In industrial services, change isn’t a matter of if; it’s guaranteed. Workforce shortages, new technology, shifting customer expectations, and evolving workflows cause disruption. For leaders, these moments can feel overwhelming, and the instinct often is to tighten control and rely on command-and-control tactics.
It’s understandable. That approach seems like the fastest way to get things done, but in reality it often fails. Instead of building the desired momentum, leaders tend to alienate the very people needed to make change work. This is where leadership style is critical and where servant leadership works.
Servant Leadership in Practice
Servant leadership isn’t theory, it’s practical. It means making sure your team has every tool they need to succeed, removing roadblocks that stand in their way, and listening deeply to what they are experiencing.
When disruption hits, this leadership style works because it empowers your team to take ownership and find solutions. Instead of being paralyzed by uncertainty, people lean in. They know their leader is with them, not over them.
Principles in Action
In my leadership style, I rely heavily on awareness, stewardship, and the growth of people. These principles guide how I support teams in the office and field. For example, a technician might be stuck because a critical part isn’t available through normal channels. By empowering that technician to make the right decision, even if it means finding a workaround that still benefits the customer, I’m not just solving one problem. I’m demonstrating to the team that I trust them, that barriers can be overcome, and that our customers always come first. That’s what servant leadership is: trusting, equipping, and supporting your people so they can succeed.
My Story of Leading Through Change
I’ve led multiple organizations through software changes and significant workflow changes, and anyone who has been through one knows they rarely go smoothly. Leaders might be tempted to bark orders when people resist new systems, but that approach doesn’t work. Instead, I’ve adopted a servant leadership style: meeting the team where they are, offering extra training, forming sub-teams to test and refine workflows, and listening for pain points so we can address them together. The outcome? The projects succeeded. Not because we enforced compliance, but because the team had the space and tools to stay committed. Servant leadership gave them ownership, and that ownership fuelled results.
Lessons for Leaders
The biggest mistake I see leaders make in times of disruption is this: under pressure, they blame their teams instead of equipping them. When people don’t have the tools they’ve asked for, failure isn’t on them it’s on leadership.
I’ll never forget when a former employee called me after moving to a new company. They thanked me for giving them the tools and support they needed to succeed. Their new leader only yelled and never gave guidance, and they were already disengaged and planning to leave. That’s the cost of command-and-control.
The simplest practice any leader can adopt today is to keep learning and working beside their team. Be the leader they look up to, respect, and trust to help them solve problems.
A Question for You
Reflect on your career. Who was your favourite leader, and why? I bet they were a servant leader; someone who empowered you, removed obstacles, and gave you space to grow. When the next wave of change arrives at your organization, what kind of leader do you want to become?