of view.

Servant-Leaders engage the world with gratitude and always look for the opportunity to say, “Thank You.”

To further develop your understanding of the underlying principles of Servant-Leadership you may want to purchase The Case for Servant Leadership by Kent Keith.

To further develop your capacity to practice Servant-Leadership you may want to purchase Seven Pillars of Servant Leadership by James Sipe and Don Frick.

Servant-Leader Associates 510 Westminster Avenue Swarthmore, PA 19081

610.544.1031  servantleader1 at me.com