IS BEING A HUMBLE LEADER A DRAWBACK?

Contemporary leadership thinking frequently commends humility as a desirable quality in a leader. In these days of collaboration in organisational problem-solving and decision making, it is seen as a plus in a leader if they acknowledge that they do not have all the answers; that they do not always have a ready-made solution to bring to the table; and that they do not leverage their position to claim the moral or pragmatic high ground.

It is argued that when leaders to show they are vulnerable by acknowledging their short-comings and their mistakes, they draw members of their team to them, liberating team members’ talents and capabilities to develop more potent and effective shared decision making and solution finding. Collaborating rather than directing is seen as a more beneficial, more effective, more enduring approach to leadership.

But, says Inspired Purpose Partners' Chief Inspiration Officer, Tony Martignetti, humility can sometimes be a double-edged sword in leadership (in 3 Ways Humility Can Undermine Your Leadership, in HBR, 4 March 24).

Humble leadership is characterised by a willingness to admit a mistake or when you don’t know something, a tendency to share credit for successes, and an appreciation for others’ contributions, Martignetti asserts, adding that this kind of humble leading is built on self-awareness, respect for others, and a focus on collective over individual success. Martignetti recognises that humble leaders foster increased employee engagement, trust, and a willingness to collaborate within their team. Humble leaders are seen as approachable and open to feedback, which encourages a culture of continuous improvement and adaptability., Martignetti affirms.

So what is not to like?

Martignetti cautions that too much of a good thing sometimes applies when it comes to humility in a leader. An overemphasis on humility can potentially diminish your perceived authority, Martignetti claims, suggesting that striking a delicate balance between modesty and assertiveness is required for a leader to be effective.

Martignetti points to three ways he has seen humility hinder a leader’s effectiveness.

1. You may be perceived as indecisive.

This common perception arises because humble leaders, in their quest to value every team member’s input, may prioritise achieving consensus over timely decision-making. While your intentions are honourable in consulting widely and seeking to canvass contradictory views in your attempt to democratise the decision-making process, some team members might misconstrue your efforts as a reluctance to take a stand or even as a lack of conviction in your own overall strategic vision.

Martignetti observes that effective leaders recognise that true humility isn’t just about downplaying your authority; it’s about confidently wielding it when the situation calls for it. Your challenge lies in demonstrating that your seeking input and ideas from your subordinates is not a sign of weakness, nor does it mean you are uncertain about your direction. Rather, indicating that you recognise that you do not have all the answers or necessarily the best solution is a strength that can lead to more informed and comprehensive outcomes.

Martignetti suggests that your goal is to maintain your humility while also cultivating the ability to make and stand by strategic decisions, even when consensus among your team members may be elusive.

Start by setting clear decision-making frameworks within your team, Martignetti counsels. Define the points in your decision-making process where there is scope for input from team members, as well as the points at which a decision would be made. Indicate who has ownership of – and is thus accountable for - the decision, and whether it would be made with or without full consensus. This approach allows for a structured yet inclusive process, Martignetti avers, as well as reassuring your team that their insights are valued while also setting the expectation that not all decisions would be made collaboratively.

It is also very important that you communicate your strategic vision more assertively, framing all the decisions your team makes within the context of your strategic plan, so that you intentionally and deliberately show how specific actions align with broader organisational goals. This helps your team to understand the critical “why” behind decisions, Martignetti adds, enhancing their trust in your leadership even if they weren’t directly involved in the decision-making process.

Implementing humble leading in this way provides greater clarity and direction for your team, as well as balancing inclusivity with decisiveness. Martignetti attests that authentic, true humility involves empowering others through clear leadership, rather than creating an impression that you are abdicating your leadership responsibility. You will find this reinforces your authority and commands the respect your team has for you as a leader, while maintaining the essence of a humble leadership style, Martignetti states.

2. You may actually hinder your career advancement.?

You might think that deflecting praise or giving all the credit to your team would motivate them and brand you as a selfless leader, but it also can have detrimental effects, Martignetti says, bluntly. One of my clients, the general manager of a manufacturing facility, exhibited this tendency, he recounts. When her team successfully implemented a new, more efficient production process that significantly reduced costs and downtime, she attributed the success solely to her team during a company-wide meeting, even though her strategic direction and leadership were pivotal in the project.

Furthermore, when praised by her superiors, she would often respond with “It was nothing, just doing my job” or “I was just lucky to have a great team,” effectively erasing her own critical role in these achievements, Martignetti explains, noting that ?this consistent deflection not only diminished her visibility but also inadvertently limited her political capital within the organisation, which was essential for her own future leadership opportunities and for cultivating the organisational influence necessary to help her team, whether in the form of access to budget or promotion opportunities for talented employees.

When you’re seen as a successful and powerful mid-level leader in the organisation, you’re far more likely to persuade others - including your superiors - to support your agenda, and you can ease the path for both ideas and staff that you care about, Martignetti continues. This requires finding the right balance between humility and confidence.

Martignetti suggests you try dual-promotion, in which you compliment a colleague, peer, team, or competitor while also sharing your own accomplishments. This can be a powerful strategy, he adds, offering this example: When you’re recognised for leading a successful project, you might respond with: “Thank you. I’m proud of what we have achieved. It was a collective effort, and I want to highlight my team members’ innovative approach that significantly contributed to our success.”

This way, Martignetti offers, you acknowledge your role in the achievement while also uplifting your team members’ contributions.

3. You may be limiting your team’s development.

This thought possibly horrifies you, confronting you with the possibility that all your extremely well-intentioned efforts on behalf of your team may actually be stunting their growth and professional development. Humble leaders sometimes make the mistake of perceiving themselves as equals with their team in the trenches, Martignetti warns, and goes on: They live by the ethos that their time is not more precious than their colleagues’ time, and they worry that delegating could be seen as oppressive or demotivating. This belief stems from a fear of imposing on their team, but it can paradoxically stifle their growth and development opportunities.

Why is this harmful? Excessive modesty can prevent you from delegating tasks effectively - tasks that might enable your team members to shine, and grow through taking responsibility for something. By taking it all on yourself, in the mistaken belief that you ought not impose on others, you finish up with an unsustainable workload yourself and possibly even eventual burnout, Martignetti says.

True humility in leadership means acknowledging your team’s capabilities and ensuring that you’re leveraging them effectively. Part of humbly recognising you don’t know everything and cannot do everything is accepting that others around you have expertise and experience you do not have. If you are doing your job as their leader, you will engage them in asks they can excel at, or at least grow through, by performing. Your primary task is to ensure the people you lead grow through your leading.

In your effort not to overburden your team, perhaps you assume responsibility for administrative tasks, such as taking meeting notes or planning team meetings. While your intention may be to lighten the team’s load, this approach inadvertently deprives team members of opportunities to enhance their organisational and coordination skills, Martignetti points out, adding that your well-intentioned actions result in a heavy workload for yourself while simultaneously limiting the team’s exposure to these foundational experiences.

Martignetti cites research by Zenger Folkman, which showed that the most effective leaders delegate not merely to lighten their own loads but to focus more on strategic initiatives. They understand that delegation isn’t strictly about offloading tasks but rather about expanding the team’s capacity and resilience.

Seen through this lens, Martignetti says, effective delegation itself becomes an act of humility: it requires a leader to empower their team, trusting them to rise to the challenge and fostering an environment where everyone can excel. This nuanced understanding of humility encourages leaders to balance their responsibilities and liberate their teams to realise their full potential.

Makes sense, doesn’t it?

Let Martignetti have the last word:

Being a humble leader is great — in most circumstances. But like many things, taken to an extreme, it can end up harming your own career and the prospects of your team, he concludes. Becoming aware of situations where humility can extend too far enables you to guard against excesses and leverage the power of your genuine desire to highlight others — without sacrificing too much along the way. The key lies in cultivating a balanced approach, combining authentic humility with appropriately-mediated assertiveness.

?