8 Measures of Humility in Leadership

Humility is perhaps the greatest single trait that any of us can apply in our interactions with others. In leadership it is the most powerful factor in establishing and generating respect levels in our colleagues. To allow others to absorb recognition before yourself yet still be prepared to accept responsibility for the actions and output of others is not only incredibly motivating for colleagues, it also allows them to truly reach for the highest branches of performance without fear of falling or castigation. Yet humility must start with a mindset and set of behaviours that can test our intentions, motivations and resilience to their absolute core.

In leadership, If we expect nothing then we accept that we have no intrinsic right to anything, we must work hard and selflessly to achieve and improve - there are no shortcuts - we must earn our right to lead every day. If we appreciate everything in terms of the efforts and commitments of those around us then we never lose sight of who and what we are here for - to help others achieve and exceed in their endeavours. The challenge of humility in leadership is captured in the challenges below - if we can rise to those challenges then we can truly inspire others through our approach and mindset.

Humble leadership starts from the view that you have no purpose outside of your ability to serve the needs and inspire actions of others. That in itself requires a major re-calibration of our mentality. When that mentality is in place we should challenge ourselves against the following to see how humble we truly are.......

1. Can you accept that you do not always get things right and you make mistakes?

It is amazing what happens when we stop trying to prove to everybody we are right all the time, it is even more amazing when we accept our mistakes. Colleagues see authentic human beings not defensive robots. They become much more inclined to help and support and engage in solution finding and take accountability. They also feel much involved in defining the path we walk because they feel they can actively input into its mapping, not that it is predefined come what may. Humility requires us to swallow our pride and accept we get things wrong, just like anybody else, and then work very hard to learn and correct what has been done. The liberating effect on a leader is also huge we cannot look forward if we are constantly looking backwards. Human beings make mistakes - nobody is perfect - be human,

2. Are you prepared to put yourself at the back of the queue for praise?

As Criss Jami taught us, "the great challenges of success is to shut up about it." certainly in relation to yourself that is true. What success should be used for is to deflect the praise to your colleagues that really deliver it. There is nothing more motivating than a genuine and heat felt "well done." Always aim to go to the back of the queue when praise is being handed out and come to the front of the queue when people are looking for you to take responsibility. The leader that allows others to take praise has the self assurance to know they they are a reflection of their team and the glow of praise on their team should warm their own heart as well. Equally we should never forget that the margins between success and failure can be small and often lie in the efforts and perseverance of individuals. That occurs when people feel they get credit for what they do.

3. Can you Face Arrogance with Courtesy?

Basic good manners and common courtesy go a long way to gaining respect with all individuals. Leaders should never forget the power of a simple "Hello" and "Thank you." For some that does come naturally, I would argue that if it does not then in is very difficult to gain respect at any level as a leader. For many we can see the importance of such courtesy, what is more a challenge is to face individuals who may behave in a way that does not deserve courtesy. Yet, the challenge must surely be to not get dragged down to a lower set of standards no matter what the provocation. We should look to maintain our code of conduct - no matter how tempting it may be to let it slip. We must also remember that others see how we react. Most people can see arrogance for what it is - usually a cloak for ignorance - they then don't need us to highlight it. What they do need is see it dealt with in a professional and courteous manner.

4. Are you comfortable to work hard and not shout about it?

As the great NFL coach Lomabardi tells us - "The only place success comes before work is in the dictionary." This applies for leaders as much as anyone else. Leaders must be prepared to to put effort, application and commitment into their endeavours - we cannot expect others to do it if we don't ourselves. Yet what leaders must be prepared to do is commit to the work ethic required, yet do that in silence. Effort is implicit it is the price we pay, we do not need to tell anybody how hard we are trying. If we start to complain then others see that - attitude is infectious. Help and support others, offer the shoulder of support when others are finding things tough and deliver your work load on time and to plan. Leaders should work at least as hard, if not commit more effort and energy, than what they expect from their teams, yet they should not be broadcasting it - it is the price to be paid. What is also clear is colleagues see hard work and effort - so why shout about it - you have no need other than your serving your self importance.

5. Be prepared to talk little about yourself and actively listen to others needs.

Humility demands that we put others first - leaders must understand that the loudest voice is not the determining factor in winning hearts and minds. The ability to listen to others needs and actively follow up is. It shows we care and will sort others problems out before our own. Sometimes are problems are great and this challenge is then at its greatest - we need to be intelligent and selective about who we share our challenges with. It is often the case that a mentor relationship is invaluable in this - it allows us the chance to talk about our own needs without dominating the air time when we are with teams. Check your day - do you listen more than you talk - a humble leader will aspire to this balance. When you do talk it should be about the issues and challenges ahead - not about yourself or other people's matters.

6. Can you move on and not dwell on the faults of others?

It is so easy in leadership to blame everything on others people's faults, its convenient, it sounds plausible and it moves the problem somewhere else. It also rarely actually gets to the root cause and causes much damage in the process. Leaders must be prepared to accept that we all have faults, we also all have great qualities. Nobody is perfect and the manifestation of that is that things can and do go wrong. We must develop the ability to tackle the problem first not the person - and if the problem is the person ensure we are clear about why that person is struggling. Deal with failure in an open, transparent and sensitive manner and move on - do not hold grudges. Very few seek to fail, they want to succeed in what they do. Leaders must start from that premise.

7. Do you accept you can learn from others and genuinely seek their input?

Leaders can often get caught in the view that they have been there, done it and got the T shirt. This is a fundamental flaw and in it lies the seeds of arrogance and complacency. It is especially the case when people simply start telling them what they want to hear, not what they need to hear. The message that you are open to learning must start with us. Ask questions, seek input and encourage open and frank exchanges of views. Try to learn things new every week. A growth mindset is an absolute precondition to humility in leadership. When colleagues see it they respond because they see a human being trying to get better in an honest and evolving way - they all like to help when they feel their help is well received and beneficial. Knowledge lies in all people, the challenge is to extract it in a way that people actually want to give it, because your hungry to learn.

8. Do you have the courage and inner self assurance to put others first?

Ultimately humility requires us to have the inner self assurance and belief to place the interests, well being, and needs of others before our own. This should not be mistaken for weakness. As C S Lewis reflected "Humility is not thinking less of yourself, it is thinking of yourself less. Those with the inner strength and fortitude to apply this learn that, it delivers many times over through increased respect and loyalty. Allow others to come to the front, support them in that journey, invest in their skills and create the environment from which they can flourish and then repay them with your gratitude and appreciation. All this requires giving and for you as a leader to pay the price of placing your own needs behind those of others. We must also have the courage to realise that letting others walk in front will not erode our leadership influence - on the contrary it increases it.

To lead well, we first and foremost must be human beings. We must live the journey with all the high and lows that we expect our teams to go on. Humility is the greatest test of leadership and at the same time the most precious commodity, it requires us to accept that we have no value outside of our ability to serve the needs and inspire the actions of those around us. When we can accept those conditions then it becomes the fuel that fires the engine of sustained success. And the higher we are placed, we must never forget that principle and allow position to go to our head, In the case of humility, what gets us to one place will almost certainly get us to an even better one, if we preserve it.

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