Tag Archives: Humility

Humble Leaders Make the Best Leaders

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“A great man is always willing to be little.” Ralph Waldo Emerson

One of the most important traits of top leaders and performers in any organization is humility, according to an article written by Jeff Hyman for Forbes. Yet, humility is not typically the first trait that comes to mind when you think about great business leaders. The idea of a humble, self-effacing leader making the best leader for an organization doesn’t come to mind.

Humility is defined as the act of being humble and as the opposite of narcissism.

“A number of research studies have concluded that humble leaders listen more effectively, inspire great teamwork and focus everyone (including themselves) on organizational goals better than leaders who don’t score high on humility,” Hyman writes.

In the book Good to Great, author Jim Collins found two common traits of CEOs in companies that successfully transitioned from average to superior market performance: “humility and an indomitable will to advance the cause of the organization”.

Further, according to research cited in the Journal of Management, “humble leaders enhance team collaboration, information sharing, and joint decision-making. After examining 105 small-to-medium-sized companies, the researchers discovered that humility and leadership had profound effects on performance. Another study that analyzed nearly 100 business leaders also showed increased team effectiveness when humility and leadership existed side-by-side.”

A recent Catalyst study shows that humility is one of four critical leadership factors for creating an environment where employees from different demographic backgrounds feel more valued and included. In the survey, they found that when employees and team members observed altruistic or selfless behavior in their leaders, they performed measuredly better. The factors are characterized by:

  1. Acts of humility, such as learning from criticism and admitting mistakes;
  2. Empowering followers to learn and develop;
  3. Acts of courage, such as taking personal risks for the greater good;
  4. Holding employees responsible for results.

“Rather than telling employees how to do their jobs better, start by asking them how you can help them do their jobs better.” Daniel Cable, author of Alive at Work

The study raises one universal implication: To promote inclusion and reap its substantial rewards, leaders should embrace a selfless, servant leadership style. Here are the practices to promote inclusivity at one company, Rockwell Automation:

  • Share your mistakes as teachable moments. When humble leaders share their mistakes, they create a culture of continuous learning and growth.
  • Engage in dialogue, not debates…to truly engage with different points of view. Inclusive and humble leaders suspend their own agendas and beliefs
  • Embrace uncertainty. When leaders humbly admit that they don’t have all the answers, they create space for others to step forward and offer solutions.
  • Role model being a “follower.” Inclusive leaders empower others to lead. 

Secret sauce of humble leaders

“Rather than calling attention to one’s self, humble leaders readily acknowledge the contributions and greatness of others. Instead of constantly showing how right they are, humble leaders look at their weaknesses and work on their areas for personal improvement.” Bold Business

Humble leaders understand that they are not the smartest person in every room and know how to get the most from their people and teams. “They encourage people to speak up, respect differences of opinion and champion the best ideas, regardless of whether they originate from a top executive or a production-line employee.”

When a leader works to harness input from everyone, other executives and line managers emulate the leader’s approach, and develop an internal culture of getting the best from every team and every individual takes root.

Additionally, when things go wrong, humble leaders admit to their mistakes and take responsibility. When things go right, they recognize their people and shine the spotlight on others.

Media and society tends to trumpet and “to be impressed by charismatic candidates with powerful personalities and a commanding presence”, according to Hyman.  Instead, Hyman’s advises managers during the hiring process to “search for quiet confidence, humility and a focus on others”.

In short, when leaders are humble, show respect, and ask how they can serve employees and team members to perform better, the outcomes can be outstanding and provide a much better recipe for success.

References:

  1. https://hbr.org/2014/05/the-best-leaders-are-humble-leaders
  2. https://www.catalyst.org/research/inclusive-leadership-the-view-from-six-countries/
  3. https://hbr.org/2018/04/how-humble-leadership-really-works
  4. https://www.forbes.com/sites/jeffhyman/2018/10/31/humility/?sh=33d404041c80
  5. https://www.boldbusiness.com/human-achievement/humility-leadership-combination