| Think of someone you know and admire as a | | | | ladder? They are paper tigers, not real leaders. |
| great leader. Now list the key strengths or | | | | This principle of servant leadership was |
| characteristics of this person that were worthy | | | | exemplified by a statement made by Nelson |
| of your admiration. The really great leaders tend | | | | Mandela on the day he was released from prison, |
| to share one common attribute that propels them | | | | "I stand here before you not as a prophet but as |
| to great heights while building huge flocks of loyal | | | | a humble servant of you, the people. Your tireless |
| followers. You may recognize this attribute as | | | | and heroic sacrifices have made it possible for me |
| being "grounded", in spite of their achievements. | | | | to be here today. I therefore place the remaining |
| Or maybe you can see that they have the ability | | | | years of my life in your hands." With statements |
| to connect with "regular" people while they soar | | | | and an attitude like this, Mandela instantly earned |
| to new heights. You may also notice that they | | | | the respect of all of the people of South Africa, |
| have a predisposition to openly acknowledge the | | | | enabling him to lead the country peacefully into a |
| contributions of others to their success. | | | | new era. |
| All strong leaders know that no matter how high | | | | Note that we use the phrase "earn their respect". |
| they rise, they need to have a strong foundation. | | | | What happens when a leader engages in a lot of |
| This solid foundation has at its roots the principles | | | | self promotion to convince the world at large that |
| of integrity and honesty and perhaps more | | | | they are great? Nobody is fooled by that, and |
| importantly, humility. "Do you wish to rise? Begin | | | | worse, if the individual really is a lousy leader this |
| by descending. You plan a tower that will pierce | | | | publicity will only enhance and reinforce that |
| the clouds? Lay first the foundation of humility", | | | | impression. Abraham Lincoln wrote, "What kills a |
| said Saint Augustine of Hippo. Some people may | | | | skunk is the publicity it gives itself." Instead of |
| be puzzled that we are talking about "rising" and | | | | focusing all that energy in trying to convince |
| "piercing the clouds" in the same sentence as the | | | | people that that they are great, why not just be |
| word humility. Surely to achieve such success | | | | great? If you do good things for people, they will |
| requires a bold conqueror who bravely leads the | | | | appreciate it and they will most likely tell someone |
| charge to obliterate any obstacle along the way. | | | | else how you have helped them. You would be |
| What place is there for humility in that? Too often | | | | that much greater if other people were singing |
| we equate humility with submissive and weak | | | | your praises on your behalf. Earn their respect |
| behavior. That's not the humility we are talking | | | | and acknowledge their contributions and their |
| about at all. | | | | value to your success. |
| As John Ruskin said "The first test of a truly | | | | But all leaders have weaknesses, you say. Are |
| great man is his humility. By humility I don't mean | | | | we suggesting that leaders admit their |
| doubt of his powers or hesitation in speaking his | | | | weaknesses and potentially expose themselves to |
| opinion, but merely an understanding of the | | | | attack? In a word, "yes". That's not to say you |
| relationship of what he can say and what he can | | | | simply admit there are lots of things you can't do |
| do." Humility in leadership entails a person's honest | | | | as a leader and that you make mistakes and fall |
| and open assessment of their own abilities, and | | | | on your sword. What's the bet that someone in |
| the contribution of and relationships with others. | | | | the team you lead, or perhaps an outsider, is |
| Being humble does not in any way imply that we | | | | really strong at something that you consider a |
| doubt our own abilities, nor refrain from asserting | | | | personal weakness. Enlist their support and |
| our ideas, nor boldly charge forward. Humble | | | | together you'll produce a better result and |
| leadership requires great strength of character, | | | | demonstrate to the team that you know how to |
| and it can produce even greater results for the | | | | lead. |
| leader and the people under their charge. | | | | If you make a mistake, acknowledge it and stay |
| To be an effective leader that will earn the loyalty | | | | focused on your mission and goals and get the |
| and dedication of people who will follow you | | | | team to help you move forward. This will build |
| regardless of how challenging the journey, you | | | | trust and strong team bonds that will allow you |
| need to earn their respect. The rungs of the | | | | and the team to ride safely over the many speed |
| ladder to success are made up of the backs of | | | | bumps that are to come in your business journey. |
| the people who lifted you to the top. Tread lightly | | | | "The chief executive who knows his strengths |
| and never forget who got you to where you are. | | | | and weaknesses as a leader is likely to be far |
| Many people get to the top by stepping roughly | | | | more effective than the one who remains blind to |
| on the people around and below them. The people | | | | them. He also is on the road to humility, that |
| on whose backs they stomped will never forget | | | | priceless attitude of openness to life that can help |
| the way they were treated. When all those | | | | a manager absorb mistakes, failures, or personal |
| broken backs are called upon to rescue that | | | | shortcomings." - John Adair. |
| leader, what will they do? How strong is their | | | | |