Guessing is not a strategy: How to build decision velocity with AI and real-time data
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VP Education - PMI Otowi Bridge
Part 1 of 2
For much of the past twenty five years, my tendency to assume leadership has conflicted with my actual, capacity to lead. When my career life launched I relied on a combination of quick wit, and unwarranted hubris. I believed my natural competence would manifest if only I could acquire a position of leadership, authority and respect. For example, at nineteen, I was a Bell Hop for the Quality Hotel Four Seasons. My manager said I had to wear the company issued clip on tie, rather than my own similarly colored traditional neck tie. During our break, I blustered to co-workers about management’s disconnection to reality, and how I, in a position of leadership, would keep employees happy, thus improving productivity. I applied for and was given the position of front desk clerk, but my attitude continued to be one of defiance and arrogance. The weeks piled into months and red-faced, I preached unionization to an orchestra of heavy sighs, eye rolls, and shaking heads.
Frustrated by my lack of advancement, I saw others work hard and get promoted, so I focused on work and developed competence. When I was awarded employee of the month, I knew my fifteen minutes was at hand. I resolved to capitalize on them and rise from anonymity to a position of trust and responsibility. But no promotion came, and lovingly, I caressed my ego in obscurity, convincing myself that others were at fault for my lack of celebrity. Over a few years, I resigned from nearly a half dozen jobs, complaining they weren’t “doing it right!”
Failing to find a job suited to my level of prowess, I decided to be an entrepreneur. For half a decade, I started and ruined four separate businesses. During my off hours, I inflicted my “leadership” in volunteer capacities, where often, I worked long hours alone to produce successful events, but never maintained a functional team. It seemed that people couldn’t get away fast enough. In retrospect, my arrogance dictated that my volunteer efforts were motivated by 30%-40% “do good,” and 60%-70% “Look at me…no hands!”
Tough lessons hurt, and I resisted developing an accurate view of my abilities and weaknesses for years. Recently, I observed that our society faces the same challenge. Six years ago, I was hired for a job, in which I have matured into a competent and valued team member, an effective leader, and a useful mentor. In recent months, I’ve reflected on my development challenges and examined how I became someone who could honestly acknowledge others, recognize and rectify my communication deficits, and effectively facilitate groups. All are important points, but I recognized, only last week, that they point to one oft ignored and frequently underutilized trait.
We talk about communication tactics and leadership styles, but rarely do we consider how communication happens. For example, I recall a coworker being acknowledged in a meeting for her excellent work. I was annoyed, not because she was being praised, rather, it seemed to me that the spot light was focused on the person offering the acknowledgement. Most statements highlighted my coworker’s accomplishments as secondary to the person speaking. It was subtle, but perceptible, and the acknowledgement fell flat.
If the speaker had been searching for humility, their comments would have showcased my coworker. The team would have felt accomplished, and the room would have been energized. Humility often seems to be more of a process, than a destination, and just like a PMI process, humility can have inputs, tools and techniques, and outputs. What has surprised me most, however, is that even a braggart can seek humility with great effect.
This article will examine the importance of humility in leadership and why you might want to cultivate your own. Soon, I’ll submit a follow up article to explore humility as a process. We’ll look for inputs, tools and techniques, and outputs. Hopefully this will aid in your desire to search for and cultivate a humble but great leadership.
First, we’ll examine humility’s place in leadership. If you think about effective communication, team building, acknowledgement, and decision making, aren’t all of those enhanced by a consistent application of humility?
Consider the process of gathering requirements. A leader will focus on his team’s abundant talent and top-notch ideas, he’ll engage the team early as partners, rather than as subordinates. Together, they’ll find and develop a robust definition of requirements. Teams inevitably have a more circumspect point of view than individuals, and by engaging the team, our PM will have taken an important early step in delivering a successful project.
Consider that a leader’s job is to elicit greatness, and showcase the genius of others. A leader shines the spotlight on others, and creates an environment that encourages participation and honest feedback. Whether the team offers encouragement or criticism, a leader listens to what is offered, and acknowledges the dedication and effort.
In later phases, when project work is more detailed, during scope definition and WBS creation, during the definition and sequencing of activities, or estimation of resources and durations, a supportive leader will approach these tasks with a team rather than alone or with a small contingent of managers. By encouraging input and comprehensive discussion among the whole team, our leader sidesteps a great deal of potential conflict. I remember a project which skipped these important team building steps. It concluded with hard feelings, and ample back-room criticism of the PM. During lessons learned people muttered quietly about the PM relying on positional authority rather than providing leadership.
This is an easy snare to spring, and extrication can be difficult. The expectations and stresses placed on a PM are many. Frequently, peoples’ natural reaction to stress is to put their head down and steam-roll. A project manager in this state will roll over their team, and likely alienate everyone. He will blame communication breakdowns on the team rather than accepting responsibility. Unless the situation is addressed, team members may try to avoid working with “that PM” again. I remember one project where the PM, had recurring conflicts with the team, which forced a functional manager to facilitate and keep the project on track. Wile the PM was ineffective, he did learn from his mistakes and subsequent projects didn’t see a repeat of that contention.
By contrast, if our project manager works to showcase the greatness of her project team. If she realizes that her job is mostly communication, and her greatest asset humility, she’ll be able to stop here and examine where she hasn’t provided enough communication or where her communication wasn’t the kind that is needed. She’ll remember that project success is her responsibility, and that she is accountable for deliverables. She’ll see these facts not as hierarchical truths, but rather a philosophical reality common to all leaders. Our PM will recognize how her actions led to the current state, and she’ll ask questions, which will allow for exploration of what is needed to bring the project back on course.
This sort of humility is key for project success, but there is another aspect of humility, which seems opposite of what we’ve explored. It comes out of public recognition. Great leaders recognize their strengths, and graciously accepts praise for accomplishments. One of my favorite things to do is to acknowledge someone for something they did that made a difference in my life or my work. I love expressing my gratitude and sharing with a group how fortunate we are to have this person on our team.
Receiving public acknowledgement can be uncomfortable. Personally, I enjoy the limelight, but only so long as I put myself there. I don’t enjoy having someone put the focus on me. My natural tendency is to shun praise and refuse compliments. When I am trying to acknowledge another, if they refuse my praise and shun my compliments, it actually hurts my feelings, and leaves me feeling like I can’t necessarily trust them. I begin to think of them as someone who has “false humility” or “humility for public consumption.”
A good leader allows those around him to give praise, and he accepts it graciously. He may take the opportunity to share the wealth and authentically acknowledge others, but he definitely accepts the praise given, knowing that those who are acknowledging him are glad to be heard in expressing their gratitude. He is a leader in creating an environment of gratitude, where people would love to work. Have you worked in an environment of gratitude? If so, what was it like?
I’ll submit the second portion of this article, an examination of humility as a process, with inputs, tools and techniques, and outputs soon, please look for it.
In the meantime, please share your thoughts about humility and its importance in leadership? I’d especially love to hear personal stories of finding humility in the middle of a project, or how a leader employed humility and it made a difference for you, or positively influenced project success.
Here is a link to my followup article, The Humble Process
For much of the past twenty five years, my tendency to assume leadership has conflicted with my actual,
capacity to lead. When my career life launched I relied on a combination of quick wit, and unwarranted
hubris. I believed my natural competence would manifest if only I could acquire a position of leadership,
authority and respect. For example, at nineteen, I was a Bell Hop for the Quality Hotel Four Seasons. My
manager said I had to wear the company issued clip on tie, rather than my own similarly colored traditional
neck tie. During our break, I blustered to coworkers about management’s disconnection to reality, and how
I, in a position of leadership, would keep employees happy, thus improving productivity. I applied for and
was given the position of front desk clerk, but my attitude continued to be one of defiance and arrogance.
The weeks piled into months and redfaced, I preached unionization to an orchestra of heavy sighs, eye
rolls, and shaking heads.
Frustrated by my lack of advancement, I saw others work hard and get promoted, so I focused on work and
developed competence. When I was awarded employee of the month, I knew my fifteen minutes was at
hand. I resolved to capitalize on them and rise from anonymity to a position of trust and responsibility. But
no promotion came, and lovingly, I caressed my ego in obscurity, convincing myself that others were at
fault for my lack of celebrity. Over a few years, I resigned from nearly a half dozen jobs, complaining they
weren’t “doing it right!”
Failing to find a job suited to my level of prowess, I decided to be an entrepreneur. For half a decade, I
started and ruined four separate businesses. During my off hours, I inflicted my “leadership” in volunteer
capacities, where often, I worked long hours alone to produce successful events, but never maintained a
functional team. It seemed that people couldn’t get away fast enough. In retrospect, my arrogance dictated
that my volunteer efforts were motivated by 30%40% “do good,” and 60%70% “Look at me...no hands!”
Tough lessons hurt, and I resisted developing an accurate view of my abilities and weaknesses for years.
Recently, I observed that our society faces the same challenge. Six years ago, I was hired for a job, in which
I have matured into a competent and valued team member, an effective leader, and a useful mentor. In
recent months, I’ve reflected on my development challenges and examined how I became someone who
could honestly acknowledge others, recognize and rectify my communication deficits, and effectively
facilitate groups. All are important points, but I recognized, only last week, that they point to one oft
ignored and frequently underutilized trait.
We talk about communication tactics and leadership styles, but rarely do we consider how communication
happens. For example, I recall a coworker being acknowledged in a meeting for her excellent work. I was
annoyed, not because she was being praised, rather, it seemed to me that the spot light was focused on the
person offering the acknowledgement. Most statements highlighted my coworker’s accomplishments as
secondary to the person speaking. It was subtle, but perceptible, and the acknowledgement fell flat.
If the speaker had been searching for humility, their comments would have showcased my coworker. The
team would have felt accomplished, and the room would have been energized. Humility often seems to be
more of a process, than a destination, and just like a PMI process, humility can have inputs, tools and
techniques, and outputs. What has surprised me most, however, is that even a braggart can seek humility
with great effect.
This article will examine the importance of humility in leadership and why you might want to cultivate your
own. Soon, I’ll submit a follow up article to explore humility as a process. We’ll look for inputs, tools and
techniques, and outputs. Hopefully this will aid in your desire to search for and cultivate a humble but great
leadership.
First, we’ll examine humility’s place in leadership. If you think about effective communication, team
building, acknowledgement, and decision making, aren’t all of those enhanced by a consistent application
of humility?
Consider the process of gathering requirements. A leader will focus on his team’s abundant talent and top-
notch ideas, he’ll engage the team early as partners, rather than as subordinates. Together, they’ll find and
develop a robust definition of requirements. Teams inevitably have a more circumspect point of view than
individuals, and by engaging the team, our PM will have taken an important early step in delivering a
successful project.
Consider that a leader’s job is to elicit greatness, and showcase the genius of others. A leader shines the
spotlight on others, and creates an environment that encourages participation and honest feedback. Whether
the team offers encouragement or criticism, a leader listens to what is offered, and acknowledges the
dedication and effort.
In later phases, when project work is more detailed, during scope definition and WBS creation, during the
definition and sequencing of activities, or estimation of resources and durations, a supportive leader will
approach these tasks with a team rather than alone or with a small contingent of managers. By encouraging
input and comprehensive discussion among the whole team, our leader sidesteps a great deal of potential
conflict. I remember a project which skipped these important team building steps. It concluded with hard
feelings, and ample backroom criticism of the PM. During lessons learned people muttered quietly about
the PM relying on positional authority rather than providing leadership.
This is an easy snare to spring, and extrication can be difficult. The expectations and stresses placed on a
PM are many. Frequently, peoples’ natural reaction to stress is to put their head down and steamroll. A
project manager in this state will roll over their team, and likely alienate everyone. He will blame
communication breakdowns on the team rather than accepting responsibility. Unless the situation is
addressed, team members may try to avoid working with “that PM” again. I remember one project where
the PM, had recurring conflicts with the team, which forced a functional manager to facilitate and keep the
project on track. Wile the PM was ineffective, he did learn from his mistakes and subsequent projects didn’t
see a repeat of that contention.
By contrast, if our project manager works to showcase the greatness of her project team. If she realizes that
her job is mostly communication, and her greatest asset humility, she’ll be able to stop here and examine
where she hasn’t provided enough communication or where her communication wasn’t the kind that is
needed. She’ll remember that project success is her responsibility, and that she is accountable for
deliverables. She’ll see these facts not as hierarchical truths, but rather a philosophical reality common to all
leaders. Our PM will recognize how her actions led to the current state, and she’ll ask questions, which will
allow for exploration of what is needed to bring the project back on course.
This sort of humility is key for project success, but there is another aspect of humility, which seems
opposite of what we’ve explored. It comes out of public recognition. Great leaders recognize their strengths,
and graciously accepts praise for accomplishments. One of my favorite things to do is to acknowledge
someone for something they did that made a difference in my life or my work. I love expressing my
gratitude and sharing with a group how fortunate we are to have this person on our team.
Receiving public acknowledgement can be uncomfortable. Personally, I enjoy the limelight, but only so
long as I put myself there. I don’t enjoy having someone put the focus on me. My natural tendency is to
shun praise and refuse compliments. When I am trying to acknowledge another, if they refuse my praise and
shun my compliments, it actually hurts my feelings, and leaves me feeling like I can’t necessarily trust
them. I begin to think of them as someone who has “false humility” or “humility for public consumption.”
A good leader allows those around him to give praise, and he accepts it graciously. He may take the
opportunity to share the wealth and authentically acknowledge others, but he definitely accepts the praise
given, knowing that those who are acknowledging him are glad to be heard in expressing their gratitude. He
is a leader in creating an environment of gratitude, where people would love to work. Have you worked in
an environment of gratitude? If so, what was it like?
I’ll submit the second portion of this article, an examination of humility as a process, with inputs, tools and
techniques, and outputs soon, please look for it.
In the meantime, please share your thoughts about humility and its importance in leadership? I’d especially
love to hear personal stories of finding humility in the middle of a project, or how a leader employed
humility and it made a difference for you, or positively influenced project success.
For much of the past twenty five years, my tendency to assume leadership has conflicted with my actual,
capacity to lead. When my career life launched I relied on a combination of quick wit, and unwarranted
hubris. I believed my natural competence would manifest if only I could acquire a position of leadership,
authority and respect. For example, at nineteen, I was a Bell Hop for the Quality Hotel Four Seasons. My
manager said I had to wear the company issued clip on tie, rather than my own similarly colored traditional
neck tie. During our break, I blustered to coworkers about management’s disconnection to reality, and how
I, in a position of leadership, would keep employees happy, thus improving productivity. I applied for and
was given the position of front desk clerk, but my attitude continued to be one of defiance and arrogance.
The weeks piled into months and redfaced, I preached unionization to an orchestra of heavy sighs, eye
rolls, and shaking heads.
Frustrated by my lack of advancement, I saw others work hard and get promoted, so I focused on work and
developed competence. When I was awarded employee of the month, I knew my fifteen minutes was at
hand. I resolved to capitalize on them and rise from anonymity to a position of trust and responsibility. But
no promotion came, and lovingly, I caressed my ego in obscurity, convincing myself that others were at
fault for my lack of celebrity. Over a few years, I resigned from nearly a half dozen jobs, complaining they
weren’t “doing it right!”
Failing to find a job suited to my level of prowess, I decided to be an entrepreneur. For half a decade, I
started and ruined four separate businesses. During my off hours, I inflicted my “leadership” in volunteer
capacities, where often, I worked long hours alone to produce successful events, but never maintained a
functional team. It seemed that people couldn’t get away fast enough. In retrospect, my arrogance dictated
that my volunteer efforts were motivated by 30%40% “do good,” and 60%70% “Look at me...no hands!”
Tough lessons hurt, and I resisted developing an accurate view of my abilities and weaknesses for years.
Recently, I observed that our society faces the same challenge. Six years ago, I was hired for a job, in which
I have matured into a competent and valued team member, an effective leader, and a useful mentor. In
recent months, I’ve reflected on my development challenges and examined how I became someone who
could honestly acknowledge others, recognize and rectify my communication deficits, and effectively
facilitate groups. All are important points, but I recognized, only last week, that they point to one oft
ignored and frequently underutilized trait.
We talk about communication tactics and leadership styles, but rarely do we consider how communication
happens. For example, I recall a coworker being acknowledged in a meeting for her excellent work. I was
annoyed, not because she was being praised, rather, it seemed to me that the spot light was focused on the
person offering the acknowledgement. Most statements highlighted my coworker’s accomplishments as
secondary to the person speaking. It was subtle, but perceptible, and the acknowledgement fell flat.
If the speaker had been searching for humility, their comments would have showcased my coworker. The
team would have felt accomplished, and the room would have been energized. Humility often seems to be
more of a process, than a destination, and just like a PMI process, humility can have inputs, tools and
techniques, and outputs. What has surprised me most, however, is that even a braggart can seek humility
with great effect.
This article will examine the importance of humility in leadership and why you might want to cultivate your
own. Soon, I’ll submit a follow up article to explore humility as a process. We’ll look for inputs, tools and
techniques, and outputs. Hopefully this will aid in your desire to search for and cultivate a humble but great
leadership.
First, we’ll examine humility’s place in leadership. If you think about effective communication, team
building, acknowledgement, and decision making, aren’t all of those enhanced by a consistent application
of humility?
Consider the process of gathering requirements. A leader will focus on his team’s abundant talent and top-
notch ideas, he’ll engage the team early as partners, rather than as subordinates. Together, they’ll find and
develop a robust definition of requirements. Teams inevitably have a more circumspect point of view than
individuals, and by engaging the team, our PM will have taken an important early step in delivering a
successful project.
Consider that a leader’s job is to elicit greatness, and showcase the genius of others. A leader shines the
spotlight on others, and creates an environment that encourages participation and honest feedback. Whether
Posted on: December 15, 2014 01:49 PM |
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Thanks for this captivating read, Michael, and for sharing some very personal stories.
Moving from "me" to "we", giving credit where credit is due, leading with passion and enthusiasm, recognizing the real accomplishment of others, coaching, mentoring and growing individuals around you and not being a one-person show. I think you said all of this and much more. Thank you for a really thought-provoking article. I, for one, am looking forward to the next installment!
Humility- the eleventh Knowledge Area? :)
Moving from "me" to "we", giving credit where credit is due, leading with passion and enthusiasm, recognizing the real accomplishment of others, coaching, mentoring and growing individuals around you and not being a one-person show. I think you said all of this and much more. Thank you for a really thought-provoking article. I, for one, am looking forward to the next installment!
Humility- the eleventh Knowledge Area? :)
Thanks Mike Frenette! I really appreciate your comment here, and how you translated ideas into short statements. I've had a tendency in life to be "long winded." I appreciate brevity, that includes accuracy! I'll send you a message when I publish the next article later this week!
I could be sold on Humility as a knowledge area! ;-)
I could be sold on Humility as a knowledge area! ;-)
Thank you very much for your article, Michael!
To provide more (and more structured) comments, one has to wait for the sequel, but, at this stage, I have to admit I was surprised and puzzled with your perception of humility as a process and am very much looking forward to the next article in which the view will be explained in greater detail. Personally, I always perceived it as a personal trait, not as a skill or a process that can be learned or acquired.
Secondly, I have to admit I am not entirely sure that, as far as leadership and team management are concerned, humility is equally useful add-on to preferred type of communication in all organisations. It seems to me that it largely depends on the organizational culture as well as prevailing characteristics and expectations from individual team members. I’ve seen quite a few different organizational cultures in my professional lifetime. There were those that nurtured individual competitiveness of employees at the expense of their collaboration. Looking back at them, I am not sure humility is much appreciated in such an environment (or, at least we may say that arrogance is quite probably more appreciated). There were organizations that excelled as role-models of functional organizations, with almost all authority concentrated at the top leaving lower levels of OBS filled with disinterest and indifference. Humility is not often spotted there either, as far as I can remember, especially not at a top.
Additionally and especially in large international organizations (corporations, enterprises ...), team members often arrive with different cultural backgrounds and consequently have different expectations as far as project management and communications are concerned. My knowledge of other cultures is far from satisfactory but, with what I’ve learned so far, however limited it may be, I am not sure humility (just like joy or pride or concern) is expressed in a similar manner around the world.
To conclude this first set of remarks, please, do not get an impression that I do not appreciate humility or intend to diminish its value. On the contrary, I see it as an essential prerequisite for any lasting and fruitful personal or professional relationship between two human beings. However, communications on the project should be in service of its ultimate success. However appreciative I may personally be of it in both roles of a team member or project manager, humility may (or may not) be perceived in different contexts and by different people as a right ingredient contributing to the project success. And we should just keep notion of that as well.
Look forward to your next article! :)
Best regards,
Darko
Michael, I also look forward to your article! Without thinking about it nearly as much as you have, my gut would have been that humility is more of a "tool and technique" than a process with inputs and outputs.
But regardless of classification, there's great reason to think your emphasis on humility is well founded. We had Jim Kouzes on the podcast a couple years ago. In his co-authored classic The Leadership Challenge, they state:
"It's fun to be a leader, gratifying to have influence, and exhilarating to have scores of people cheering your every word. In many all-too-subtle ways, it's easy to be seduced by power and importance. All evil leaders have been infected with the disease of hubris, becoming bloated with an exaggerated sense of self and pursuing their own sinister ends. How then to avoid it?
Humility is the only way to resolve the conflicts and contradictions of leadership. You can avoid excessive pride only if you recognize that you're human and need the help of others."
A couple paragraphs later the state:
"Nothing in our research hints that leaders should be perfect. Leaders aren't saints. They're human beings, full of the flaws and failings of the rest of us. They make mistakes. Perhaps the very best advice we can give all aspiring leaders is to remain humble and unassuming--to always remain open and full of wonder."
OK, it gets a bit touchy-feely there at the end. But Kouzes and Posner are researchers, not pundits. Yet long before they sold millions of copies of their book, the value of humility is well established. Our recent interview with Russ Roberts about his book "How Adam Smith Can Change Your Life" talks about the Smithian view that what drives mankind is the desire to be loved and to be lovely. Humility factors into both of those desires.
Russ breaks it down better in his own words at:
http://www.PeopleAndProjectsPodcast.com/124
Jim Kouzes talks about related ideas at:
http://www.PeopleAndProjectsPodcast.com/62
I'm very much looking forward to your article, Michael!
But regardless of classification, there's great reason to think your emphasis on humility is well founded. We had Jim Kouzes on the podcast a couple years ago. In his co-authored classic The Leadership Challenge, they state:
"It's fun to be a leader, gratifying to have influence, and exhilarating to have scores of people cheering your every word. In many all-too-subtle ways, it's easy to be seduced by power and importance. All evil leaders have been infected with the disease of hubris, becoming bloated with an exaggerated sense of self and pursuing their own sinister ends. How then to avoid it?
Humility is the only way to resolve the conflicts and contradictions of leadership. You can avoid excessive pride only if you recognize that you're human and need the help of others."
A couple paragraphs later the state:
"Nothing in our research hints that leaders should be perfect. Leaders aren't saints. They're human beings, full of the flaws and failings of the rest of us. They make mistakes. Perhaps the very best advice we can give all aspiring leaders is to remain humble and unassuming--to always remain open and full of wonder."
OK, it gets a bit touchy-feely there at the end. But Kouzes and Posner are researchers, not pundits. Yet long before they sold millions of copies of their book, the value of humility is well established. Our recent interview with Russ Roberts about his book "How Adam Smith Can Change Your Life" talks about the Smithian view that what drives mankind is the desire to be loved and to be lovely. Humility factors into both of those desires.
Russ breaks it down better in his own words at:
http://www.PeopleAndProjectsPodcast.com/124
Jim Kouzes talks about related ideas at:
http://www.PeopleAndProjectsPodcast.com/62
I'm very much looking forward to your article, Michael!
Wow Darko, thanks for your thoughtful and thought provoking comments! You bring up some excellent points, particularly with regard to international organizations. I have to admit to not considering potential differences in cultural comprehension of humility at all. It never entered my frame of reference.
I do think that my second article will focus the discussion more, as I've examined humility in a specific way. I think often people confuse humility with humiliation, and I think they are not only distinct, but possibly mutually exclusive.
In terms of your comments about organizational culture, I think that you are right, humility may not be valued, however, I don't think that would detract from it being valuable. For example, one of my first jobs was at a stock brokerage and there was a heavy culture of individual competitiveness which prevented meaningful collaboration.
Things did get done, but it was not what I would characterize as a high-performing organization. In fact, I don't believe an organization can be high-performing without effective teamwork and collaboration.
So I while I agree that humility may not be valued, I suggest that it's lack of perceived value is an organizational shortcoming and a barrier to greater success. For the same reasons, I would make the same assertions about "functional organizations." I think it is a problem that lower levels of the OBS are filled with disinterest and indifference. That fact will prevent that organization from being a high performer.
I'm curious about your thoughts on that. I think those examples illustrate the importance of leadership adopting humility, and encouraging buy-in or even better, ownership from the line workers.
I am perfectly willing to be wrong on this, and am very interested in your expanded thoughts, so what do you think?
I do think that my second article will focus the discussion more, as I've examined humility in a specific way. I think often people confuse humility with humiliation, and I think they are not only distinct, but possibly mutually exclusive.
In terms of your comments about organizational culture, I think that you are right, humility may not be valued, however, I don't think that would detract from it being valuable. For example, one of my first jobs was at a stock brokerage and there was a heavy culture of individual competitiveness which prevented meaningful collaboration.
Things did get done, but it was not what I would characterize as a high-performing organization. In fact, I don't believe an organization can be high-performing without effective teamwork and collaboration.
So I while I agree that humility may not be valued, I suggest that it's lack of perceived value is an organizational shortcoming and a barrier to greater success. For the same reasons, I would make the same assertions about "functional organizations." I think it is a problem that lower levels of the OBS are filled with disinterest and indifference. That fact will prevent that organization from being a high performer.
I'm curious about your thoughts on that. I think those examples illustrate the importance of leadership adopting humility, and encouraging buy-in or even better, ownership from the line workers.
I am perfectly willing to be wrong on this, and am very interested in your expanded thoughts, so what do you think?
Andy, I just posted a response to Darko, and then saw your comment! Thanks for chiming in. This is an interesting discussion, I'm grateful that you contributed to it!
I could see humility being a tool/technique too, but my next article will explore my thinking on it as a process.
I don't mind touchy-feely quotes at all. Often an artistic and poetic expression of something practical results in inspirational statements, which can cause people to change how they act for the better!
I hate to admit that I haven't read much of Adam Smith, I know of him a little from history channel documentaries, and from the computer video game, "Alpha Centauri." :-)
I'm looking forward to listening to those pod-casts that you shared, thanks for including them. I really like your quote from the leadership challenge, with a focus on remembering that leaders are mere mortals. While I personally love accolades, I am more likely to learn, grow, and earn respect from an honest, and well thought out apology for having gotten it wrong.
Thanks for your comments. I'll message you when I get the second article up later this week!
I could see humility being a tool/technique too, but my next article will explore my thinking on it as a process.
I don't mind touchy-feely quotes at all. Often an artistic and poetic expression of something practical results in inspirational statements, which can cause people to change how they act for the better!
I hate to admit that I haven't read much of Adam Smith, I know of him a little from history channel documentaries, and from the computer video game, "Alpha Centauri." :-)
I'm looking forward to listening to those pod-casts that you shared, thanks for including them. I really like your quote from the leadership challenge, with a focus on remembering that leaders are mere mortals. While I personally love accolades, I am more likely to learn, grow, and earn respect from an honest, and well thought out apology for having gotten it wrong.
Thanks for your comments. I'll message you when I get the second article up later this week!
>>While I personally love accolades, I am more likely to learn, grow, and earn respect from an honest, and well thought out apology for having gotten it wrong.
Well said, Michael!
Well said, Michael!
Abu Bakar Usman
An Independent Certified Coach, Teacher and Speaker| John Maxwell Team
Islamabad, Punjab, Pakistan
Its an interesting topic to discuss. Infect as per my perception, humility is projects wont work in third world countries as we are already working in adverse conditions of un equal cash flows, repeated abandonment of seller, complex HR issues, Gender issues and many more. The PM has to be firm to have credible deterrence to complete the required project within given constraints. Team building activities are dovetailed within project time line and mostly we choose core team to have faster transitions of team building. Yes in hearts of hearts project managers have to have justice, quality, leadership and pleasant personality to get willing subordination.
Irfan, thanks for your thoughts. You bring up some points that Darko touched on. As I wrote the article, I didn't consider, how the word humility might be interpreted, particularly from a international audience. I'm grateful for your input.
I'll publish a follow-up article which should illustrate how I am conceiving of humility, but I am curious what connotations the word has for you? It sounds to me like humility may occur in the same realm as being weak. Maybe that humility implies a lack of willingness/ability to take a stand or set expectations.
Would you mind sharing how the word humility occurs for you please? Thanks again for sharing.
I'll publish a follow-up article which should illustrate how I am conceiving of humility, but I am curious what connotations the word has for you? It sounds to me like humility may occur in the same realm as being weak. Maybe that humility implies a lack of willingness/ability to take a stand or set expectations.
Would you mind sharing how the word humility occurs for you please? Thanks again for sharing.
Thanks, Andy!
Michael, You have touched a very good dimension bringing in the humility. No wonder this trait when applied as a tool can do lots of wonder but it really really depends upon the culture. The way it is perceived and applied during the project life cycle.
I believe it is something which is backbone leadership tool that can help achieve the project objective as it enhances the team collaboration, feeling the true ownership of the work teams do and certainly leadership is all about empowerment.
This sort of technique / human behavior and potentially a great great factor in achieving the par excellence.
Really looking forward to your next follow up article and its great to see you threw light on such an important aspect.
Projects are all about people, they way we manage them ascertain the success or failure of that very endeavour, having said that if we have got a strong base which is built upon mutual trust, effective communication and a sense of leadership which is supported by humility, value addition, success and excellence are the words we are going to hear and realize.
I believe it is something which is backbone leadership tool that can help achieve the project objective as it enhances the team collaboration, feeling the true ownership of the work teams do and certainly leadership is all about empowerment.
This sort of technique / human behavior and potentially a great great factor in achieving the par excellence.
Really looking forward to your next follow up article and its great to see you threw light on such an important aspect.
Projects are all about people, they way we manage them ascertain the success or failure of that very endeavour, having said that if we have got a strong base which is built upon mutual trust, effective communication and a sense of leadership which is supported by humility, value addition, success and excellence are the words we are going to hear and realize.
Aamer, thanks for your input. I really appreciate the diversity of feedback on this topic, particularly with regards to cultural implications, for how humility is perceived and applied.
I could imagine that a behavior which is intended to communicate a sense of humility in my culture might be perceived as dismissive or offensive in another culture. This is why PMI places focus on having a cultural understanding and sensitivity towards the predominant culture where the project is taking place.
Prior to this article, I fully understood this concept from a philosophical perspective, but even this conversation really drives the point home. Thanks so much for your input! Do you have any examples that you would be wiling to share of how humility is demonstrated in Pakistan or other areas where you have worked/lived?
I could imagine that a behavior which is intended to communicate a sense of humility in my culture might be perceived as dismissive or offensive in another culture. This is why PMI places focus on having a cultural understanding and sensitivity towards the predominant culture where the project is taking place.
Prior to this article, I fully understood this concept from a philosophical perspective, but even this conversation really drives the point home. Thanks so much for your input! Do you have any examples that you would be wiling to share of how humility is demonstrated in Pakistan or other areas where you have worked/lived?
Nice article, Mike. I somehow agree with thoughts from Darko and Irfan. Personally I believe Humility in project management would help up, however the level of success would depend on the how the team takes it. We all come from different cultures and humility can be taken differently by the team members. Sometimes we have to be a bit authoritative (Though I don't like this) depending on the team and the culture they are following.
Considering the team as partner is a great idea, however sometimes this might lead to conflicts in the team. Irfan has mentioned some of the reasons for this.
But overall, I like the idea of using humility as a process and would love to read the next part of this article.
Considering the team as partner is a great idea, however sometimes this might lead to conflicts in the team. Irfan has mentioned some of the reasons for this.
But overall, I like the idea of using humility as a process and would love to read the next part of this article.
Thanks Amit, it sounds like my article, which is scheduled to publish a little later today may clarify what I mean by humility, and I'll be curious to see your, Darko's and Ifran's reactions to that.
My initial reaction to your comments was to think of Bruce Tuckman's theory of group development, "forming, storming, norming, and performing," but I think when you mention conflict you mean something much more disruptive that the storming portion of team development. Would you care to comment on that? I'd love to hear your thoughts. Alternately, I wonder if the perception, and very possibly reality, of cash strapped projects is that they can't afford to go through those phases.
Here is a link to the graphic:
http://www.scholarslab.org/wp-content/uploads/2013/10/tuckman-model.jpg
Thanks for your comments, and I look forward to hearing your thoughts on the followup article today.
My initial reaction to your comments was to think of Bruce Tuckman's theory of group development, "forming, storming, norming, and performing," but I think when you mention conflict you mean something much more disruptive that the storming portion of team development. Would you care to comment on that? I'd love to hear your thoughts. Alternately, I wonder if the perception, and very possibly reality, of cash strapped projects is that they can't afford to go through those phases.
Here is a link to the graphic:
http://www.scholarslab.org/wp-content/uploads/2013/10/tuckman-model.jpg
Thanks for your comments, and I look forward to hearing your thoughts on the followup article today.
Thank you, Michael!
First of all, let me agree with you that (a) organizations cannot be high-performing without effective teamwork and collaboration and (b) humility is valuable in building trust, respect and affirmative and inclusive organisational culture that fosters both teamwork and collaboration.
However, whether effective teamwork and collaboration are relevant (or a priority) in any particular organization is up to its management to define. If short-term profit is the only thing that matters to them (not an infrequent situation nowadays, I am afraid), I am not sure that teamwork and collaboration would actually rank high on their priority list. Shark is often used as symbolic animal depicting aggressive and predatory type of co-workers and managers and (even though I am not a marine biologist) I do not think it is accidental, as sharks do not seem to be known as great team players.
Excellent points Darko! Thanks for bringing them into the conversation. I have been discussing this topic from the assumption that a project would necessarily be aimed at improving an organization and that the organization would necessarily be aimed at achieving a level of high performance.
If those are not necessary or even desirable, then humility wouldn't necessarily be an asset for a project leader. I can't say it is a project I would want to lead, and certainly not one I'd want to be a team member on, but I do have mouths to feed, and I can't say that I would turn down a project if doing so meant that I couldn't pay the bills, or put food on the table.
Thanks so much for your perspective on this! Very valuable and important.
If those are not necessary or even desirable, then humility wouldn't necessarily be an asset for a project leader. I can't say it is a project I would want to lead, and certainly not one I'd want to be a team member on, but I do have mouths to feed, and I can't say that I would turn down a project if doing so meant that I couldn't pay the bills, or put food on the table.
Thanks so much for your perspective on this! Very valuable and important.
I think I skipped second part of my answer, one related to functional organizations.
Indeed, disinterest and indifference in the “trenches” are always a (predictable) consequence of a clear managerial failure. Failure to motivate and engage, of course! However, as my mum often says: “you can’t teach what you weren’t taught”, the blame for that should not be primarily on those failing managers, but on those who put them in managerial positions at first place.
And, when it comes to motivating and engaging other people, the first step, one that (at least from my experience) should precede showing humility, is - showing respect.
Excellent point Darko!
I suppose I think of respect, both self respect and respect for others, as being integral to true humility. But not everyone will agree with that. Humility will have a number of connotations.
In fact, Wikipedia has both definitions for humility. One as being less than or servile, while the other as being right sized and having an accurate view of one's self. I am going with the second view of humility. Being willing to ask for help when that will make a difference. Being willing to give or accept praise. Actively avoiding hubris. I don't think that being servile or less than is a virtue in project management, whereas acknowledging someone's expertise as being superior in a given area, when it is indeed superior is an asset.
But in any case, you hit the nail right on the head, respect is of fundamental importance!
Here is a link to the followup article:
http://www.projectmanagement.com/blog/PM-Interface/11316/
I suppose I think of respect, both self respect and respect for others, as being integral to true humility. But not everyone will agree with that. Humility will have a number of connotations.
In fact, Wikipedia has both definitions for humility. One as being less than or servile, while the other as being right sized and having an accurate view of one's self. I am going with the second view of humility. Being willing to ask for help when that will make a difference. Being willing to give or accept praise. Actively avoiding hubris. I don't think that being servile or less than is a virtue in project management, whereas acknowledging someone's expertise as being superior in a given area, when it is indeed superior is an asset.
But in any case, you hit the nail right on the head, respect is of fundamental importance!
Here is a link to the followup article:
http://www.projectmanagement.com/blog/PM-Interface/11316/
Irfan, your perspective, insights and comments related to the projects in the “third world” are very interesting and insightful, thank you for sharing! We would very much appreciate, as Michael already mentioned, to hear more about your views of humility in the “chain of command” of your projects and how it is perceived where you live and work. For me personally, for example, being firm and being humble are not mutually exclusive traits for anyone, project manager included.
Vagner Antonio da Silva
São Paulo, São Paulo, Brazil
Hi Michael and all other excellent contributors. I know it could be late for more commentaries once we have noted many ideas and thoughts stressed the subject a lot in an outstanding way, but would like to leave some words.
In my "PM beginner level" opinion, yes, the culture and background of the leader and the team members will influence the decisions of the first to adopt or not this kind of "tool/techinique" or even "process", as Michael suggested superbly in the article.
The humility can be learnt, but, in some situations, the use of that "resource" or "skill" frequently in a management process might sound less natural if you really don't show yourself comfortable at that role, considering this is not part of your own personality. Then, it depends on each persons' characteristics plus the feedback of the team mates, individually and in group, focused on the project objectives.
Also believe that humility is strongly important in that environment of mutual confidence as needed, but not always seen, in every project, depending on the organizational arrange for the accomplishment of business strategies.
The exposure of the leadership to that situations of showing humble and giving space to other members of the team is very appreciated in many cases of high mature business organizations. But that is not the rule for the most part of them, in a global perspective.
Sharing my experience in a country that has many social and economic challenges to pass through, with a great diversity in his people culture and regionalisms, the top to down decisions are the more commonly seen assumed role, with low margin to negotiate and show humility. This kind of behavior, in this kind of environment, could be missinterpreted and, yes, undermine the relationships and confidence of the parties, frustrating the project goals if it would not be adressed correctly at the right moment. Personally, I believe in an upgrade of the team culture composition and leadership thinking in the next years by here. Be certain that the next coming generation is learning and participating fastly in that evolutionary process, as I see.
Thank you Michael, for that great discussion for our community. I'm going to your next complementary article
In my "PM beginner level" opinion, yes, the culture and background of the leader and the team members will influence the decisions of the first to adopt or not this kind of "tool/techinique" or even "process", as Michael suggested superbly in the article.
The humility can be learnt, but, in some situations, the use of that "resource" or "skill" frequently in a management process might sound less natural if you really don't show yourself comfortable at that role, considering this is not part of your own personality. Then, it depends on each persons' characteristics plus the feedback of the team mates, individually and in group, focused on the project objectives.
Also believe that humility is strongly important in that environment of mutual confidence as needed, but not always seen, in every project, depending on the organizational arrange for the accomplishment of business strategies.
The exposure of the leadership to that situations of showing humble and giving space to other members of the team is very appreciated in many cases of high mature business organizations. But that is not the rule for the most part of them, in a global perspective.
Sharing my experience in a country that has many social and economic challenges to pass through, with a great diversity in his people culture and regionalisms, the top to down decisions are the more commonly seen assumed role, with low margin to negotiate and show humility. This kind of behavior, in this kind of environment, could be missinterpreted and, yes, undermine the relationships and confidence of the parties, frustrating the project goals if it would not be adressed correctly at the right moment. Personally, I believe in an upgrade of the team culture composition and leadership thinking in the next years by here. Be certain that the next coming generation is learning and participating fastly in that evolutionary process, as I see.
Thank you Michael, for that great discussion for our community. I'm going to your next complementary article
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