When it comes to leadership, many of us never experience – in our own leaders – the “best practices” we read about in business journals and online.
This holds especially true in terms of humility; indeed, the label “humble leader” to some of us sounds like an oxymoron.
Traditional leaders believe they must sacrifice humility for ambition in order to be successful
Ongoing research tells us that humble and respectful leaders are not only nicer to work with, but also more successful at driving business results. This led Bill Taylor, Co-Founder of Fast Company and contributor to Harvard Business Review, to ask: “In the face of so much evidence that humble leaders do, in fact, outperform arrogant leaders, why is it so hard for leaders at every level to check their egos at the office door?”
- Traditional leaders believe they must sacrifice humility for ambition in order to be successful
- Traditional organizations are competition-centric; not only are companies pitted against one another, but employees compete amongst themselves for visibility, raises, promotions and projects
- Younger generations still define authority and power as “telling others what to do”