The Business of Leadership - Managing Humility

Yesterday, I wrote about corporate humility as it relates to self-promotion and CSR efforts. It was a blog that's evolved – and continues to evolve – through multiple conversations, experiences, and interactions. It offers no judgments and – something I try never to do – offers no solutions, because we're still trying to find the answers.

Today, it's part two of my Humility in Leadership discussion and I want to focus on something that I'm much more certain about – how the most effective leaders in management positions I've had the pleasure of working with and for are those who are truly humble.

Again, as mentioned yesterday, these blogs are inspired by the TechAlliance Breakfast Club event, where, as part of a panel discussion on leadership (which included our very own Scott Reeves!), Mr. Jack Lee, the COO of MDDT Inc., talked about the value of humility in leadership. He spoke about trusting in the expertise of those he hires. He spoke about being willing to admit he doesn't know everything, but also putting in the effort to listen and learn.

For many people that's very hard because it requires two major things that are in short supply:

• Confidence – in your own abilities and limitations; and
• Trust – in the people you work with and their talents

I have had the luxury of working with some great people in leadership roles. I have also had the luxury of working with some not-so-great people in leadership roles. And I say luxury to both because there are valuable lessons to be learned from each. I've worked with people who said all the right things, but the reality of their behaviour was something entirely different. And I've worked with people who say very little, but their actions speak louder than words.

The people to whom I'm most drawn? Or, more importantly, the people whom I most respect are those who live, breathe, and display true humility.

As Mr. Lee stated, true leadership comes from being confident in your abilities, but also by being willing to admit what you don't know. It comes from having the confidence to bring people into your organization or source advice and criticism from people who may be more talented than you, or have more knowledge in a certain area, and trusting that they will deliver results.

You'd think that type of leadership would be common. It's not – especially in the corporate world.

Jealousy, fear, and self-preservation are rampant challenges that businesses face. Instead of letting employees shine, some feel the need to filter all that light through their own prism. I am not alone in having had ideas and projects "conscripted" by managers in order to make them look better. Nor am I alone in having had ambitions thwarted by superiors more concerned about self-preservation than moving the business forward.

Anyone who has worked for any length of time in the corporate world has experienced it. And that's why it's so refreshing to find those leaders who are willing to actually walk the talk. Every 'leader' worth his or her salt will parrot the party line about "empowerment," "employee engagement," "supporting ideas," or "not punishing failure." Very few actually walk that line.

The leaders that do actually walk the walk end up having the most success. Ideas aren't restricted to the C-suite; talent isn't more likely to leave when they receive recognition for their efforts – in fact, being given the chance to shine increases fidelity; and innovation blooms in an environment rich with support.

Leaders who are confident in their own abilities, knowledge, talent, and value find it easier to be humble. Sadly, not all managers are confident in their own abilities. It is in those environments where cultures of fear, mistrust, and even outright sabotage develop. Keep a flower in the dark and never let it experience sunlight and see how much it blossoms. Proud and happy employees are productive and loyal – and true leaders recognize that.

I look around this office and see a lot of supremely talented people who are doing great work. I see people given the freedom to grow, explore, test new ideas, and contribute. I see people who are happy to come to work because they know they're making a difference. You don't see that everywhere and its special when it happens. This environment is a credit to Digital Echidna's leadership. Honestly, I'm not sucking up... I've just seen a lot of bad 'leadership' in my days to make me appreciative of good leadership when I see it.

In business (as in most walks of life), leadership isn't about being the best at everything – it's about assembling the best team and ensuring everyone's skills and talents are used to their best potential. Leadership isn't about blindly moving forward; it is about listening to all opinions, weighing them, then making a decision. Ultimately the leader decides – and not everyone may like the decision – but humble leadership ensures everyone's aware they're valued.

Honestly, not everyone can be a leader. Nor does everyone have the inclination. And that's OK. In every company, there needs to be a balance: leaders, innovators, idea people, taskmasters, pluggers, grunts... And not every leader needs to be in management. In fact, having positive influences amongst your staff – cheerleaders and motivators, if you will – is just as valuable of a resource.

These leadership lessons can be learned and applied throughout your organization. On a project level, effective leadership tactics can help a team come together and maximize the use of each member's talents will help ensure the success of the effort -- and, ideally, your client's satisfaction.

As Mr. Lee said yesterday, humility is a key component of successful leadership. And since false humility is so prevalent and commoditized, it's important to recognize when it exists.

Now, I turn it over to you. What kind of managers have you dealt with? How do you encourage (or try to be one of the) leaders in your organization? How has good leadership impacted you? And, conversely, how has bad leadership impacted you?