Blog Post: TQM, Servant Leadership & Coaching

Along with rapid increases in technology in the 20th century, there has been significant advances in management/leadership theory.  We started the century with a very top down, centralized approach to management.  Management thought they had all the answers.  In the second half of the century, and for a number of reasons, a more people focused approach began surfacing.  This began with W. Edwards Deming teaching the Japanese what is commonly referred to as total quality management (TQM) after World War II. 

People, especially in the developed countries, are more sophisticated and educated than they were 100 years ago, and they expect to be treated with dignity and respect.  Therefore the people centered approach has been more effective than the old "command & control" style.  The older style does produce some short-term results, but often burns out people with higher aptitudes.  In the 1970s, Robert Greenleaf began popularizing the concept of Servant Leadership.  Servant Leadership fits very well with the progression towards valuing people as an organization's greatest "asset."  Another concept which has gained a lot of traction in the past decade is the leader as coach. 

So what does TQM, Servant Leadership and coaching have in common?  A lot actually!  At their core, they all agree that developing people (and the team) should be the top priority for management.  TQM advocates putting useful tools, such as quality and process measurements, into the hands of the workers.  The employees are the ones closest to the process, and also closest to the customer, so they should have at least basic control over these important areas.  Servant Leadership is about the leader supporting their people, in order that they might develop to their full potential.  When people develop, they are in a better position to effectively do the job.  And a coach is all about developing people so that the team can reach their goals and win.

Contrary to some erroneous notions, none of these approaches are overly soft on people.  In order for someone to develop to their highest level, they need to be challenged.  They also need to know and follow the rules of the game.  They need to be empowered to do their jobs, and even allowed to make their own mistakes.  A leader should be supplying what their people need in order to be their best, and yes,  that sometimes requires discipline efforts. 

A good leader/coach consistently does things like communicating the vision and expectations clearly,  removing obstacles, and providing ways for the employee to measure themselves to know how they are daily playing the game.  In this kind of atmosphere, people will be motivated to excel and develop.  Someone who serves and coaches their people in this way, will earn a great deal of respect.  Everyone wins!

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