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SERVANT Leadership Assessment – Acronym Model (v2.1)
Ben
2020-11-15T12:33:05-05:00
SERVANT Assessment - Acronym v2.0
This is the only assessment available using the most comprehensive leadership model: the Acronym Model of SERVANT-Leadership™. Based on decades of research, encompassing dozens of leadership models, the attributes covered include a breadth of topics important to the success of leaders.
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Principle: Selfless
The leader shares accountability with the team when things go right.
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When praised for a job well done, Jane is grateful, but quickly points out there are others who should really get the praise for their role in the success.
Always
Often
Sometimes
Rarely
Never
The leader takes accountability when things go wrong.
*
When a big project failed to meet the launch date last month, Eric stopped his peer from blaming a member of his team. Eric insisted, "No. That person is on my team. Therefore, I am accountable for the missed date."
Always
Often
Sometimes
Rarely
Never
Selfless
Principle: Empathy
The leader appreciates differences among team members.
*
When waiting for meetings to begin, Mandy often asks her team about life outside of work, like their hobbies, family, and pets.
Always
Often
Sometimes
Rarely
Never
The leader makes a point to recognize and celebrate success for the entire team.
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When the new website launched last quarter, Robert compiled a complete list of everyone who contributed and identified each by name, thanking them in the celebration.
Always
Often
Sometimes
Rarely
Never
Empathy
Principle: Resolve
The leader holds firm to commitments.
*
When Mahesh said construction would not complete in time for the painting and finishing teams to start, Brian didn't budge. Instead, he asked what Mahesh needed to meet the date.
Always
Often
Sometimes
Rarely
Never
The leader is clear on expectations for each individual.
*
When Teresa heard the team remarking they had 3 months to complete their work, she interjected, "No. We had 3 months 2 weeks ago. Now we only have 2 & 1/2 months."
Always
Often
Sometimes
Rarely
Never
Resolve
Principle: Virtuous
The leader has a positive character.
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Victor politely declined the vendor's gift because he knew it exceeded the company's policy. He was concerned it may be perceived as an attempt to influence the upcoming bid selection process.
Always
Often
Sometimes
Rarely
Never
The leader does not tolerate gossip.
*
After the meeting, Madeline heard a team member suggest Jake, who was not present - did not support an idea simply because he did not want the extra work. Madeline interrupted and said, "we do not speak of others when they are not present. That is gossip and it is not tolerated. Instead, please ask Jake why he does not support the idea."
Always
Often
Sometimes
Rarely
Never
Virtuous
Principle: Authentic
The leader is the same person in the office as they are outside.
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At the annual convention, most of his peers drink a bit too much, say and do questionable things at the bars at night, but not David. He always seems calm and in control.
Always
Often
Sometimes
Rarely
Never
The leader is transparent with the team - especially in tough situations.
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When the team was concerned about the downturn in business, Katie was honest. She said there may be an impact to bonuses, salaries, and desired promotions. However, she assured them, she did not see any layoffs in the near future.
Always
Often
Sometimes
Rarely
Never
Authentic
Principle: Nonpartisan
The leader is interested in opinions and insights from everyone, regardless of title, role or affiliation.
*
William holds what he calls "skip-level" meetings. Each week, he has lunch with someone on a direct report's team.
Always
Often
Sometimes
Rarely
Never
The leader is proactive in gathering thoughts from others.
*
Nancy knows who the introverts are in her organization. Whenever someone is quiet in her meetings, she asks their opinion - either in the meeting or afterwards, one-on-one.
Always
Often
Sometimes
Rarely
Never
Nonpartisan
Principle: Thorough
The leader serves all their stakeholders, from employees to vendors, investors to customers, community and beyond.
*
While his peers are proud of getting every product from vendors at rock-bottom-prices, Frank asks his vendors to share cost information so a fair price may be established. As a result, his vendors seem much more supportive and responsive to his needs.
Always
Often
Sometimes
Rarely
Never
The leader prioritizes long-term results over short-term.
*
Her predecessor accounted for many of the next year's sales early, so her last year as CEO looked great. In contrast, Gabby is always asking about the long-term effects of changes her team considers.
Always
Often
Sometimes
Rarely
Never
Thorough
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