Andrew Gobran

On the path to developing as a servant leader, "shifting your mindset to one of enlightened self-interest, or one in which you believe that consistently helping others in a meaningful way will in the long run also help you."

1. Strive to provide value in every interaction, no matter what.
2. Serve, don't sell.
3. Value relationships over transactions.

When you focus on serving others, you're doing your part to create a kinder, more positive world. You'll bolster your relationships, build your credibility, and showcase your expertise to earn the trust of others.

And the best part? You'll not only elevate your life, but also the lives of those around you.

Through self-awareness, we can lead ourselves with authenticity and integrity — and in turn better lead others and our organizations.

Through self-awareness, we can lead ourselves with authenticity and integrity — and in turn better lead others and our organizations.

If success is a catalyst for failure because it leads to the “undisciplined pursuit of more,” then one simple antidote is the disciplined pursuit of less. Not just haphazardly saying no, but purposefully, deliberately, and strategically eliminating the nonessentials.

employees who are unwilling to accept help when they need it may undermine their own performance and the effectiveness of their team or unit.

The most important work, then, of what we would call the “leader” in a situation is to seize on some intriguing, inspiring, barely-solvable problem, and frame it in a way that draws other smart and skilled people toward it. In this “problem-led” version of leadership, moreover, the person taking charge often changes with the phases of the effort. Through a fluid “stepping up and stepping out” process, team members take on more responsibility when the need for their particular knowledge or skill is greatest.

In a growth culture, people build their capacity to see through blind spots; acknowledge insecurities and shortcomings rather than unconsciously acting them out; and spend less energy defending their personal value so they have more energy available to create external value. How people feel — and make other people feel — becomes as important as how much they know.

“These little considerations for others have a building effect. The daily practice of putting the well-being of others first has a compounding and reciprocal effect in relationships. ”

Brainstorming for questions rather than answers makes it easier to push past cognitive biases and venture into uncharted territory.