How to Implement a Servant Leadership Style in Your Organization, Especially During Business Travel
Travel Management
The concept of servant leadership, first introduced by Robert K. Greenleaf in the 1970s, offers a radical and profoundly effective alternative to traditional, top-down leadership models. A servant leader is one who sees their primary role as serving the needs of their team. They invert the traditional power pyramid, placing their team members at the top and themselves at the bottom. Their focus is not on command and control, but on empowerment, support, and removing obstacles so that their team can do their best work.
This leadership philosophy is not about being passive or submissive; it is about a deep commitment to the growth and well-being of others. In the context of a business trip, where team members are operating outside of their normal environment and facing unique pressures, the servant leadership style can be particularly powerful. A leader who acts as a servant to their traveling team creates a culture of trust, psychological safety, and mutual support that enables peak performance. This guide will explore the core principles of servant leadership and provide a practical framework for how to implement this style on your next business trip.
The Core Principle: The Leader's Job is to Serve the Team
The fundamental mindset shift of a servant leader is moving from "How can my team serve me and my goals?" to "How can I serve my team so they can achieve our shared goals?" The leader's focus is on providing their team with the resources, support, and environment they need to succeed.
Tenets of Servant Leadership and Their Application in Business Travel
1. Listening
A servant leader seeks to understand their team's needs, challenges, and perspectives through deep, empathetic listening.
- On a Business Trip: Before the trip, the servant leader listens to the team's concerns. Are they worried about the tight schedule? Do they have specific dietary needs? During the trip, they check in regularly, asking questions like, "How are you feeling?" or "Is there anything you need to be better prepared for tomorrow's meeting?"
2. Empathy
They make a genuine effort to see the world from their team members' perspectives.
- On a Business Trip: The servant leader recognizes that business travel can be exhausting. They are empathetic to the effects of jet lag and time away from family. They do not demand that a team member who has just gotten off a 10-hour flight attend a late-night team dinner. They understand the human element of travel.
3. Healing
This refers to the leader's role in creating a healthy and supportive work environment, both emotionally and professionally.
- On a Business Trip: If a client meeting is particularly difficult or a team member receives critical feedback, the servant leader takes the time to hold a supportive debrief. They help the team member to process the experience constructively and work to "heal" any damage to their confidence, rather than placing blame.
4. Awareness
Servant leaders have a high degree of self-awareness and a keen awareness of their team's dynamics.
- On a Business Trip: The leader is attuned to the team's energy levels. They can sense when the team is feeling burnt out and will suggest a break. They are also aware of any interpersonal friction and will work to address it before it escalates.
5. Persuasion
Servant leaders do not rely on their formal authority to get things done. They build consensus and convince people through reason and inspiration, not command.
- On a Business Trip: When trying to get the team to agree on a particular strategy for a client meeting, the servant leader will lay out their case logically and seek buy-in, rather than simply stating, "This is what we are going to do." This is a key characteristic of a participative management style.
6. Conceptualization
They are able to think beyond the day-to-day realities and help the team to understand the bigger picture and long-term vision.
- On a Business Trip: The servant leader helps the team to see how the specific goals of this trip fit into the company's larger strategic mission. They connect the daily tasks to a higher purpose, which is a powerful motivator.
7. Foresight
This is the ability to anticipate future challenges and opportunities based on past experience and current data.
- On a Business Trip: An experienced servant leader can anticipate potential travel disruptions or client objections and will work with the team to develop contingency plans in advance. They think several steps ahead.
8. Stewardship
A servant leader sees themselves as a steward of the organization's resources and its people. They are committed to leaving both in a better condition than they found them.
- On a Business Trip: The leader models responsible spending and adherence to the company's travel policy. They also act as a steward of the team's well-being, ensuring that the trip is not only productive but also a positive and sustainable experience for the travelers.
9. Commitment to the Growth of People
The servant leader is deeply committed to the personal and professional development of every member of their team.
- On a Business Trip: They look for opportunities for their team members to grow. They might assign a junior employee a challenging but supportive role in a presentation, providing them with a chance to stretch their skills. A business trip becomes a vehicle for mentorship.
10. Building Community
The servant leader works to create a sense of community and belonging within the team.
- On a Business Trip: They understand that business travel is a powerful opportunity for team bonding. They will intentionally plan shared experiences, like a team dinner, that allow for informal connection and relationship-building.
Practical Implementation on the Road
- Before the Trip: Your primary question should be, "What does my team need to be successful on this trip?" This could be a clearer agenda, better data on the client, or simply a more flexible travel schedule.
- During the Trip: Your role is to be a "blocker and tackler." You remove obstacles. This might mean handling a logistical issue with the hotel so the team can focus on preparing for their meeting, or it might mean defending the team's proposal in a tough client negotiation.
- After the Trip: Gather feedback. Ask the team, "What could I have done to better support you on this trip?" This shows humility and a commitment to continuous improvement.
A modern travel management platform can be a key tool for a servant leader. By automating the logistical and administrative burdens of travel, it frees up the leader's time and energy to focus on serving their team. By providing a user-friendly, self-service booking tool, it empowers the team, which is a core tenet of servant leadership.
Adopting a servant leadership style is a powerful choice. It builds deep trust, fosters a positive and resilient team culture, and ultimately leads to higher levels of engagement and performance. By consciously choosing to serve your team first, especially in the demanding context of business travel, you become the most effective kind of leader.
Frequently Asked Questions (FAQ)
1. Is servant leadership "soft" or ineffective in a competitive business environment? This is a common misconception. Servant leadership is not about being passive or avoiding difficult decisions. It is about how you lead. A servant leader can still be firm, set high standards, and make tough calls. The difference is that their motivation for doing so is the long-term good of the team and the organization, not their own personal power or ego.
2. How does a servant leader handle an underperforming team member on a trip? A servant leader would handle this situation with a combination of directness and empathy. They would have a private, one-on-one conversation with the individual to understand the root cause of the underperformance. They would ask questions like, "I noticed you seemed to struggle in the meeting today. How are you feeling? What support do you need?" Their goal is to help the person to get back on track, not to punish them.
3. Can an entire organization adopt a servant leadership culture? Yes. Some of the most successful and respected companies in the world have built their culture on the principles of servant leadership. It requires a deep and sustained commitment from the very top of the organization, and it must be embedded in how the company hires, promotes, and develops its leaders.
4. How does servant leadership differ from a democratic leadership style? There is overlap, as both styles value the team. The key difference is the focus. A democratic leader is primarily focused on the process of group decision-making. A servant leader has a broader focus on the overall growth, well-being, and empowerment of the team members. A servant leader might use a democratic style to make a decision, but it is just one of the tools in their toolkit.
5. I'm not a manager. Can I still practice servant leadership? Absolutely. Servant leadership is a mindset, not a job title. Any team member can act as a servant leader by actively listening to their colleagues, offering help and support, and prioritizing the success of the team over their own individual success.