Recently I attended a leadership conference filled with a mixture of leaders. Some were leaders by position; others were just natural leaders. I met one whose type I would characterize as strong, yet humble. He was not the type to use his loud voice and assertiveness to let everyone know how important he is. On the contrary, he was effective because of his strong yet humble spirit. He was an expert in his field and said what was on his mind, yet he was humble enough to take the time to listen to what others had to say. He knew that he could learn some things from others around him. He left a lasting impression upon everybody at the conference. Granted, he was the keynote speaker and a Fortune 500 executive, but it was the way he made others feel important in his presence that was so remarkable.
This is the type of leader of which our organizations desperately need more. In a world of technological advances and economic globalization, the era of “solo” leaders who believe that they alone can guide companies to new heights is long gone. The new era belongs to the leaders who recognize that, in order to make their companies succeed, they must bring their workforce together and rely on everyone’s unique capabilities. They create a culture where leaders share with their employees the responsibilities of leadership.
Leaders must let go of the old way of thinking, where they were the only decision makers. Letting go of these unpractical ideas can only be done by leaders who have the courage to humble themselves and to understand that they cannot do it alone. Today’s workforce is full of people who want to be motivated, to be part of something bigger than themselves, and to use their creativity. These people want to continually develop and reach their full potential, and they are looking for the type of leader who will help them get there. A humble leader needs courage and specific craft, because he or she does not rely on positional power but on the ability to tap into the core of each employee and inspire them in a way that transforms them into the best version of themselves.
What can you do to become a humble leader?
1. Become self-aware. Find out how others perceive you and modify it so you do not come across as unapproachable, intimidating or hard to connect with. Be aware of your ego and how it might be interfering with your decision making.
2. Become an active listener. Be curious when entering a conversation. What is that person all about? What are their thoughts, beliefs, ideals? How does their uniqueness contribute to the overall success of the organization?
3. Do not advertise your position. Everyone knows you are the boss, so there is no need to remind them of it. Instead let them feel as all of you are part of the same team.
4. Understand the power of the collective mind over the individual mind. Realize that no matter how intelligent one particular individual is, it does not equate to the power of the collective intelligence of a group.
5. Lead with genuine concern for the organization and those you lead. Others can see right through people who are not genuine.
When leaders become humble, their organizations benefit tremendously. They create a culture where open and honest communication is established all the way to the top. When top leadership is able to hear candidly from its members, mistakes that can cost the company millions are avoided. And when mistakes do happen, the organization is able to learn and avoid repeating them.
Employees who perform at their best produce more, and produce at the highest quality. Creativity and an ability to deal with complexity expand throughout the organization. There is a sense of teamwork and collectivism instead of individualism. Employees gain a sense of fulfillment, and they feel like they are a part of something bigger than themselves. When needs such as belonging are met, people become increasingly loyal and act as an extension of the organization. They do not look to go elsewhere. This, in turn, minimizes turnover, saves money, and retains high potential leaders.
Furthermore, humble leaders are experts at dealing with cross-teams and outside organizations because they do not let their egos influence negotiations. They are able to develop long-lasting partnerships and create opportunities for their organizations. Jack Welch, the CEO of General Electric, summed up the need: “In a [world] where we must have every good idea from every man and woman, we cannot afford management styles that suppress and intimidate.”
