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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Comments (30)
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Thanks Vagner. This has indeed been an interesting conversation. I really appreciated everyone's point of view, and the diversity in perspective that has been expressed.
Naomi Caietti
Senior Project Manager | ePMO | Higher Education | Healthcare & IT| Linkedin.com/In/NaomiCaietti
Michael:
Thanks for the article. I admit I haven't seen a candid article on "humility" in a while and it's good to see the comments from others.
Jim Collins, author of the Level 5 Leadership and Good to Great put it very simply:
Personal Humility + Will = Level 5 Leadership
Project Managers who are leading projects will need to transform their leadership of self in order to lead the change in projects/programs/portfolios in their organizations.
Naomi Caietti, PMP
www.theglassbreakers.net
Thanks for the article. I admit I haven't seen a candid article on "humility" in a while and it's good to see the comments from others.
Jim Collins, author of the Level 5 Leadership and Good to Great put it very simply:
Personal Humility + Will = Level 5 Leadership
Project Managers who are leading projects will need to transform their leadership of self in order to lead the change in projects/programs/portfolios in their organizations.
Naomi Caietti, PMP
www.theglassbreakers.net
Hi Naomi, thank you for your insight on this. I really like the notion that will is an important ingredient for excellent leadership. If you think about it, the pursuit of humility would in its self require a certain application of will. Though this falls out of the context of what your comment is aimed at. I really appreciate that a humble assessment might indicate quite a few uncomfortable actions, which would definitely require will!
Excellent addition, thanks!
Excellent addition, thanks!
Excellent article Michael, On to the next part and I can't wait to read it.
Narasimham, I just read your personal message to me. What a story! I really appreciate your thought and honest/fearless self reflection. I wonder if you might either be willing to post a shorter version of that story in the comments, or if you might compose it into an article, which I could publish? If so, I'll credit you and link to your profile, but I'd love to share what you wrote...very inspiring!
Sure thing Michael, let me work on it and I'll send that to you before I post it.
Michael, sorry for the delay got engaged with some other stuff but here's a short version or part of my experience as promised.
---------------------------------
I would like to say bravo my friend a very eloquent piece regarding humility. I agree with your point of view on humility as a process that an inherent trait (consider yourself luck if your are born with it or raised around it).
I come from a hardcore family of engineers and grew up in and around people/culture that believes and measures success in being an engineer or a doctor. I wanted to put this in up front so that I can create a context for lack of humility in myself and why I’m a staunch supporter of it now. I spent majority of my career pushing myself to achieve “success” with a belief that once I get into authority I’ll lead the heck out of people/team/organization. The roller-coaster ride starts from here say halfway through my career around 2007.
In a time where I was almost a reining king of my practice (stud of my team) I was assigned to be the PM of a seemingly simple project. I looked at the project and I though it just required a good engineer and manager to see through to the finish line. Short version of the story is that I got schooled by the “Murder board” for 2hrs. I had to go back to the drawing board a few times but ultimately I learned that it was a doomed project from beginning.
I learned from this project that being a manager does not give you authority but it comes with backbreaking responsibility so having absolute authority is a must. I was really high on the management books without understanding the message behind all those words.
Anyway, with all the projects going on I started to realize something was missing I just did not know what it was? I seem to be stuck and going in circles as I could not improve when I know I needed to.
In a discussion with my peers about certain individual we all seem to agree that that person needs to do some introspection to save his failing company. One person in the conversation asked an interesting question if we suggest introspection as a possible solution “Do you know what you are looking for?” because to that person everything looks perfect so how will introspection help?
I thought to myself, you introspect because you looking for something missing and you are supposed to know what you are looking for, it felt like catch 22. I could not see the meaning then.
After a few more hard knocks in projects “learning from my mistakes” I realized that project success depends on contribution from the entire team when they own their roles and responsibilities. It is your job to do everything to enlist their support by listening that means leaving arrogance, ego and other useless baggage.
So, I started having actual conversations just to listen. I started realizing the importance of listening and not just wait for your turn to talk or make a statement. Everyone has a point of view that may influence and improve the chance of success in a project or anything in you life.
You can choose to be a manager or you can chose to be leader and it all starts with better understanding of ones strengths and weaknesses so that you can help the project and resources involved in the process. So, I learned to enlist feedback from the entire team not just their leaders so during kickoffs I ask the actual team members to show-up.
By doing this, team members get a sense of participation leading to ownership, a direct communication channel from the beginning not just a hammy down version of the WBS, roles & responsibilities. It sure is a process and it all begins having humility within yourself a quality that keeps you grounded enough in your highest flight. It took a while to connect success and having humility at the same time.
Humility is not a sign of incompetence or a substitute for tech/functional prowess. Humility is a quality you see in leaders who seems to be approachable and ultimately good role models. It drives you to achieve higher goals without loosing yourself to the inherent vices of success.
Thank you for the wonderful article, Best Regards.
---------------------------------
I would like to say bravo my friend a very eloquent piece regarding humility. I agree with your point of view on humility as a process that an inherent trait (consider yourself luck if your are born with it or raised around it).
I come from a hardcore family of engineers and grew up in and around people/culture that believes and measures success in being an engineer or a doctor. I wanted to put this in up front so that I can create a context for lack of humility in myself and why I’m a staunch supporter of it now. I spent majority of my career pushing myself to achieve “success” with a belief that once I get into authority I’ll lead the heck out of people/team/organization. The roller-coaster ride starts from here say halfway through my career around 2007.
In a time where I was almost a reining king of my practice (stud of my team) I was assigned to be the PM of a seemingly simple project. I looked at the project and I though it just required a good engineer and manager to see through to the finish line. Short version of the story is that I got schooled by the “Murder board” for 2hrs. I had to go back to the drawing board a few times but ultimately I learned that it was a doomed project from beginning.
I learned from this project that being a manager does not give you authority but it comes with backbreaking responsibility so having absolute authority is a must. I was really high on the management books without understanding the message behind all those words.
Anyway, with all the projects going on I started to realize something was missing I just did not know what it was? I seem to be stuck and going in circles as I could not improve when I know I needed to.
In a discussion with my peers about certain individual we all seem to agree that that person needs to do some introspection to save his failing company. One person in the conversation asked an interesting question if we suggest introspection as a possible solution “Do you know what you are looking for?” because to that person everything looks perfect so how will introspection help?
I thought to myself, you introspect because you looking for something missing and you are supposed to know what you are looking for, it felt like catch 22. I could not see the meaning then.
After a few more hard knocks in projects “learning from my mistakes” I realized that project success depends on contribution from the entire team when they own their roles and responsibilities. It is your job to do everything to enlist their support by listening that means leaving arrogance, ego and other useless baggage.
So, I started having actual conversations just to listen. I started realizing the importance of listening and not just wait for your turn to talk or make a statement. Everyone has a point of view that may influence and improve the chance of success in a project or anything in you life.
You can choose to be a manager or you can chose to be leader and it all starts with better understanding of ones strengths and weaknesses so that you can help the project and resources involved in the process. So, I learned to enlist feedback from the entire team not just their leaders so during kickoffs I ask the actual team members to show-up.
By doing this, team members get a sense of participation leading to ownership, a direct communication channel from the beginning not just a hammy down version of the WBS, roles & responsibilities. It sure is a process and it all begins having humility within yourself a quality that keeps you grounded enough in your highest flight. It took a while to connect success and having humility at the same time.
Humility is not a sign of incompetence or a substitute for tech/functional prowess. Humility is a quality you see in leaders who seems to be approachable and ultimately good role models. It drives you to achieve higher goals without loosing yourself to the inherent vices of success.
Thank you for the wonderful article, Best Regards.
Narasimham, I read your response quite a while ago on my phone, and thought I would reply when I had access to a key-board. Clearly the reply part slipped into obscurity in my thinking.
I just re-read this, and can't tell you how much I appreciate what you had to say! Thanks for contributing that to this discussion. I really appreciate your insights and experiences.
I really appreciate: "Humility is a quality you see in leaders who seems to be approachable and ultimately good role models. It drives you to achieve higher goals without loosing yourself to the inherent vices of success."
Thank you!
I just re-read this, and can't tell you how much I appreciate what you had to say! Thanks for contributing that to this discussion. I really appreciate your insights and experiences.
I really appreciate: "Humility is a quality you see in leaders who seems to be approachable and ultimately good role models. It drives you to achieve higher goals without loosing yourself to the inherent vices of success."
Thank you!
Dear Michael
Interesting your perspective on the topic: "Humble Pie, Nutritious and Delicious"
Thanks for sharing
Interesting your perspective on the topic: "Humble Pie, Nutritious and Delicious"
Thanks for sharing
Thanks for your comment, Luis.
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