Dan Rosenblatt🙏🤝

Involving them in the process is key for buy-in. Simply talking AT people and not conversing WITH them can come off as salesy, distant, know-it-all, or worse. Even if we speak in "we/us" terms instead of "I/me - you" - it still feels "I/me - you". There's a barrier. When we involve them, we become a team working to find a solution together. For example: "What are the most frustrating aspects of insurance for you?" .... "I'm sorry. It sounds like XYZ. Correct?" ... "What do you suggest would solve that?" ... "Leading teams in logistics and quality control, I felt very similarly. Each situation a little unique. I'd like to tailor this for you. Are you open to digging in together to find a solution that best fits you, a win-win for all?"

I always do my best to get on their level. I give them permission to admit they don't get it by showing - hey, I've been there too. And then I talk in language a fifth grader could understand with the occasional technical term if there's no way around it. For example... Me: "Insurance can be extremely confusing. It's like its own language. Have you ever felt that way?" Them: "You're telling me. Why can they just put it in plain English?" Me: "Everyone says that! You know, I've often felt that way too. Especially while investing hundreds of hours studying for my license and the thousands learning since. Would it help if I just cut through the mumbo jumbo and talk x's and o's?" Them: "Please. That would be great."

Them: "XYZ has nice features, but it can be hard to operate. I feel like I just go back to doing things how I used to do them; and it takes longer." You: "It sounds like there are aspects of XYZ that seem intriguing but that it's been a little confusing and has led to wasted time by duplicating efforts. Am I understanding that correctly?" Them: "Exactly!" You: "I'm so sorry that's been your experience. The reason why we signed our contract was to make your life easier. I can see why you would feel frustrated. Our clients who have felt similarly appreciated sitting down and troubleshooting together. What they found is that their life is now much easier AND they are more efficient. Would that be helpful to you?"

Recognizing a strength, paying a genuine complement, helping a leader develop that strength, and then calling them up to something greater for themselves and others allows emerging leaders to see their potential or depending on their confidence levels, glimpses of it. The sign of a good leader is to recognize strengths of their team, empower team members in positions of strength, shore up gaps, and position the team so everyone is working in a position of strength together.

Success stories always help us look at our own role from another perspective. They also encourage us when we are going through valleys and can serve as beacons of the light that's on the other side. Sharing success stories can help motivate both new and veteran leaders alike.

Ask them long-term what they want to accomplish. Determine what their vision is for the future and near-term (5 years). Then help them understand how gifted they are. Affirm them. And connect servant leadership to the future version of themself. When they can see that future version and understand how servant leadership will help them get there, they will be intrinsically motivated to pursue leadership roles.