Humility & leadership Should Go Hand in Hand — Do You Agree?

Let me start with a question

“How can you lead with humility when we increasingly live in an age where lives are lived on-line, where being self-reverential has become the norm (Think ‘Selfies’) & where fame is equated with success, however short-term the actual celebrity?”

Over the past few years I have written and posted extensively across a range of social media platforms about leadership — including The Huffington Post Thrive Global & Thoughts And Ideas looking at both the art and the science — & the many forms it can take in practice; the key traits, drivers, behaviours, approaches and styles.

Today though, along with my opening question, I want to pose a 2nd very simple one, “Is there a place for humility in leadership?”

We are well aware of the perils of hubris

We are taught from an early age that pride comes before a fall, but is there not an inherent tension, or indeed contradiction, between being truly humble and being a leader?

How does humility square up with leadership?

Is there a place for humility in the practice of leadership? And can a truly effective leader be truly humble?

Well let me put my cards on the table. I believe that leadership is first and foremost about emotion — how you are as a leader and how you respond to the leader in your midst.

Think of any leader you admire, whether from business, politics, science, technology, social media, or any other field. Ask yourself why you admire them and I’m pretty sure that your admiration will be based on more than their accomplishments.

It will also be based on admiration at an emotional level. They reach out, connect and engage you viscerally, but if they have extreme pride, or arrogance, then this is going to be far less likely to happen. It may very likely get in the way, distort the message, or even become the message. It will definitely become a barrier!

The ability to reach out, connect, inspire and motivate on an emotional level and without ego, transcends the intellectual and the rational, & is the mark of a great leader.

It also requires high degrees of self-awareness, emotional intelligence and the ability to know when to press hard and when to let go.

Too many people remain enamoured by the view that leadership is really about control, but in fact great leaders demonstrate again and again their humility by influencing, inspiring loyalty and providing support.

They do so however from positions that are not necessarily to the fore. In fact they lead from behind, putting others in front especially when there are things to be celebrated, &, then only coming to the fore when there are dangers to be confronted.

The Quality of Humility

Humility is defined as the quality of having a modest or low view of one’s importance. Words that are considered synonymous include humbleness, meekness, diffidence and unassertiveness.

Clearly some of these words wouldn’t be readily associated with the practice and outcomes of leadership and the quality of humility seems to be neglected in leadership development programmes. Perhaps because it isn’t really understood in this context — So let’s be clear what humility in the practice of leadership really means.

It has nothing to do with being meek, weak or indecisive, &, it does not entail shunning publicity, or indeed the limelight.

Jim Collins who featured in a previous piece of mine on ‘The Leadership Paradox’ had a great deal to say about CEOs he saw demonstrating modesty and leading quietly — not charismatically — in his 2001 bestseller, ‘Good To Great’.

So, what would I suggest are some of the defining traits of a humble leader? Paradoxically I would start with these 2:

• They know what that they don’t know; &,
• They resist falling for their own publicity.

And I would then go on to suggest:

• They are 1st and foremost Servants (& I have already written about the practice of Servant Leadership);
• They are passionately curious;
• They listen, even to the weird;
• They understand that oft times it’s about getting the midfield right;
• They are prepared to take a risk and willingly invest in others, because they know their vision is bigger and will last longer than they will;
• They balance their gentleness with strength, their compassion with steel;
• They recognise instinctively that they need to be Present to deal with the challenges of an increasingly Volatile, Uncertain, Complex and Ambiguous World;
• They forgive easily and readily admit their mistakes;
• They bring others to the fore and celebrate the success of others louder than personal success;
• They willingly share their authority and recognise their limitations;
• They seek out and invite feedback; &
• They remain thankful, recognising that all good gifts come from above.

Paul Mudd is the author of ‘Uncovering Mindfulness: In Search Of A Life More Meaningful’ available on Amazon and www.bookboon.com; the ‘Coffee & A Cup of Mindfulness’ and the ‘Mindful Hacks For Mindful Living & Mindful Working’ series. He is also a Contributing Author to The Huffington Post and a Contributing Writer to Thrive Global. Through The Mudd Partnership he works with business leaders, organisations and individuals in support of change, leadership excellence, business growth, organistional and individual wellbeing and well doing, and introducing Mindfulness. He can be contacted at paul@themuddpartnership.co.uk and you can follow the continuing journey uncovering Mindfulness on Twitter @TheMindfulBook and at @Paul_Mudd