Servant Leadership is a Super Power

Digital transformation projects aim to embrace new technologies, improve processes, and enable organisations to stay competitive in a fast evolving business landscape. However, introducing any change, especially new or emerging technology, can prove challenging.

The book Super User Networks for Software Projects highlights many crucial techniques for successful project delivery, including effective communication, quality training and adaptive change management techniques. But Super Users also need a Super Hero.

A factor that can make or break a project is leadership style. We need to make sure our teams want to deliver for us, so this article explores why servant leadership should be considered by leaders wishing to evolve their style to deliver successful projects and high-performing teams.

Understanding Servant Leadership

Servant leadership is a leadership philosophy that focuses on serving the needs of others first. It was popularised by Robert Greenleaf in the 1970s and is seen as an effective approach to leadership, particularly in the context of complex transformative projects. Servant leadership proposes that leaders should prioritise the well-being and growth of their team, be a servant to their needs and foster an environment of trust, collaboration, and shared values.

The Role of the Project Sponsor

The project sponsor plays a crucial role in digital transformation projects. The project sponsor should be the most senior manager responsible for the business function undergoing the change. The project sponsor sets the tone for the entire project and plays a vital role in enabling servant leadership.

Digital transformation projects require a project sponsor that:

• Provides leadership
• Inspires innovation
• Evangelises the benefits
• Supports the programme
• Removes obstacles
• Offers guidance and expertise
• Empowers the team
• Drives successful delivery

But it is important in other roles too, such as the Head of the business function undergoing the change, the IT Director, CDO or CTO, or other essential roles such as the Project Manager. Whomsoever is driving digital transformation would benefit from the following leadership development skills.

Building Relationships and Trust

Fundamental to servant leadership is building rapport and trust within the project team. Effective and regular communication is essential, especially in remote work environments where face-to-face interactions are limited. Leaders must actively listen and engage with team members, making them feel valued and understood. Diversity and inclusion are essential for building strong relationships as they allow team members to bring unique perspectives and experiences to the table. When team members feel included and valued, they are more likely to be engaged and motivated, which should lead to better decision-making and project outcomes.

Empathy and Emotional Intelligence

In a digital work environment, picking up on non-verbal cues and emotions is not as easy. However, leaders can practice empathy and drive a culture where it is apparent that the emotional needs of their team members matter. Start meetings by asking team members to rate their happiness, motivation, or wellbeing on a personal level first, and then ask about job-related matters to encourage open dialogue and foster emotional intelligence within the team.

Understanding the personalities and preferences of your people is important, your team members may prefer to not have unannounced phone calls for example, may require one-to-one meetings more or less frequently or may have self-development goals to be discussed. Ask people in the beginning of the project what they want from their leadership, and serve those needs accordingly. Consider personality or psychometric profiling of new teams to better understand peoples working or communication styles, or even better those unique quirks that make them a fun team member to get to know.

Addressing Stress and Burnout

The fast-paced, demanding nature of digital transformation projects can lead to stress, burnout, and emotional strain. Leaders should prioritise the emotional well-being of their team to create a supportive environment. Openly discuss stress and mental health to address burnout promptly. Creating practices like quiet hours, no-meeting days and after-work notification boundaries can promote work-life balance.

Enable flexible working in the teams, so people are working when they are at their most productive and therefore delivering work of their highest potential. Let people know that real-life happens as well as work, so if they need to attend an appointment, or their child’s school play, it should be welcomed and encouraged, and not done by a 'request permission' structure. By advocating for emotional wellbeing and a positive employee experience, leaders can ensure the overall success, cohesion and resilience of the project team.

Innovation Mindset

Servant leaders should encourage team members to think outside the box, come up with new innovative ideas and provide a safe space for trying and failing.  A digital first mindset should drive the ways of working for the team by making the most of the technology available and actively trying new things. Servant leaders should be the first to advocate for the trends steering the future of work.

The servant leader should lead the way by demonstrating to the team how they are at the forefront of new and advanced ideas around the specific technology or industry they are responsible for. This should in turn be encouraged in team members by giving the team time for their own professional development and asking them to share what they have learnt for the good of the team.

Leaders should reward team members for their innovative ideas and celebrate ingenuity publicly to encourage others. This will lead to increased innovation and progression in both software development and project delivery.

Creating a Collaborative Work Environment

Leaders need to be proactive in creating a strong sense of community and teamwork. Virtual bonding events, gamified team meetings or collaborative learning sessions, enhances informal interactions that build camaraderie in remote teams. Meaningful conversations that go beyond work-related topics are essential for cultivating human connection.

Leaders should strive to balance project delivery with quality experiences for the team and time together in-person should be only for collaboration, growth or relationship building; do not use in-person time for anything that could be conducted over Zoom or Teams. Immersive workshops or retreats can help prioritise connections and strengthen team-working.

Great leaders make the effort to acknowledge their people as individuals, throughout all levels of the hierarchy. Get to know your people, join the social events, learn the personal details and remember their family names, hobbies or vacations, ask people how they are doing or what they need, thank them for their recent work (with specifics).

It is almost embarrassing, but I remember just how much it meant to me when the senior leaders knew my name and gave me praise. I happily worked those late nights and weekends, and pushed for the milestones, for those leaders.

Supporting Personal and Professional Growth

While digital transformation projects often focus on meeting deadlines and achieving objectives, servant leaders must also prioritise individual growth. Engaging in purposeful conversations with team members about their career aspirations, current tasks, and their growth is crucial. These interactions provide opportunities to cultivate potential, boost motivation, and propel team members toward success. By supporting continuous professional development, leaders contribute to the long-term success of both individuals and the organisation.

Leading with Purpose and Shared Values

In the midst of rapid technological changes and aggressive deadlines, it's essential for leaders to maintain focus on shared values. Aligning actions and behaviours to the organisation's mission and vision is vital. Leaders should lead by example, embodying the values they expect from their project teams. Celebrate team members who demonstrate these values to harness a collective sense of responsibility, unity and ownership for the larger purpose of the digital transformation project.

Conclusion

Servant leadership is an important leadership style for technology implementation projects. It can help you to build trust and collaboration, drive innovation, and overcome challenges like the Super Hero you are. If you are leading a digital transformation project, consider adopting servant leadership super powers.

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