In the world of executive leadership, there is a constant tension between “leading from the front” and “managing from the top.” As someone with a doctoral degree in organizational leadership, I’ve always leaned toward flat organizational designs. I believe in working alongside my staff, breaking down the silos that distance the C-suite from the breakroom.

However, not everyone agrees. Someone I love dearly—who navigates the rigid, top-down hierarchy of the public school system—often tells me I should be delegating more. To her, the Executive Director should be the architect, letting others carry the heavy stones. But a recent story from the business world, coupled with an ancient example of servant-leadership, has reaffirmed my conviction to keep my hands dirty.

Driving Change from the Front Seat

I recently listened to an episode of The Best One Yet featuring David Risher, the CEO of Lyft. In an era where corporate leaders are often insulated by layers of middle management, Risher does something astonishing: he still drives for Lyft. At least once a month, the head of a company currently valued at approximately $6.4 billion gets behind the wheel to transport commuters. He doesn’t do it for the PR; he does it for the data. He asks passengers about their lives, their frustrations, and how the app fails them. More importantly, he has implemented corporate-wide changes based directly on those backseat conversations.

The Trap of “Dirty Delegation”

This “boots on the ground” approach is the perfect antidote to what Hans Finzel calls “Dirty Delegation” in his book, The Ten Mistakes Leaders Make. Finzel points out that many leaders reserve the high-profile, “spotlight” tasks for themselves while delegating the undesirable, “backroom” work to their underlings. True leadership flips this script. Finzel suggests letting your team enjoy the perks of the spotlight while you, the leader, are willing to “clean the mess in the bathroom.” This builds a unique kind of equity and trust that a memo can never achieve.

Beyond Equity: The Model of Servanthood

While building equity is a savvy business move, my education at Regent University and Southeastern University taught me a higher standard: Servant-Leadership.

In the Christian tradition, leadership isn’t just about efficiency or team morale—it’s about posture. We see this most clearly in the life of Jesus. Though He was a distinct and powerful leader, He often shied away from the limelight, preferring the solitude of a dark garden to the roar of a crowd.

The defining moment of His leadership wasn’t a keynote speech; it was taking up a basin and a towel. When He knelt to wash the feet of His followers, He shocked them. Peter was so put off by the reversal of roles that he protested, eventually crying out that if Jesus were to wash him, he wanted his whole body washed.

The View from the Trench

Leaders who dive into the trenches with their workers might be looking for “insights” like David Risher, or “equity” like Hans Finzel suggests. Both are noble goals. But for those of us called to lead with a higher purpose, we must emulate the posture of the Son of God. Taking up the “Basin and the Towel” isn’t a management tactic; it’s a soul-posture. It’s a way to show your team that you don’t just value their output—you genuinely care for them.

So, to my fellow executives: Don’t be afraid to leave the corner office. Whether it’s driving the car, filing the papers, or cleaning the “bathroom,” remember that the greatest among us is the one who serves.