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The Development Exponent: A Leadership Perspective

Bruce Holoubek

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Living The Example In Leadership And Service, with Peter Schravemade (part 2

Any leader in any organization has to be mindful of the example they set. What you model will be a good example or a bad example for distinct groups of people: those you lead, those you serve, those with whom you are in a close relationship, and those who observe your life from a distance. This undeniable reality is an aspect of leadership that seems to fall off the radar for many senior leaders. Position and success somehow obscure the need for humble modeling and are sometimes replaced by a sense of entitlement or superiority. Peter Schravemade is a leader who has not lost touch with the impact his example invariably has on others. Though he’s ultra-busy in his role at BoxBrownie.com, he strives to keep himself grounded, for the sake of his family, those he leads, and his own sanity. Join me for this delightful conversation with a guy whose responses are often deeper than the question he’s been asked. That’s a good thing. Should a leader’s personal life intersect with their professional life? I’m always curious about how leaders see the relationship between personal and private life. Modern business etiquette often says the two should remain entirely separate, but if you’ve followed me for any length of time you’ll know that I couldn’t disagree more. I believe that who you are personally not only informs but amplifies who you are professionally if you allow the two to intersect in helpful ways. Peter is a “what you see is what you get” sort of guy. His self-deprecating humor and humble attitude have earned the respect of those he leads and have advanced him to positions of influence and strategic growth on the BoxBrownie.com team. In this conversation, we discuss how his personal and professional life intersect and why it’s important for top decision-makers to make sure the two are connected.  Does the entirety of who you are hold up under the magnifying glass of a “What you see is what you get” perspective? As a leader, what can you do to nudge yourself a few steps close to it? Modeling a servant attitude is more powerful than you may think  People naturally gravitate toward those who encourage and help them. That’s why leaders should be practiced at recognizing the abilities of those on their teams, encouraging and empowering those abilities, and providing opportunities for them to develop. There’s a name for this, it’s called servant leadership. Peter says that the “service” part of what he does — as a leader and more broadly toward customers — is what keeps him going. He's made a good point, there. It’s a huge motivation to know that both how you lead your team and how you provide services to customers is making a difference in their lives. How are you doing on this front? Do the team members you lead know that you are in their corner and working to see them excel? If you’re not sure, why not ask them? You may find clear areas where you can improve your leadership that you didn’t know existed. True leaders model a deep belief in their product or service It’s been said that when you are convinced that the service or product you provide will benefit those who use it, you’re obligated to tell them about it. Leaders can learn something from that statement. Not only do you as a senior leader have broad experience from which those you lead can benefit, but you also have a perspective of the overall organization’s goals, direction, and impact on customers that can help them see the bigger picture of how your organization is making a difference in the lives of those you serve. In his role at BoxBrownie.com, Peter has seen time and time again how the work they do fast-tracks the results their customers are seeking. It’s this clear benefit that he keeps in mind at all times. It motivates him each day and keeps him going as he travels across the world at a feverish p

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