Founder and Chief Culture Officer of Ideal Outcomes, Inc. Author of the new book Culture Ignited: 5 Disciplines for Adaptive Leadership.
Dhani Harrison, son of The Beatles’ star George Harrison, tells a wonderful story in the Martin Scorsese documentary, “George Harrison: Living in the Material World,” that speaks to the modesty of his famous father. Dhani said he couldn’t understand why kids at school chased after him singing “Yellow Submarine.” “It just seemed surreal. Why are they singing that song to me?” he wondered. Then, he discovered the answer. “I came home, and I freaked out on my dad: ‘Why didn’t you tell me you were in The Beatles?’ And he said, ‘Oh, sorry. Probably should have told you that.’”
While many rock stars—like many business leaders—can be arrogant, self-centered and full of themselves, Harrison was renowned for being sincere, humble, kind and collaborative. These attributes are often exhibited by the best corporative executives, which defies the conventional wisdom that top leaders need to be forceful, charismatic individuals who thrive in the limelight. It’s something I’ve observed working with companies across the country, and it’s an observation that’s backed by several university studies.
Researchers at the G. Brint Ryan College of Business at the University of North Texas, for example, in an analysis of more than two hundred studies, found that humble leadership was the strongest predictor of both employee satisfaction and improved performance of both individuals and teams. Similarly, a study co-authored by Roger Goddard, an Ohio State professor of education studies, discovered that teachers who rated their leaders as being “very humble” were more likely to share their knowledge and expertise during meetings. Goddard said that humble leaders helped the teachers shake off shyness. And they felt more comfortable taking risks, knowing that their leaders wouldn’t undermine them. In a series of studies at Brigham Young University, Bradley P. Owens and David R. Hekman showed that teams led by humble leaders performed better and did higher quality work. They found that followers emulate the humble behaviors, creating a shared interpersonal team process that they dubbed “collective humility.”
And it’s not just a top-down effect. When a more humble CEO leads a firm, its senior management team is more likely to collaborate, share information, jointly make decisions and possess a shared vision, according to research published in the Journal of Management.
In my own 20-plus years of experience, I’ve seen firsthand why modesty is a powerful business attribute. Here are six ways to be a more humble leader because, in my opinion, humble bosses are the best bosses.
Acknowledge The Team
Humble leaders don’t feel the need to hog the limelight. Involve team members and go out of your way to acknowledge individual and team contributions at every opportunity—especially in front of peers and senior executives. By prioritizing the success of the team, you can motivate everyone to do their best work. In turn, team members are more likely to work more collaboratively, thus boosting overall productivity and morale.
Build Relationships
Modest leaders aren’t know-it-alls. Actively seek input from others, and don’t be afraid to ask for help. This egalitarian approach is likely to reflect well on your relationships companywide, and by being more approachable, you could well receive meaningful input that a more aggressive leader might not.
Check Your Ego
Self-effacing executives are, by and large, perceived positively and are highly respected not only by their teams but also by other stakeholders—including clients, suppliers, investors and the community at large. They are seen as genuine and trustworthy. If you don’t already, check your ego at the door, and I think you’ll see a change in attitude among your team.
Practice Introspection To Increase Loyalty
Being humble comes naturally for some but can be acquired with honest introspection. Reflect on past interactions or performance reviews and seek additional feedback where necessary. When a leader is humble, it’s likely that they will engender greater loyalty and commitment from within their organization. I think you’ll find workers will be motivated to go the extra mile and less likely to seek positions elsewhere.
Acknowledge Mistakes
Humble leaders don’t have the arrogance and over-confidence that can lead to major mistakes. When mistakes do happen, accept a share of the blame and don’t point fingers. According to Goddard, “When people feel their leader admits mistakes and is open to learning from others, everyone contributes more and makes these groups more effective.”
Never Stop Learning
Modest leaders stay teachable, always willing to learn from others, whether it’s their colleagues or employees. They are usually more open to bringing external expert consultants on board to give advice, train their teams and help foster a culture of continuous learning. Lead by example. Show the team that no matter how high up the ladder you climb, you still need to acquire new skills. Attend training workshops with employees to emphasize your commitment.
Modesty is often overlooked, but it is one of the most important attributes of winning leaders and should never be regarded as a sign of weakness. On the contrary, it’s a strength that can boost employee performance and long-term corporate success, and it’s important to note that humble leaders can still be assertive and dynamic when it comes to the crunch. A top corporate leader who embodies modesty can have a significant, even transformative, impact on the culture of an organization.
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