An experiment in preparing a 'user guide' to working with Paul Grant as a leader of a team. The objective was to share a common understanding of what is expected, as well as have a little fun providing some insight into the person.

1. The Unofficial Guide to…
2018
PAUL GRANT AND HIS LEADERSHIP STYLE
THE ABRIDGED VERSION

2. To help you understand a little about your newly installed
leader, the following unofficial guide has been compiled to
help you flourish during your time working with him.
Generally speaking, Paul Grant...
Leads…
…using a style called ‘servant leadership’. This means that he will spend time
thinking about how to serve you and help you succeed. He finds fulfilment in the
knowledge that you can do many things better than he can. Paul will not hold you
back or compete with you. Don’t mistake this for weakness or laziness - he expects
everyone to operate in an environment of health, happiness, and productivity.
He will be firm and commanding only as a last resort.
…according to the attributes in Table 1 on the following page. You must feel free to
judge him against these attributes. If you believe you are seeing behaviour that is
contrary to what is outlined here - you are encouraged to confidently pull him aside
and share your observations. He is always learning how he can do better.
...by asking questions so that we learn together. His favourites are:
1. What do you think we should do?
2. What do you think I would suggest in this situation?

3. Table 1 - Servant Leadership attributes and ideals
Servant Leadership is...
an understanding and practice of leadership that places the good of those led over the
self-interest of the leader. Servant leadership promotes the valuing and development of
people, the building of community, the practice of authenticity, the providing of
leadership for the good of those led and the sharing of power and status for the common
good of each individual, the total organisation and those served by the organisation.
The Servant Leader…
Values People
• By believing in people
• By serving other's needs before his or her own
• By receptive, non-judgmental listening
Develops People
• By providing opportunities for learning and growth
• By modelling appropriate behaviour
• By building up others through encouragement and affirmation
Builds Community
• By building strong personal relationships
• By working collaboratively with others
• By valuing the differences of others
Displays Authenticity
• By being open and accountable to others
• By a willingness to learn from others
• By maintaining integrity and trust
Provides Leadership
• By envisioning the future
• By taking initiative
• By clarifying goals
Shares Leadership
• By facilitating a shared vision
• By sharing power and releasing control
• By sharing status and promoting others
The Servant Organisation is ...
... an organisation in which the characteristics of servant leadership are displayed
through the culture and are valued and practiced by the leadership and workforce.
Laub, J. (1999). Assessing the servant organisation: Development of the Servant Organisational Leadership Assessment (SOLA) instrument. In L.
Guglielmino (Ed.): ProQuest Dissertations Publishing.

4. Leads… (continued)
…through systems thinking and data-driven decision making; understanding why
a system may be unnecessarily complex, seeking ways to improve a system through
innovation, or looking for opportunities to consolidate multiple systems.
…by being both smart and diligent, which is not an ideal combination necessarily.
Sometimes he is cautious or may overthink things. If you can conceive of a more
efficient or easier way to do something that will get the job done without increasing
risk disproportionately, please just tell him.
Likes…
…honesty and integrity. He admires people who ‘own it’ even if it makes them look
bad; it builds trust in them and he will always seek to defend people who make
mistakes, because he also makes mistakes.
...when people notice a problem and then identify ways to solve it, telling him
what they intend to do rather than asking what they should do.
…mentoring and sharing lessons and anecdotes he has learned the hard way
through his many decades. If you want advice, just ask for it - with the caveat that it
may not be the best advice but will always be delivered with the best intentions.

5. Dislikes…
...Cc. Do not copy him in emails just so he knows that you know something or to
show that you are doing your job. There are two reasons to copy him:
1. For legal or compliance purposes or in sensitive matters.
2. If there is an ACTION he needs to take care of for you.
If so, please draw attention to it.
…lateness to meetings, disorganisation, or mess - yet he does understand that not
everyone operates in the same way and is therefore not intolerant of different
approaches, providing shared objectives are achieved.
…and will simply not tolerate bullying, harassment, humiliation, or inappropriate
behaviour. He has been known to develop deep-seated fury when he sees injustice,
incompetence, or any deliberate degrading of others.
Make sure you understand what is considered inappropriate in the modern
workplace. If you believe he has demonstrated any of these behaviours intentionally
or inadvertently, please tell him; he will be embarrassed and will apologise profusely.

6. Characteristically…
...has excellent working/short-term memory (RAM) at the expense of long-term
(ROM) memory. This is best reflected in the expression 'use it or lose it'. Don't expect
accurate encyclopaedic recall; do expect him to be holding a lot of immediately
relevant information front of mind.
…attempts to get to know every person in the building by their first name, along
with their story. He believes that good things come from being friendly and trying to
enjoy positive encounters with everyone, which really helps in the tough times.
…is an insatiable learner. He is constantly thinking about the big picture and
genuinely hoping to change the world with his life and legacy. So far, he is not even
close to making a dent.
…is old-fashioned in many ways. Sometimes anachronistic in a wistful way, he
nonetheless does not spend time thinking about the past. His mindset is firmly on
the future. Not the immediate future, but the future of five to ten years and beyond.
…could be classified as ‘all or nothing’.

7. Is interested in…
…anything that smells or tastes like Black Forrest gâteau - or more specifically the
combination of cherry and chocolate.
…helicopters. This unnatural and inexplicable fascination will mean that even the
distant sound of rotors will cause his neck to crane in all directions, paying no
attention to anyone or anything that is happening at the moment other than his
fixation on the presence of a helicopter.
Definitively…
…is not a ‘Comms guy'
The authors wish you well as you embark on this shared
journey under Paul’s stewardship.
If you have any complaints or believe you have been misled
through your application of these principles, please be
aware there is no warranty, recourse or compensation
available and the authors are not responsible for your
interpretation of this guide. Good luck.