In this episode of Candid Conversations on Leadership, Chris and Candice welcome guest James Quisenberry, who leads IT for Student Affairs at the University of Illinois Urbana-Champaign and co-founded the campus IT Leadership Workshop. Together they unpack servant leadership—rooted in Robert Greenleaf’s 1970 essay “The Servant as Leader”—as a philosophy where a leader’s primary goal is to serve the people and the organization. Candice walks through hallmark traits like empathy, deep listening, community-building, self- and organizational awareness, stewardship, commitment to growth, and humility—framing how these build trust, morale, innovation, retention, and ethical cultures.

The trio contrasts servant leadership with more traditional, hierarchical models, noting how generational shifts changed how people want to be led. They surface a core tension leaders must navigate: balancing autonomy and agency with organizational clarity and speed. Chris shares how his team uses “disagree and commit” to invite inclusive debate before moving decisively—and how accountability is not at odds with compassion. James pushes back on the misconception that servant leadership is “soft,” arguing it often means serving people best by holding them to clear standards, and by prioritizing the whole organization over a one-to-one dynamic.

Personal origin stories come through: Candice’s grounding in Alpha Phi Omega’s service ethos; James’ upbringing with educator parents and long-time involvement in Rotary and Scouting; and Chris recognizing service in his own leadership through feedback from his team. They explore how to cultivate the “heart” of a servant leader—through active listening reps, identity-based habits, and service outside of work. Mentorship and coaching emerge as essential—trusted partners who “won’t let you believe your own BS” and help you check ego, motivation, and perception.

Finally, they get candid about the hard parts: resisting the urge to rush to solutions, getting out of your own head, and truly listening (especially when you love to talk). They offer practical moves: ask “What serves the organization?” on big calls; celebrate team contributions so success is shared; treat ego as a potential tailwind—not a headwind; and use accountability to remove barriers to others’ growth. Chris closes with a story where stepping back let the team find a better answer—proof that servant leadership can drive both stronger culture and stronger results.