In the last post, we talked about rigid, proud leadership and how that affects a company. But what about a humble leader? How do they meet their responsibilities and yet be open to the guidance of their direct reports?
They take a much different approach.
Humble leaders are not so self-absorbed as to think that they don’t need to listen and be open. Their spirits are not critical because they are always open and scanning their employees, customers, and systems for new and better ideas. Following are some qualities of humble leaders.
A humble leader:
- is teachable
- never shuts the door on educating themselves
- remains open themselves to the ideas and concepts of others—including their followers
- enriches an organization and helps it stay ahead of the competition.
Image Source: Rob Bashar, Creative Commons
A teachable leader is open to personal and organizational change. This kind of leader is quick to understand that old routes are not always the best or the fastest. Conditions change.
Research from the Center for Creative Leadership (CCL) shows that people can optimize their personal abilities as well as turbocharge their organization’s adaptability and response to competitive challenges when they are committed to learning. According to researcher Ellen Van Velsor:
If things are going to continue to change, the one thing companies need above all else is people who have the ability to learn.
(See also “Learn or Die” by Edward Hess in my Reading List.)
To be teachable, one must devote a significant amount of time to learning.
A humble leader is flexible. An old proverb reminds us that “We cannot direct the wind, but we can adjust the sails.” Many of us have spent our time trying to be in control, but a humble leader learns how to be effective without being in control. Humble leaders know that they cannot control people or circumstances. The irony is that the more they loosen their grip, the more they gain. The more flexibility—rather than control—that they can build into themselves, the more they succeed.
A humble leader welcomes change. Change often equals growth. But not change for the sake of change. A humble leader needs to discern the right change, a skill that is developed by being open and teachable.
Humility leads to personal openness, teachability, and flexibility. Humility casts fears aside and frees leaders to energize and build their organizations toward common goals and vision. Humility is the fertile ground where the seeds of trust sprout.
Being humble and teachable means learning to trust others and their opinions and instincts. It means listening with the intent of learning instead of simply responding. It means seeking personal development from every situation, experience (both good and bad), and transaction.
What in your life do you need to let go of so you can become more humble?
Have you shared your vision with your colleagues? Have you asked them to participate? If not, why haven’t you?
Whom in your organization can you mentor—develop to his or her full potential?
What can you do to improve your listening skills?