| The Power of Humility Think of someone you know and admire as a great leader. Now list the key strengths or characteristics of this person that were worthy of your admiration. The really great leaders tend to share one common attribute that propels them to great heights while building huge flocks of loyal followers. You may recognize this attribute as being “grounded”, in spite of their achievements. Or maybe you can see that they have the ability to connect with “regular” people while they soar to new heights. You may also notice that they have a predisposition to openly acknowledge the contributions of others to their success. All strong leaders know that no matter how high they rise, they need to have a strong foundation. This solid foundation has at its roots the principles of integrity and honesty and perhaps more importantly, humility. “Do you wish to rise? Begin by descending. You plan a tower that will pierce the clouds? Lay first the foundation of humility”, said Saint Augustine of Hippo. Some people may be puzzled that we are talking about “rising” and “piercing the clouds” in the same sentence as the word humility. Surely to achieve such success requires a bold conqueror who bravely leads the charge to obliterate any obstacle along the way. What place is there for humility in that? Too often we equate humility with submissive and weak behavior. That’s not the humility we are talking about at all. As John Ruskin said “The first test of a truly great man is his humility. By humility I don't mean doubt of his powers or hesitation in speaking his opinion, but merely an understanding of the relationship of what he can say and what he can do.” Humility in leadership entails a person’s honest and open assessment of their own abilities, and the contribution of and relationships with others. Being humble does not in any way imply that we doubt our own abilities, nor refrain from asserting our ideas, nor boldly charge forward. Humble leadership requires great strength of character, and it can produce even greater results for the leader and the people under their charge. To be an effective leader that will earn the loyalty and dedication of people who will follow you regardless of how challenging the journey, you need to earn their respect. The rungs of the ladder to success are made up of the backs of the people who lifted you to the top. Tread lightly and never forget who got you to where you are. Many people get to the top by stepping roughly on the people around and below them. The people on whose backs they stomped will never forget the way they were treated. When all those broken backs are called upon to rescue that leader, what will they do? How strong is their ladder? They are paper tigers, not real leaders. This principle of servant leadership was exemplified by a statement made by Nelson Mandela on the day he was released from prison, “I stand here before you not as a prophet but as a humble servant of you, the people. Your tireless and heroic sacrifices have made it possible for me to be here today. I therefore place the remaining years of my life in your hands.” With statements and an attitude like this, Mandela instantly earned the respect of all of the people of South Africa, enabling him to lead the country peacefully into a new era. Note that we use the phrase “earn their respect”. What happens when a leader engages in a lot of self promotion to convince the world at large that they are great? Nobody is fooled by that, and worse, if the individual really is a lousy leader this publicity will only enhance and reinforce that impression. Abraham Lincoln wrote, “What kills a skunk is the publicity it gives itself.” Instead of focusing all that energy in trying to convince people that that they are great, why not just be great? If you do good things for people, they will appreciate it and they will most likely tell someone else how you have helped them. You would be that much greater if other people were singing your praises on your behalf. Earn their respect and acknowledge their contributions and their value to your success. But all leaders have weaknesses, you say. Are we suggesting that leaders admit their weaknesses and potentially expose themselves to attack? In a word, “yes”. That’s not to say you simply admit there are lots of things you can’t do as a leader and that you make mistakes and fall on your sword. What’s the bet that someone in the team you lead, or perhaps an outsider, is really strong at something that you consider a personal weakness. Enlist their support and together you’ll produce a better result and demonstrate to the team that you know how to lead. If you make a mistake, acknowledge it and stay focused on your mission and goals and get the team to help you move forward. This will build trust and strong team bonds that will allow you and the team to ride safely over the many speed bumps that are to come in your business journey. “The chief executive who knows his strengths and weaknesses as a leader is likely to be far more effective than the one who remains blind to them. He also is on the road to humility, that priceless attitude of openness to life that can help a manager absorb mistakes, failures, or personal shortcomings.” - John Adair. |
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