I love the concept of enticing trust. People naturally mistrust, as a result of our hardwired self-protective neural pathways. We need to be enticed out of our cave to participate in a greater experience.

I take some exception to the servant leader model. It sounds great, and some aspects of it can be highly effective, but I believe it can fall short of really optimizing the potential of the team and it’s manager. It works best when the team and it’s manager are somewhat autonomous and working on the same projects. In my corporate days, project teams consisted of people from different functions reporting to different managers. Quite a challenge for the project team leader! One of the most important skills in that situation was to “entice” people to be transparent and openly discuss problems, so that solutions could be found together. Often, though, their manager would yell at them for sharing “sensitive” information outside of their function. I would have happily taken servant leadership over that!