Ice-breakers
A handy and flexible tool to make your meetings more dynamic and engaging!
L’humilité est une qualité de leadership de plus en plus recherchée par les organisations modernes. The flamboyant personalities of megalomaniac, narcissistic, omnipresent and omnipotent managers are losing their appeal among employees, especially those of the new generations, who now have very different expectations from their leaders and who reject the "psychological violence" and chronic stress that result from it.
In a global and societal environment now characterized by frequent and disruptive changes, a leader who appears infallible and “a know-it-all” no longer fits with this complex reality. For a leader to successfully inspire trust, they must demonstrate humanity and authenticity. They must allow themselves to be vulnerable and admit that they don't know when this is the case. This positioning requires humility.
In philosophy, humility is the act of remaining anchored in reality and recognizing the existence of something greater than oneself. In the organizational world, a leader is self-confident, fully aware of their expertise, and proud of their success and accomplishments; however, they do not boast about them from the rooftops through displays of arrogance and narcissism, and never lose sight of the fact that all success is fleeting. Their success is not a pedestal for personal glory, but a lever for the collective good. They have a clear and accurate understanding of their challenges, shortcomings, and opportunities for growth; they do not seek to hide them or feel diminished by them.
A humble leader has an altruistic, non-egotistical vision of success. They don't flaunt their skills, don't take up more space than necessary, and know that there is always room for improvement and learning. If they know this for themselves, they know it for their team members, whom they treat as partners in success, acknowledge and recognize their contributions, highlight their potential, and encourage them to constantly develop it. Instead of fearing them and feeling threatened by them, they celebrate them and push them to excel.
A humble leader admits their mistakes and shortcomings, shows self-compassion, and constantly strives to grow. They apply this integrity and kindness to their colleagues. They foster a culture of positive and regular feedback and successfully create a bond of trust, a bridge to connection, and a climate of psychological safety. They open the door to consulting, coaching, and personal development.
A humble leader knows it's impossible to have an answer for everything. They're aware that admitting this will open the door to all possibilities. When they express their lack of knowledge or understanding, they follow this up by asking good questions: "I can't quite understand the impact that applying this procedure could have on the results, help me analyze it better." They take the time to listen to the creative and relevant responses that will emerge, since a space for healthy exchange has been created to welcome them. Objectives are achieved more quickly, the team is fulfilled, and collaboration is optimal.
Although their status grants them power and prestige, the humble leader does not abuse it. They act as a mentor rather than an autocrat. Their authority establishes order and discipline, not to dominate, but to guide them toward shared goals. They delegate with empathy and respect, and encourage their employees to innovate and take initiative, thereby increasing their confidence in their abilities and their autonomy to make important decisions. Employees who are not constantly in their manager's shadow succeed in developing their full potential, contributing creative ideas, and enjoying their work.
The humble leader knows that their success is largely the result of the encouragement and hard work of their colleagues. They recognize the role they played in the creation, process, and completion of a project. They encourage them to believe in their abilities and highlight their contributions. They value the relevance and originality of others' ideas and do not hesitate to promote them so that everyone can benefit.
The humble leader recognizes the unique expertise of each member and the complementary nature of the team's multiple expertise. They understand that too much competition breeds chaos and a sense of injustice and destroys cohesion, while collaboration leads to increased innovation, improved team performance, and a more positive work environment. This is even more important with hybrid or virtual teams. They recognize when team members need help and roll up their sleeves to get to work alongside them.
In a world often centered on the “me,” a humble leader embraces inclusion and rejects prejudice. They value diversity and are grateful for the uniqueness each individual brings to the table. They are also grateful for the resources at their disposal and the opportunities to compete with the best. When it comes to performance, a humble leader is always more grateful than a prideful one, knowing that their personal success is not due to their own contribution alone, but is the result of the work of all stakeholders.
The humble leader cares about their employees and their needs. They provide them with the tools, resources, and training that will help them thrive in their roles. They take a genuine interest in their employees' professional and personal goals and provide opportunities to help them achieve them. They support them when they want to take on a new challenge or advance within the organization. They adopt the attitude of a servant leader. This type of leadership is based on the idea that if you can help your team members succeed, they will in turn help you succeed. They use their knowledge, experience, and expertise to help others. The question they most often ask is: How can I help you do your job better today? And they listen.
Humility isn't a management style. It should be its engine oil. Nor is it a weakness or an obstacle to leadership. It requires a great deal of courage on the part of the leader to truly deploy and make an impact. This is how it becomes an incomparable ally in making leadership more engaging, inspiring, and, above all, more human.
A handy and flexible tool to make your meetings more dynamic and engaging!
"Janine, we're equals here. I just have a different role and responsibilities than you. You don't respect me less or more by calling me by my first name. I want to earn respect from my colleagues."
Identify the practices you already master and those that need to be implemented
Deploying modern, effective, and deeply human leadership is not easy. It's demanding. Sometimes uncomfortable. But above all, it has become essential.
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