Danny Gattas, Employee Engagement, Servant Leadership

3 Ways to Become a Service Oriented Leader

3 Ways to Become a service Oriented Leader

By Danny Gattas

Leadership is heralded as being one of the most vital and crucial elements in driving innovation and change within organizations. It can mean the difference between success and failure; so it should come as no surprise that thousands of books, articles, and seminars are disseminated for the public’s benefit. As saturated as leadership advice is there are numerous approaches that distract the masses from the most effective leadership strategy, the service oriented leader.

A service oriented leader is someone who thinks first of others rather for themselves, cares about the individual needs of all of their followers, and is fixated on fighting for what is best.

Albeit a simple definition, enacting this type of strategy  is an extremely difficult task but is accompanied with high rewards. That being the case there are three simple ways to become a service oriented leader.

1. Pay AttentioFeatured Image -- 609n

Any leader must be astute to the needs of their organization and followers because if you don’t adjust to meet these needs then failure is imminent. This requires leaders to constantly adjust, acclimate, and assert the best strategies to instill the required mechanisms are in place. Leaders ability to successfully accomplish this is paramount to their survival and development.

2. Value and Recognize Accomplishments 

A common misguided notion is that people will stay at an organization based on monetary compensation rather than recognition because at the end of the day people report being more satisfied and engaged when they receive regular recognition. It is also true that leaders who recognize their employees more frequently report higher levels of production and engagement. So recognizing your followers accomplishments is both vital to being a service oriented leader and also to increasing production.

3.Be Adaptive

Someone once said, “if you want to make God laugh, tell him your plans” and being a leader is very similar to that idea because quality leadership requires someone to constantly adapt to situations and employee trainingalways be prepared to put out arising fires. That requires individuals to consistently rely on their intuition and gut feelings to surmount the occasion.  This doesn’t mean that you should not attempt to formulate a plan but always be willing to arise to the occasion and adapt to any situation.

HRO Partners is always here to best meet your business consulting needs so please feel free to reach out to us at 901-737-0123 or by email at info@hro-partners.com.

Employment, Servant Leadership

Trusted Adviser

Featured Image -- 609At HRO Partners, we truly value the relationship and needs of our clients.  Whether it is training, surveys, executive coaching, compensation analysis, or talent acquisition, our compassionate and savvy leader, Austin Baker, fixates on building our business the right way without compromising the process.

And so we aim to be a trusted adviser – someone who wants to grow our client’s brand, culture, market strategy, and vision.  We do not adhere to a cookie-cutter approach that slows development, we are committed to our clients because we care about their future and their businesses.

Our firm selected to read Trusted Advisor by David H. Maister, Charles H. Green, and Robert M. Galford so we can embrace this approach holistically.

We will condense this book’s concepts in a blog post in the coming months; keep an eye out for these highlights and feel free to comment with your own consulting experiences/tips on how we all can be trusted advisers in the business world.

Employee Engagement, Servant Leadership, Tech

Best Way to Fire an Employee: A story of How Jim Tobin “Ignited” a conservation

Tragedy struck at Ignite Social Media once they lost a major contract with Chrysler, forcing Ignite’s executive leadership to make cut backs. Ultimately, they decided fire the majority of their employees on the Chrysler account. However, what Ignite did next makes this typical corporate layoff story different from others.


Jim Tobin caught in action

Jim Tobin, president of Ignite, decided that since the firing of their employee’s was due to extraneous circumstances he would make a guarantee. A guarantee to the future employers of their former employees, that if they hired there recent employees and subsequently fired them based on poor performance or character reasons, Ignite would compensate that organization 5,000 dollars.

But it doesn’t stop there because Ignite is allowing their former employees unlimited vacation time to attend job interviews and seek employment opportunities elsewhere.

Jim Tobin proclaims that he believes in the group of individuals he had assembled and that any organization would be lucky to have them. Jim’s actions enact “putting you money where his mouth is” or “walking the talk.”  But more importantly, his actions let his former and current employees know that he believes in their talent and capability. Many companies would hardly go as far to write a recommendation letter for former employees but with Jim Tobin at Ignite that is not the standard. Continue reading

Judy Bell Tuesdays, Servant Leadership

Servant Leader: Is that a Paradox?

This blog is originally written by Judy Bell of judybellconsulting.com 

When you stop and think about the term “Servant Leader”, it really does appear to be a paradox. From our conceptual understanding of language, we are led to think of a servant as one who is “serving” and a leader as the one who is in “power.” The two words together seem to cancel each other. They are a paradox… the appearance of perfect contradiction.

In reality, the term Servant Leader is a leadership style that emphasizes trust, integrity, communication, and the ethical use of power. This leadership style comes from both intrinsic traits as well as learned skills and is viewed as a life-long process of being, learning, and doing. And while at first glance servant leadership appears to be paradoxical, it is the true essence of leadership.

The Paradoxes of Being a “Servant-Leader”

Strong enough to be weak
Successful enough to faildownload (1)
Busy enough to make time
Wise enough to say, “I don’t know”
Serious enough to laugh
Rich enough to be poor
Right enough to say, “I’m wrong”
Compassionate enough to discipline
Mature enough to be childlike
Important enough to be last
Planned enough to be spontaneous
Controlled enough to be flexible
Free enough to endure captivity
Knowledgeable enough to ask questions
Loving enough to be angry
Great enough to be anonymous
Responsible enough to play
Assured enough to be rejected
Victorious enough to lose
Industrious enough to relax
Leading enough to serve

Poem by Brewer — as cited by Hansel, in Holy Sweat p 29, Dallas Texas, Word, 1987.