What makes a great leader? History has highlighted the “power” individual, fuelled by ego, drive and self-worth. Thankfully, times have changed; however, much more must still be done by both organisations and their talent advisors to highlight the correct traits needed in many of our future leaders.

Today, leaders must demonstrate many traits, many of which have historically been overlooked when it comes to developing succession plans and identifying talent. At the forefront of this list is humility. The benefit of identifying such a characteristic is clear. More inclusive teams reduced employee turnover and the development of innovative cultures.

CONNECTION

Humility and vulnerability are intrinsically linked. Vulnerability is the core of shame and fear and our struggle for worthiness. However, in today’s society, we numb vulnerability. If leaders cannot be uncomfortably honest about their strengths, weaknesses and need for help, they will struggle to develop trust within their team. Leaders must put aside their shame and fear and lead from the front to be open and honest if they want to demonstrate true humility. Trust will then ensue, which sits at the epicentre of organisational health. Without trust, a team cannot work together efficiently and will struggle to reach its true potential.

This historical impression of what makes a good leader has influenced organisations’ succession planning processes. It has influenced what we believe is essential when considering applicants. Humility has also fallen second to other traits, such as communication and influence. To address this, we must examine our biases whilst also ensuring a holistic re-vamp of our companies’ onboarding process takes place.

MISCONCEPTIONS

Humility is a trait which many misinterpret as a lack of confidence. Many humble professionals do not regard themselves as natural leaders, questioning their ability and drive. Consequently, they slip through the net when developing succession protocols. Those who possess such humility do not seek praise or promotion, which in turn, helps set them apart from their egocentric peers.

They need to achieve based on the team’s greater good rather than being focused on personal gain—an interest in the company and its overall purpose and ambition versus their agenda. If transformation and cultural innovation are prioritised, identifying, nurturing and promoting such individuals is critical in achieving such goals.

TALENT IDENTIFICATION

The link between humility and the perception of being overly passive, submissive or insecure must be extinguished; less charisma and charm and greater modesty. Charisma can cover up someone’s fundamental ego issues, thus promoting the archetypal “power” leader, full of bravado and allure. When considering one of the most asked questions around gender diversity (the proverbial glass ceiling), it has been suggested that men have a greater tendency to “bluff”. At the same time, the female leader who displays, on average, a higher level of emotional intelligence and, therefore, levels of humility are overlooked. Whilst a generalised statement, it perhaps holds some truth. Re-examining our approach to selection could hold the key to meeting the targets set by the Hampton-Alexander Review (33% female, representation on the combined Executive Committee and their direct reports by the end of 2020).

IDENTIFIABLE TRAITS

• Openness – Rather than feeling the need to promote oneself consistently, humble leaders endorse active listening & rather than attempting to dominate a conversation, they’re curious to hear the opinions of others.
• Curiosity – They seek insight and new learning; consequently, they are more open to accepting feedback;
• Acceptance – An understanding that constructive feedback is the path to improvement;
• Engagement – A desire and ability to support those around themselves. The ability to bring together team members working towards a combined objective. In turn, this leads to greater team satisfaction and less staff turnover.

SUMMARY

Leaders who practise humility create trust, empower their team, demonstrate a more significant commitment to the company and develop a team spirit — all of which support cultural change. Therefore, we must develop how we evaluate, reward and promote such individuals.

COMMENT – RICK PITINO

Former NBA American basketball coach