Servant Leadership - Buffing the Party

 

Leadership Is a Support Class

There’s a bard in the party.

They don’t hit the hardest.
They don’t always shine on the battlefield.
But when the chips are down, they’ve got inspiration to spare.
When the fighter’s bleeding out, they’re already casting healing word.
And when everyone else is arguing which path to take, the bard is listening, translating chaos into clarity.

That’s servant leadership.

We tend to imagine leaders as warriors charging at the front. But the truth is, the best leaders are often the ones casting buffs from the back row, making sure the team can do their best work. It’s not about being the star. It’s about creating the conditions where everyone else can shine.

About a year ago, I led a workshop for college students on creating and incorporating creative process in their work.  During the Q&A at the end, one of them asked me “what’s the best advice you can give us about managing people.” My response was simple and something I often repeat when working with young people early in their careers.

If you want to be a great manager, do three things:

1.       Make a list of your strengths and weaknesses.  Be incredibly honest with yourself about your weaknesses.

2.       Hire or surround yourself with people who fill your gaps and believe in the culture you want to set.

3.       Actually listen to what they have to say. 

That’s it.  That’s the big secret to being a good manager.  You will NEVER have all the answers, so don’t try.  Put the right people around you and give them the support they need.  

Serving the Team Means Elevating the Team

Servant leadership flips the traditional pyramid of power. Instead of standing above the team, you stand beneath them, supporting the weight, providing lift. When you do this well, something amazing starts to happen:

• People take ownership of their work because they feel trusted.
• Ideas come from everywhere, not just the top.
• Success becomes a shared story, not a solo act.

Great leaders check in without micromanaging. They ask, What do you need from me? not Why isn’t this done?
They offer context, not just direction. Resources, not just requirements.

They don’t hover but they’re there when it counts.

Celebrate Loud, Critique Quiet

One of the most powerful tools a leader has is visibility. Use it to spotlight what’s working. Celebrate the small wins, name the people behind the progress, and show your team that their effort matters. At the same time, servant leadership means being a good steward of trust. That includes being honest. It includes listening. It includes tough conversations.

Because sometimes serving the team means protecting the culture.

Sometimes Service Means Saying Goodbye

Not everyone fits. Not every brilliant individual is a brilliant teammate. And not every teammate is ready to grow. Letting someone go isn’t a failure of leadership; it can be an act of care.

You’re not just accountable to one person. You’re accountable to the whole. And sometimes, keeping a bad fit on the team does more harm than good. The servant leader doesn’t avoid the hard decision. They make it with compassion and clarity, and they ensure that everyone knows why.

You Don’t Have to Be the Hero to Be the Leader

Servant leadership is about making the people around you better. That’s not always flashy. It often looks like:

• Quietly clearing roadblocks.
• Advocating for your team in rooms they aren’t in.
• Letting someone else take the credit because it’s their win.
• Asking questions before offering answers.

If you do it right, people might not always notice the role you played. But the work will be better. The team will be stronger. And they’ll remember how they felt: supported, seen, and valued.

“I've learned that people will forget what you said, people will forget what you did, but people will never forget how you made them feel.”

― Maya Angelou

This is the kind of leadership people follow by choice, not obligation.
It’s the kind that lasts.

In today’s world, it’s also the hardest to find. 

This week, try stepping into the support role.
Ask your team, your friends, your collaborators: “What do you need from me?” and then listen.