True leaders are non-anxious and self-defined (see part 1
). But how do you develop objectivity (non-anxiousness) and integrity (self-defined)?
I was introduced to the above quote through the remarkable leadership of John Perkins
. I was in my 20s when I heard him say this was the secret of success. And... I didn't like it. I wanted to assert myself - to make my mark on the world. But Dr. Perkins was right. Now, in my 50s, I've come to value the role of humility in order to change and lead.
I can hear the protest - or at least the resistance. So let me explain how I've come to see humility as essential to creating non-anxious and self-defined leaders.
- Humility is curiosity in action. The most unselfconscious person (the most humble) is the one caught up in exploring. You see it in children absolutely engaged in play, audiences enthralled in a story or lovers beholding one another over dinner. Curious leaders connect with their teams; they embolden trust; they solve problems. They do this because they get their egos out of the way to make room for curiosity.
- Humility is the art of redirecting, not opposing. The martial arts are based on the idea that best way to face an attack is to redirect it. Violently opposing a force is far harder than simply moving it along a new trajectory. Humility assumes that its role is to move, not stop, opposition. Humble leaders recognize challenge and craft ways to redirect it along lines that advance their intrinsic values.
- Humility is self-mastery, not weakness. What challenged me by the Lao Tzu quote was the idea that I wouldn't be recognized; that I'd act and receive no accolades. But performing for applause is a tiny and temporary accomplishment. The humble leader subsumes lesser goals for deeper ones. They exchange temporary slights for lasting accomplishments. This is the result of knowing what truly motivates them.
Deputy Team Leader Incentive Fund Phase 5
2 年Great piece.