Servant Leader: Being a Good Steward

Steve Underdahl, Faribault, BCLP 2002
Business Owner, Procon Construction

Practicing Servant Leadership
Former AT&T executive Robert Greenleaf revolutionized ideas about leadership when he began promoting the notion: leader as servant. Leadership is not just a matter of what gets done, but how people grow and develop in the process. This approach, he argued, produced true transformation. Larry Spears, writing about the impact of Greenleaf’s views, named several characteristics that define the servant leader: listening, empathy, awareness, persuasion, visioning, foresight, stewardship, commitment to people’s growth, and building community (Practicing Servant Leadership, 2004).

The Value of Community Stewardship
Echoes of “servant leader” characteristics emerge as Steve Underdahl reflects on what he does as a community leader. His commitment to Faribault comes from a desire to give back to the community what it has given him. He has seen what others have done over the 47 years he has lived there and taken note of their impact on the common good. “I also want to set an example for my two children, so that they know that community stewardship is an important value.”

Stewardship frames a great deal of what Steve does. While Faribault benefits from the accomplishments of his construction company, it is clearly not enough for him. Since his success has afforded him opportunities to develop and apply his talents, Steve appreciates the role he can play in helping extend a quality way of life to all members of the community. He was elected to the city council two years ago and has served on boards and in leadership positions for numerous organizations through the years including: Faribault’s Chamber, its Planning Commission, regional and state Builders Associations, his church council and the Economic Development Authority.

Listening. Framing. Engaging.
By his own admission, Steve does not fit the “mover and shaker” stereotype; he is quiet and reserved, thoughtful and reflective. When asked what he does best as a leader, he talks about his skill as a listener. “I like to hear all the information being given and then process it so I can formulate an opinion for the good of the group. I am open-minded and ready to learn from all sides on an issue.”

Others affirm his ability to capture a conversation and bring participants to a point of shared understanding. This attribute is important to Steve, who finds one of the biggest challenges in community leadership is not getting people to take action, but getting people engaged — expressing their views. It is important for him that people be at the table and let their voices be heard.

Participation in BCLP enabled Steve to be more effective as a leader in two important ways. First, it broadened his vision. Already involved in community life, he recognizes that a person can become pretty narrowly focused. BCLP was an opportunity to get connected with a wider circle of people who shared his interests and hopes for Faribault.

Secondly, with this first formal training in leadership, he had an opportunity to link his natural talents and experience to effective tools for accomplishing the very things closest to his leadership heart. “The nominal group process has been very helpful in the various activities I’ve participated in since BCLP, and I found the Meyers-Briggs information about personality type important both for understanding my own style and how it interacts with the styles of other people.”

No Shortcuts in Bridge-Building
When asked what steps he follows in facilitating action on community issues, Steve says he begins by framing the issue and his ideas for action and presenting them to various groups to which he belongs. He also talks to particular individuals whom he thinks might be champions for the issue. “Sometimes the process is like planting a seed. You need to be patient as it takes hold. It may also mean keeping an issue or idea in people’s sight.”

Once an issue puts down roots, it needs to become part of a group’s strategic planning or be given to a special task force for focused attention. Steve also thinks that action on an issue requires effective use of the news media to help get the message across to the greatest number of people. As momentum builds around an action plan, it is important to start contacting people connected to various groups and organizations and have them present the idea to their members. “In this process, it is important to be strategic. You want to keep close to those who fully back the idea and work with those on the fence. You give less time to those who oppose it.”

Steve is constantly making connections across the networks of people needed to advance good ideas. He knows that successful action on projects good for the community takes time, many hands and a lot of talk. There is no shortcut if the goal is to mobilize people. While changes in Faribault’s economic growth and vitality are not due solely to Steve, people recognize that his commitment to the common good and skillfulness in building bridges between groups have been contributing factors. He could take credit for much of what has happened but prefers, instead, to live by the axiom, “A lot can be accomplished if you don’t care who gets the credit.”