“When people come through our doors, I make it a point to really get to know them,” she shares. “I spend a lot of time in the interview and onboarding process, talking to them about our culture and values, and treating them like mentees. I want them to know that I’m here to support their success, not just to get the job done.”
This personal investment in her employees has paid dividends in terms of engagement, loyalty and overall team performance. Schielke observes that her team members not only embrace the servant leadership philosophy but also pass it along to their colleagues and clients, creating a ripple effect that benefits the entire organization.
“They’re not just doing their jobs — they’re embodying the servant leadership mindset,” she says. “Watching them use this approach to better serve our customers and candidates is incredibly rewarding. That’s the kind of outcome I find the most fulfilling.”
Schielke observes that her team members not only embrace the servant leadership philosophy but also pass it along to their colleagues and clients, creating a ripple effect that benefits the entire organization.
Of course, adopting servant leadership in high-pressure industries comes with its challenges. Schielke acknowledges the difficulty of maintaining this approach in environments where metrics like billable hours and productivity often take precedence.
“It’s not always easy, especially in an industry where numbers are so important,” she admits. “But if you establish a strong foundation of core values and expectations, those become the guideposts for navigating the more technical aspects of the work.”
SERVANT LEADERSHIP QUALITIES
Leading by example is critical to this process, Schielke emphasizes. “You can’t take someone farther than you’ve gone yourself,” she says. “As a leader, you have to model the behavior you want to see in your team. That means adapting your communication style, putting aside your own agenda and truly listening to what your people need.”
While the philosophy of servant leadership often emphasizes intangible values like empathy and trust, Schielke underscores the importance of tangible actions to demonstrate care:
- Fair Compensation and Benefits: Offering competitive pay and robust benefits shows a commitment to employees’ well-being.
- Financial Literacy Education: Providing resources on topics like payroll, retirement planning and benefits utilization empowers employees to make informed decisions.
- Professional Development Investments: Allocating resources for training and skill enhancement ensures growth opportunities align with both individual and organizational goals.
While Schielke has seen remarkable success with this approach, she’s not alone in championing servant leadership. Tiffany McLean, a Learning and Training Manager at Warner Norcross + Judd and a member of the Metropolitan Detroit Chapter, shares a similar philosophy. McLean — who is a member of ALA’s Professional Development Advisory Committee — has an approach that is grounded in the belief that leadership is about fostering team success, not personal accolades.
“It’s not about my success,” McLean explains. “It’s about my team’s success. It’s about being there for them and supporting them, whether it’s a personal issue or a work-related challenge.”
You can’t take someone farther than you’ve gone yourself ... as a leader, you have to model the behavior you want to see in your team.
McLean prioritizes creating a psychologically safe environment where team members feel comfortable sharing their struggles. This openness is central to building trust and fostering growth.
“It’s letting them know that they have that psychological safety to speak with me on whatever issues they’re encountering,” McLean says. “To me, that’s what being a servant leader is all about — being there for my team when they need me and realizing that my success lies in their success.”
McLean’s commitment to servant leadership was solidified by a pivotal moment early in her career. During a meeting, McLean witnessed a leader take responsibility for a team member’s error, shielding the individual from public embarrassment.
“I literally saw my leader get up from the chair and jump on the sword and say, ‘Hey, it was me,’” McLean recounts. “That was a huge ‘aha’ moment for me, and that’s the type of leader I want to be.”
MAKING IT WORK IN LEGAL
The legal industry, where McLean has spent much of her career, presents unique challenges for servant leaders. The fast-paced and results-driven culture can sometimes deemphasize the human element. However, McLean sees this as an opportunity to bring empathy to the forefront.
“Being a servant leader is so important in the legal space because you have to lead with empathy,” McLean explains. “You can use your skills as a servant leader to really show concern for others, help them realize that it’s okay to make mistakes, and remind them that we’re going to get through challenges together.”
The COVID-19 pandemic has only amplified the importance of this leadership style. McLean describes “COVID leadership” as a practice of kindness and humanity that helps teams navigate unprecedented challenges.
“It’s about being kind, treating people as human, and really celebrating their successes while being there for them when they aren’t as successful,” McLean says.
Although some peers may view servant leadership as being “too soft,” McLean firmly disagrees. She believes that kindness and empathy are signs of strength, not weakness.
By prioritizing people over profits, they are not only achieving professional success but also fostering a sense of shared purpose and humanity within their organizations.
McLean shared her personal experience of how servant leadership might look even at the end of a person’s time at the company. One team member outgrew their role and moved on to a more aligned career opportunity. Rather than viewing this as a loss, McLean celebrated the team member’s growth and continued to support their journey. McLean says that to this day she receives warm words of support from this person.
“To me, that’s the highest compliment a servant leader can receive,” McLean says. “Knowing you guided someone to be the best version of themselves is incredibly rewarding.”
For leaders like Schielke and McLean, the rewards of servant leadership far outweigh its challenges. By prioritizing people over profits, they are not only achieving professional success but also fostering a sense of shared purpose and humanity within their organizations.
“There’s just something special about watching your people grow and thrive,” Schielke concludes. “When you invest in them and show that you truly care about their well-being, it’s amazing to see how they, in turn, invest in the company and each other. That’s the kind of culture I’m proud to be part of.”
As McLean reflects on the lessons she learned, she offers this advice for aspiring leaders: “Listen to your people, trust them and let them know that mistakes are okay. Building a culture of empathy and support transforms not just your team but the entire workplace.”
