Public trust in government is fragile. Regardless of political affiliation, many Americans have grown skeptical of the institutions that serve them. The reasons are numerous and complex, but the consequences are clear: when trust declines, our ability to solve problems together declines as well.
As our nation prepares to elect new leaders, there is an important lesson worth remembering: leadership is not primarily about authority, power or winning. It is about serving.
Servant leadership turns the traditional view of leadership upside down. Rather than asking, “How can others help me succeed?” servant leaders ask, “How can I help others succeed?” They measure success not by personal recognition or power, but by whether the people and institutions they lead become stronger, more capable and more trusted.
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I learned this lesson during one of Minnesota’s darkest moments.
In August 2007, the Interstate 35W bridge over the Mississippi River collapsed, taking 13 lives and injuring 145 people. As commissioner of the Minnesota Department of Transportation after the collapse, I witnessed firsthand the grief, anger and uncertainty that followed. Beyond the physical devastation, public confidence in our transportation system had been shaken.
Rebuilding a bridge was a significant engineering challenge. Rebuilding trust was an even greater one.
We quickly recognized that no single individual could accomplish this task alone. Success required a team of servant leaders — people who placed the needs of citizens above personal recognition or political advantage. Engineers, project managers, construction workers, public information officers and countless others embraced a simple but powerful question: “What do the people of Minnesota need from us right now?”
The answer was clear. They needed competence. They needed transparency. They needed honesty. And they needed leaders who served others through everyday actions — listening, showing compassion, being present and consistently putting others first.
Throughout the recovery and reconstruction effort, we committed ourselves to open communication. We shared what we knew, acknowledged what we did not know and focused relentlessly on serving the public. Decisions were made not for personal or political gain, but for the benefit of the people we served.
The result was not only the successful completion of a new bridge in record time. It was the restoration of public confidence.
Today, our political environment often rewards a different model of leadership — one centered on division, self-promotion and ideological combat. Public officials are frequently encouraged to speak first, listen second and view opponents as enemies rather than fellow citizens with differing perspectives.
This approach may generate headlines, but it rarely builds trust.
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Servant leadership offers another path.
Servant leaders understand that leadership begins with humility. They listen before they speak. They seek to empower others rather than dominate them. They recognize that public office is a temporary stewardship, not a personal possession, and they place the common good ahead of partisan interests.
Most importantly, servant leaders understand that trust is earned through consistent actions over time. Citizens do not expect perfection from their leaders. They do expect integrity, compassion, accountability and a genuine commitment to serving others.
Our elected officials face enormous challenges. No single philosophy or political party has a monopoly on wisdom. But leaders from every political persuasion can benefit from embracing the principles of servant leadership.
If we hope to restore confidence in our public institutions, we must first restore confidence in those who lead them.
The work of rebuilding trust is not unlike rebuilding a bridge. It requires vision, collaboration, competence and patience. Above all, it requires leaders who understand that their highest calling is not to be served, but to serve.
That lesson helped Minnesota recover from tragedy. It can help strengthen our democracy today.
Tom Sorel served as commissioner of the Minnesota Department of Transportation from 2008 to 2012, leading the agency during the reconstruction of the Interstate 35W bridge. He is the author of “Biscuit the Dog: Finding the Heart of Servant Leadership.”
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