This article covers the motivational speaker Liz Theophille’s “concept of servant leadership and its impact on a team”. Here, she shares her experience heading an inquiry for an initiative that promotes change in the business.
Liz Theophille manages digital and technology operations for a sizable international healthcare organization. She stated that she thought one needed to foster an experimental attitude in order to become a leader who leads from the heart. They ought to be a servant leader who offers teams psychological safety. She raised in a society that did not value leaders’ knowledge and instead feared them. She does yet think there are more effective methods to lead.
Liz is a proud, powerful, and resolute person with a distinct Scottish accent. She has observed some behaviors displayed by her team members and employer, especially since she first became a leader. She used to micromanage, checking on everything since she had a lot of answers and solutions, even as she progressed from being a technical expert to directing teams of technical people. The teams found this to be frightening. She is aware, though, that there is a more effective method to inspire and encourage teams while leading from the heart.
Ms. Liz is one example of a leader who leads with the heart is a team member who is introverted and loves experimenting with technology. When discussing deliverables and expectations, the team member doesn’t speak up or say much. This example illustrates the importance of open-mindedness and a willingness to learn from mistakes and make adjustments as needed.
Liz reflects on her experience leading a complex and difficult transformation in her career. She was a leader of global data centers, which were large technical centers with computers. She had to consolidate these into one, choosing France, which meant letting go of nearly 400 employees. These employees were her former colleagues who had worked together and solved problems together.
The HR department was told to take care of the process, but the speaker was shocked by the inhumane, cowardly, and faceless way they managed the employees. She asked if it was okay for her to meet with every employee and explain the situation. They found this unusual, but they agreed to allow her to do it if she felt she could.
Ms. Liz sat down with every employee and explained the context of the rationalization for consolidating the data centers. This experience taught her the importance of listening, creating an experimental mindset, and taking risks in technology. She now understands the importance of creating an experimental mindset and allowing employees to take risks and experiment with technology.
Liz discusses the importance of leading with the heart, which involves considering the other person’s situation and taking risks. They discuss the challenges of deciding to leave an organization after a difficult transition, and how to manage psychological safety. They emphasize the importance of creating a safe environment for experimentation and learning, which can be challenging for leaders.
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Three Key points for Practicing Leadership Style:
Ms. Liz suggests that being a servant leader allows for the ability to take feedback and change. They provide three key points for practicing this leadership style: encouraging an experimental mindset, creating an environment of psychological safety, and being a servant leader.
- The first point is to encourage an environment where experimentation is encouraged, despite the possibility of many false starts and failures. This mindset requires cultivating an experimental mindset and embracing the many false starts and failures.
- The second point is to create an environment of psychological safety, where openness, honesty, and transparency are fostered.
- The third point is to be a servant leader (Servant Leadership), listening, showing compassion, and asking for feedback. This approach helps leaders develop as leaders and fosters a more open and honest team.
In conclusion, Liz emphasizes the significance of a leader who leads with the heart, balancing power, hierarchy, and fear. They suggest that by adopting an experimental mindset, providing psychological safety, and being a servant leader, leaders can inspire and motivate their teams to achieve their goals.
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