Five Steps to Becoming a New Kind of Leader – A Breath of Fresh Air!
I recently attended a leadership conference filled with a mix of leaders. Some were leaders by position; others were simply natural leaders. I met one whose type I would characterize as strong, yet humble. He wasn’t the type to use his loud voice and assertiveness to let everyone know how important he is. On the contrary, he was effective because of his strong but humble spirit. He was an expert in his field and said what was on his mind, but he was humble enough to take the time to listen to what others had to say. He knew that he could learn a few things from those around him. He left a lasting impression on all who attended the conference. Sure, he was the keynote speaker and a Fortune 500 executive, but it was the way he made others feel important in his presence that was so remarkable.
This is the type of leader our organizations desperately need more of. In a world of technological advances and economic globalization, the era of “individual” leaders who believe that only they can guide companies to new heights is long gone. The new era belongs to leaders who recognize that for their companies to succeed, they must unite their workforce and rely on each other’s unique capabilities. They create a culture in which leaders share leadership responsibilities with their employees.
Leaders must leave behind the old way of thinking, in which they were the only ones who made the decisions. Only leaders who have the courage to humble themselves and understand that they can’t do it alone can let go of these impractical ideas. Today’s workforce is full of people who want to stay motivated, be a part of something bigger than themselves, and use their creativity. These people want to continually develop and reach their full potential, and they’re looking for the kind of leader to help them get there. A humble leader needs courage and a specific trade, because he or she relies not on positional power but on the ability to tap into each employee’s core and inspire them in a way that transforms them into the best version of themselves.
What can you do to become a humble leader?
1. Be aware of yourself. Find out how others perceive you, and change it so you don’t seem unapproachable, intimidating, or hard to connect with. Be aware of your ego and how it might be interfering with your decision making.
2. Become an active listener. Be curious when entering a conversation. What is that person about? What are his thoughts, beliefs, ideals? How does his uniqueness contribute to the overall success of the organization?
3. Don’t advertise your location. Everyone knows you’re the boss, so there’s no need to remind them. Instead, let them feel like you are all part of the same team.
4. Understand the power of the collective mind over the individual mind. Realize that no matter how smart a particular individual is, it is not equal to the power of the collective intelligence of a group.
5. Lead with genuine concern for the organization and those you lead. Others can see through people who are not genuine.
When leaders become humble, their organizations benefit greatly. They create a culture where open and honest communication is established all the way to the top. When senior management can listen candidly to its members, mistakes that can cost the company millions are avoided. And when mistakes happen, the organization can learn and avoid repeating them.
Employees who perform at their best produce more and produce the highest quality. Creativity and the ability to deal with complexity spread throughout the organization. There is a sense of teamwork and collectivism rather than individualism. Employees get a sense of fulfillment and feel like they are part of something bigger than themselves. When needs such as membership are met, people become increasingly loyal and act as an extension of the organization. They are not looking to go elsewhere. This, in turn, minimizes turnover, saves money, and retains high-potential leaders.
Also, humble leaders are adept at dealing with cross-teams and outside organizations because they don’t let their egos influence negotiations. They are able to develop lasting partnerships and create opportunities for their organizations. Jack Welch, CEO of General Electric, summed up the need: “In a [world] where we must have all the good ideas from every man and woman, we cannot afford management styles that stifle and intimidate.”
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