Art believes that “how you get the results is more important than the results themselves.” To teach people about the power of servant leadership, Art started in his own backyard by rebuilding the culture of the manufacturing company he bought in 2004, Datron World Communications. Art took Datron’s traditional power-led model and turned it upside down, and together with his management team, began to serve first. The result: a small manufacturer grew from a $10 million company to a $200 million company in six years. In late 2016, Datron received its largest order, propelling further growth that Art feels is a direct result of the company’s servant leadership culture. Fueled by his passion for servant leadership and the lessons learned from the implementation of Datron’s culture shift, Art founded the Servant Leadership Institute in 2008 as a vehicle to share his knowledge and to teach others how to implement servant leadership.
Practicing the Behaviors of a Servant Leader
A chance meeting with management expert Ken Blanchard in 2003 caused the CEO of this multi-million dollar communications company to forever think about leadership differently. Training its entire staff to become “Servant Leaders” became central to how Datron built a culture that engages the hearts and minds of its associates in improvement, but also meets the company’s mission to positively impact the lives of others today and in the future. As part of that commitment, the company sets aside 10% of its operating profits for employee donations to charity. Learn why the right leadership style is so critical to having a successful CI program, the key elements that differentiate servant leadership from traditional, hierarchical leadership, and how servant leaders practice and model their behaviors.