Looking back, CFO Ravi Narula tells us that he wishes that he had become a “servant leader” sooner, as he references the familiar leadership tag signaling a mind-set focused on serving others.“If you asked me 15 years ago, ‘Do you have a servant leader mind-set?,’ unfortunately, I would have said ‘No,’” comments Narula, who credits a graduate executive program at Stanford University for helping to raise his acumen when it comes to the role that servant leaders can play in successful businesses.“I began thinking more broadly as a CFO and seeing servant leadership and company culture as being foundational to the success of firms, as well as to my own future success as a CFO,” remarks Narula, who—in addition to servant leadership—identifies the customer-probing Net Promoter Score (NPS) as a primary contributor to the culture of his current company, FinancialForce.Asked if FinancialForce’s NPS rating is the most widely known measure across the company’s workforce, Narula tells us that he believes that 80 to 90 percent of the company’s roughly 1,000 employees likely know the company’s current scores, whether by geography, industry, or customer segment.  To support his claim, Narula reports: “At our townhall meeting this morning, 20 of the 60 minutes were devoted to the Net Promoter Score.”Still, like many tech companies, FinancialForce has a work environment that has evolved in recent years to accommodate more remote workers through a hybrid model that has at times put management practices as well as servant leadership goals to the test.According to Narula, it’s now up to leaders to extend their reach in order to connect more often to capture the insight required to help an employee succeed.