Leadership Barometer 50 Humility

May 15, 2020

Humility is a key characteristic for everyone to embrace. True humility is rarely seen in the ranks of leaders.

Ego, rather than humility, seems to be the more common trait in management circles. Let’s examine why this is and suggest some ideas to modify the pattern.

Anyone who has reached a leadership position has a tale to tell. He or she got there through a series of steps and events, some of them deserved and some of them just being in the right place at the right time or knowing the right people.

We can believe in synchronicity or nepotism, but still it usually takes a lot of energy and talent to get ahead. People in the organization may look at a newly appointed leader and remark how he “lucked into it,” but, as Earl Nightingale said in Lead The Field, “Luck is what happens when preparedness meets opportunity.”

There should be some level of personal satisfaction for a leader when he or she emerges from the pack and is elevated. It is a kind of milestone that should be celebrated.

Upon reaching a higher level, the leader quickly becomes aware of an increase in power and influence. I once got a big promotion, and a sincere IT employee in the new organization started calling me “thou” and “thee” until I put an end to it.

It is very easy to let the trappings or perks of a higher level inflate one’s ego. There is nothing wrong with appreciating one’s self worth if it is kept in proper perspective and the person also appreciates and publicly acknowledges the worth of others.

Unfortunately, many leaders do lose perspective and start acting like jerks. Scott Adams, inventor of the Dilbert Cartoon Series would have needed to make a living in some other field if it were not for hubris on the part of leaders.

The role of humility in creating and maintaining trust in organizations was well documented by Jim Collins in Good to Great. Collins identified passion and humility as two common traits of the most effective leaders – he called them “level 5 leaders.”

It is easy to see the impact of a conceited leader on the organization. If the leader is so brilliant, then nobody else needs to look out for the rocks under the surface. People lose heart and will to help the cause.

This behavior forces the leader to be more all-knowing and perfect because real support is not there.

Warren Bennis put it this way, “One motive for turning a deaf ear to what others have to say seems to be sheer hubris: leaders often believe they are wiser than all those around them.”

The literature on executive narcissism tells us that the self-confidence top executives need can easily blur into a blind spot, an unwillingness to turn to others for advice. Leaders who are convinced they are so macho and smart have a difficult time hearing what people are really saying.

I love James O’Toole’s observation, “…it is often the presence of excessive amounts of testosterone that leads to a loss of hearing.”

It would be easy to say “don’t be too full of yourself” and show the benefits of humility. Unfortunately for the narcissist leader, changing the thought patterns and behaviors is extremely difficult. The problem is the blind spots that Bennis refers to.

Daniel Goleman also noticed the same tendency when he identified that leaders with low Emotional Intelligence have the most significant blind spots.

The issue of leader hubris is perhaps the most common schism that exists between the senior levels and the workers. If it is so important, what can we do about it?

Is there a kind of anti-hubris powder we can sneak into the orange juice of over inflated executives? Oh, if it were only that easy.

What we are talking about here is reeducating the boss with influence from below. We want to let him know that his own attitude is getting in the way of trust. Reeducating the boss is always tricky. It reminds me of the adage, “Never wrestle a pig…you get all muddy and the pig loves it.”

What do the sailors do if they are facing a Captain Bligh every day? Mutiny is one option, but it can get pretty bloody.

The road to enlightenment is through education. One suggestion is to form a kind of support network with the employees and leaders on the topic of leadership. Book clubs where employees along with their leaders take a lunch hour once a week to study the topic can begin a constructive dialog.

You can’t just march into the bosses office and say, “You are a total narcissist, knock it off and get down from your pedestal.” You need to use a water drop treatment with lots of Socratic Questions.

Shaping the thought patterns of a superior in the organization is a slow process, like changing the face of the planet in Arizona. Drop by drop and particle by particle, the sand and soil have been moved to reveal the Grand Canyon. Changing a leader’s approach might not take eons, but the slow shaping process is the same, only in human years.

Some leaders will remain clueless regardless. I know one leader who will go to her grave totally blind when it comes to her attitude about her own capability and superiority.

If she was reading this passage, she would be nodding her head affirmative and be 100% convinced that I was referring to somebody else, not her. Perhaps the only hope for a leader like this is some form of radical shock treatment in the form of a series of pink slips.

If you are a leader, try this little test. If you are inclined to think you don’t have any hubris and are a humble servant leader all the time, chances are you have some serious blind spots. Go and get it checked out!

If your mental picture is one of an imperfect person trying to learn more about how to lead, then you are probably okay.

The preceding information was adapted from the book Leading with Trust is like Sailing Downwind, by Robert Whipple. It is available on http://www.leadergrow.com.


Leadership Barometer 20 Lower Credibility Gap

October 16, 2019

There are hundreds of assessments for leaders. The content and quality of these assessments vary greatly. You can spend a lot of time and money taking surveys to tell you the quality of your leadership.

There are a few leading indicators that can be used to give a pretty good picture of the overall quality of your leadership. Here is one of my favorite measures.

Lowers Credibility Gap

In any organization there exist credibility gaps between layers. These gaps lower the trust within the organization and make good communication more difficult. Great leaders have a knack for lowering these gaps by filling in believable information in both directions: up and down.

When there is tension between one layer and another, great leaders work to find out the root cause of the disconnect.

It could be a nasty rumor, it could be based on a prior breach of trust, it might be an impending reorganization or merger, it could be due to an outside force like a new government restriction. Whatever the root cause will determine the key to elimination of the gap.

Use your nose

Excellent leaders have a nose for these problems and head them off while the gap is a small crack and before it becomes like the Grand Canyon. They help people breach the divide by getting the two levels to communicate and really negotiate a better position.

Weak leaders are more like victims who wait till the battle is raging and the chasm is too broad to cross without a major investment in a bridge.

Silo thinking vs. Team mates

The insight that usually helps is to remind the differing camps that they are really on the same team.  Silo thinking leads to animosity between groups.  Great leaders remind people that they share common goals at a higher level. There is no need for warfare.

A leader who has this skill is easy to spot because there are few paralyzing situations that have to be resolved. If you are one of those leaders, it will be evident. If you are not, it will also be evident. Seek to knit the organization together at every opportunity.

Bob Whipple is CEO of Leadergrow Inc., a company dedicated to growing leaders. He speaks and conducts seminars on building trust in organizations. He can be reached at bwhipple@leadergrow.com or 585-392-7763.