Lead from the heart: Embracing a servant leadership model in the modern workplace

Carsten Bruhn is the president and chief executive officer for Ricoh North America.

The pandemic shifted many aspects of the workplace, including employees’ expectations of their leaders. Gone are the days where the “command and control” management structure is the norm. Instead, people want dynamic leaders who are focused on building strong relationships with their teams, based on trust, respect and an inclusive environment.

With more than half of Canadian employees (53 per cent) feeling less fulfilled at work compared with five years ago, according to a recent Ricoh survey, there is no better time than now for fostering a workplace that recognizes and reflects today’s changing priorities and seeks to close the fulfilment gap. This gap represents the difference between employees’ expectations of their employer on things like work-life balance and purpose-driven work and the reality of the actual workplace.

Leaders must now assess how their leadership styles contribute to a culture that attracts and retains talent. Traditional top-down models are giving way to more inclusive approaches that encourage input from voices across all levels and functional areas within an organization.

In reflecting on my own leadership style, I draw inspiration from my home country – Denmark – where leaders are typically democratic and equality-driven, which are values that align with the “servant leadership” model I embrace. A servant leader shares power, puts others’ needs first and helps people reach their full potential.

The servant leadership approach prioritizes co-operation, respect and community, focusing on leaders serving their employees rather than just leading them.

Leadership green flag: emotional intelligence

As the business world rapidly evolves with artificial intelligence and emerging technologies, so does the need for emotional intelligence (EQ). EQ is broadly defined as being able to manage your emotions and understand those of others, particularly in the workplace, where conflict management and communication are crucial.

In the Ricoh survey, Canadian employees shared that feeling respected and empowered (50 per cent) contributed to their over all sense of fulfilment at work, with a majority (77 per cent) noting it’s the company’s responsibility to encourage and motivate employees to bring their best skills and talents to work.

The best leaders demonstrate vulnerability by seeking input from their teams. The biggest mistake many leaders make is wanting to be seen by their teams as having all the answers. It’s okay to say you don’t know. When I face challenges, I ask for advice and truly listen to my team. Every time, answers emerge that I wouldn’t have found on my own.

Additional shifts include creating safe spaces for feedback, encouraging open communication and investing in resilience training to better manage your energy as a leader.

Lean into a culture of community

As a servant leader, it’s important to build community – think of rallying team members for a big group project.

Empower your team to contribute to the collective. Great Places to Work Canada noted that workplaces that encourage listening to diverse voices cultivate an environment where individuals are more eager to contribute because they feel their opinions are respected.

Good servant leaders recognize workplace culture doesn’t form on its own. It needs to be developed with leaders playing a central role in helping to set the tone. Reflecting on my own leadership journey, I promote community by bringing people into the fold, all the way from interns to the board. That might be looking at a new return-to-office policy together as a team or getting feedback on how we celebrate our colleagues’ great work.

Our role in supporting employee success

A CEO is not just a decision-maker but an advocate and coach for team members, actively understanding their needs and challenges to ensure leadership aligns with them. I’ve intentionally forged and maintain connections with my team through “Coffee with Carsten” sessions, frequent field visits and monthly town halls, all of which provide an opportunity to engage with team members, listen and stay present. Visibility on social media and through other communications channels, including e-mail and virtual meetings, is equally critical to maintain engagement. In a hybrid work environment, these connections are more important than ever.

Regular engagement fosters employee success. Simple acts such as thanking team members, celebrating milestones and investing in professional growth create a culture of belonging. Our annual Employee Appreciation Week offers numerous ways for team members to recognize and reward one another.

With constant change in today’s world, leaders must remain agile and continuously adapt these approaches to support their teams and maintain a positive, productive workplace. Embracing servant leadership now can unlock greater engagement, new ideas and greater productivity that will serve everyone well in the long run, and has the potential to drive enduring success for the business and for your people.

This column is part of Globe Careers’ Leadership Lab series, where executives and experts share their views and advice about the world of work. Find all Leadership Lab stories at tgam.ca/leadershiplab and guidelines for how to contribute to the column here.