Iceberg of Ignorance and Humility

The iceberg analogy is a powerful one which we use to demonstrate a number of areas in our work such as Culture and Behaviour which we see often online today. We love the Iceberg of Ignorance. Similar images of the ‘Iceberg of Ignorance‘ have been around for decades and here are some great insights on how they might relate to you and your organisation. Thoughts?

It all originated around 1989 when consultant Sidney Yoshida produced his study called ‘The Iceberg of Ignorance'. (Unfortunately, I couldn’t get our hands on the original.) Yoshida revealed what he saw in the work and leadership habits of Japanese car manufacturer, Calsonic. I wonder if you have seen these elsewhere as well - we have.

What is the tip of the iceberg?

He uncovered a poor distribution of power and knowledge within the hierarchy. Specifically, knowledge of front-line problems came to nothing the higher he climbed the management chain. Indeed, he found that company leadership was hardly aware of any of the real problems the organisation faced. They were, as he put it, only aware of the?tip of the iceberg.

Yoshida further found that, even though 100% of front-line problems were known to the front-line employees, only 74% were known to team leaders, 9% to middle management and just 4% to top management!

We are unsure whether Yoshida’s numbers are accurate, and even if those numbers are still relevant in today especially after our global pandemic, is up for debate. Maybe they are worse? On the one hand, academics might argue the legend is too ‘bad’ to be true or, perhaps, only partly based on facts. (We think the latter.)?On the other hand, as long as there is inexplicable behaviour, lack of the right leadership or aligned to the culture in the workplace, there will be room for this kind of legend in popular management culture.

This isn't about whether Yoshida’s numbers are completely accurate or not. It is not so relevant in our view. What is relevant is to discover and reflect on the meaningful message they convey and also to help you reflect on your own iceberg.

What is problem of the iceberg?

For that reason the?‘Iceberg of Ignorance‘ is a great story. It offers a powerful, real and painful insight into the potential miserable state of our workplaces today. In good times, the?Iceberg of Ignorance?may not lead to notable problems. But in bad times, leaders really need urgent and accurate information from the front-line to survive.

This is when roles are suddenly reversed. Leaders with low status and trust can end up feeling like Julius Caesar on the Ides of March. They will be left alone to solve their own problems. This is why in particular we love working with middle managers as they are at the coalface.

It is impossible for even the most stoic leadership teams to solve all the problems of the organisation, especially if they are only aware of the ‘tip of the iceberg‘. So, what can leaders do to address this problem? And what can they learn from the academics and the most inspiring leaders around?

Humility is the key to melting the iceberg

Luckily for leaders, there is a very effective habit to cultivate that solves this issue – showing humility. As common sense as it sounds, frequently engaging with the front-line seems to be an underused key to success. For leaders at all levels, this kind of humility will help break the ice before their Titanic hits an iceberg. We have seen this happen!

Leaders who show humility by mixing with the front-line gain more status and influence than their peers who prefer to stay in their offices. Moreover, leaders can actively enhance their status by engaging in work 'below their pay grade' and stepping into the shoes of others. Here are two wonderful examples of humble, and great leadership.

The chef-owner who sweeps the street

Harvard Business School Professor Francesca Gino (author of Rebel Talent)?recently talked?about a research project in which she surveyed 700+ employees about bosses and their behaviour. She found managers with the least levels of respect are also those known for shutting themselves in their offices.

More importantly, she also found that “the most respected leaders are those most willing to get their hands dirty”. Francesca often talks about the work and leadership habits of Massimo Bottura, the chef-owner of Italian based, three-Michelin-star restaurant, Osteria Francescana.

Osteria Francescana is ranked as one of the best restaurants in the world. But its chef-owner doesn’t shy away from sweeping the street in front of the restaurant—every single morning. Moreover, he helps his staff to unload delivery trucks and prepare staff meals. He even finds time to play soccer with the staff. “When Bottura grabs a broom each morning, he shows his staff that there is no work that’s beneath him – and that gains their respect.”

The restaurant-owner who pours water

At Corporate Rebels we have a similar story. It’s about the habits of?Bucket List?pioneer?Ari Weinzweig, co-founder of Zingerman’s, an Ann Arbor, Michigan-based community of food businesses. The Zingerman’s Community of Businesses is a long time favourite among food writers and is one of the coolest businesses in America according to Inc. magazine.

Humility is the solid foundation of all virtues. Confucius

Despite the fact that Ari leads a multi-million dollar enterprise, he still pours water to guests, every single evening. You might think he has a lot more important things to do, but you should never tell him that. Because he knows that being actively engaged (as owner) is best for the business.

It’s when employees see Ari walking around with a pitcher offering water to clients they know their own jobs are equally important. It’s about doing the small things to ensure the business runs smoothly, no matter what position or role you hold.

Humility as the hidden ingredient

There is more from the academics. Wharton Professor Adam Grant (author of Originals and one of my favourite books Give and Take) studies how to make work not suck, and he?talks?about humility as the secret ingredient. “Humility is having the self-awareness to know what you’re good at and what you’re not good at. Studies show that when you have humility in your team, people are more likely to play to their strengths.”

Grant advocates that, instead of going for the spotlight, leaders should take on roles that help their teams win. In that sense humility isn’t about having a low opinion of your self, it’s about being grounded. “Humility doesn’t require you to only do the grunt work. It’s about realising you’re not above doing whatever the team needs.”

London Business School Professor Dan Cable (author of Alive at Work) would agree on that and?advocates?for humble leaders that help employees to feel purposeful, motivated, and energized so they can bring their best selves to work. These leaders have "the humility, courage and insight to admit that they can benefit from the expertise of others who have less power than them."

Moreover, humble leaders "increase the ownership, autonomy, and responsibility of followers - to encourage them to think for themselves and try out their own ideas." Because what it simply comes down is this: "employees who do the actual work of your organisation often know better than you how to do a great job."

If you need help here message us at [email protected] and we will send you one of my books in the post and ideas on how to build leaders and cultures - or even book a call with us!

Kindness and Compassion are keys to the Iceberg

Finally I believe kindness is critical when it comes to courage in leadership, as you can still be strong as a leader, still be steadfast, while being flexible and understanding through kindness.

Kindness supports an external focus in a leader. A kind leader is more focused on the wellbeing of others and their teams than their own success. In this way, kindness supports courage in leadership.

Many viewpoints agree that kindness in leadership is defined by attributes such as humility, authenticity, integrity, compassion and gratitude. Many times, people who exhibit these traits are the most likely to be looked up to as formal or informal leaders. They become natural leaders, potentially without the title or trappings.

There are many examples of kind leaders available to us, some of which we have mentioned already. The actions of Mother Theresa and Harriet Tubman were based purely in kindness. These amazing ladies worked tirelessly, with purpose and with impact, and a selflessness that allowed their leadership strength to shine through. This approach inspired people to follow in their footsteps. To buy into their vision. A vision that was delivered with a kindness, toughness and tenacity that allowed them to achieve results.

We could only agree. Are you inspired to go this way? Then let’s be clear: creating a culture of humility and kindness are not just about recruiting a bunch of humble people. It’s about making humility as well as kindness as core parts of all your practices, roles and processes!

If you would love advice, coaching and development in being a great leader, having awesome leadership and an employer of choice culture - contact us at LeadershipHQ !

By?Sonia McDonald?– CEO Of?LeadershipHQ?And?McDonald Inc.?Leadership Coach, Global Keynote Speaker, Entrepreneur, CEO And Award Winning Author.

Sonia is passionate about her voice. When Sonia speaks, everyone in the room feels like she is having a conversation with them as her audience will feel as if they are the only one in the room. She speaks from the heart. She is brave. She wants everyone to be brave. She is an impactful and motivational leadership expert and speaker that creates a life-changing experience. People call Sonia sassy, inspirational, real and a speaker who leaves a lasting impression. Her high-energy, authenticity and humour combined with actionable and practical advice, empowers her audience and provides them with great drive and confidence to take courageous actions and inspire great leadership in all aspects of their lives.

Sonia also is founder of LeadershipHQ and McDonald Inc. and is also a renowned and award-winning author, having written several of her own books, Leadership Attitude, Just Rock It! and First Comes Courage as well as being a regular contributor in The Australian, HRD Magazine, Smart Healthy Women and Women’s Business Media. She was named as one of the Top 250 Influential Women in the world as well as Top 100 Australian Entrepreneurs by Richtopia.

Through her leadership advisory and coaching work at LeadershipHQ, and founding the Outstanding Leadership Awards, Sonia is internationally recognised as an expert in leadership and culture, organisational development, neuroscience, kindness, and courage.

Sonia is also a full-time single parent and has a passion for women in business and teenage mental health. Sonia travels and speaks across Australia and Globe, and she is on a mission to building a world of great leaders and leadership.