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Part 2 of 2
Click here for the first article, Humble Pie, Nutritious and Delicious
Is humility actually a process? To answer that question, let’s start with a definition. Dictionary.com defines process as “a systematic series of actions directed to some end.” So it is clear that a process involves doing something, with the goal of producing a specific result. In the PMBOK 5th edition, PMI has identified 48 discreet processes involved in managing projects, each having specific inputs, tools and techniques and outputs.
In this article, we’ll look at humility from the perspective that it is a process with inputs, tools and techniques and outputs. This will by no means be a comprehensive exploration of humility, rather it is a place to look for those who wish to bring their leadership skills to the next level by working on development of humility in leadership.
In thinking about this article, I discussed the topic with several people, and have identified many potential inputs that could be acted on by tools and techniques. The listed outputs are important for the success of any effective project. Below is a PMI process diagram examining humility as a process.
The first thing I notice is that the list of inputs looks pretty ugly. Who in their right mind would want to admit to being resentful, jealous and finding fault with others? Its counter-intuitive, and goes against our nature as people to admit that our actions have landed so far from our ideals. The list of inputs may seem more like things you’d expect a nasty gossip to say about an unpopular person…hopefully not you!
In reality, however, that list of inputs is what we need in our search for humility. We need to be really straight with ourselves and we need the willingness to examine our motives using blunt terms, rather than euphemism. If we want the benefits of humble leadership, we must be ruthless in our self-assessment. There is no room for protection of ego if our concern is with finding our own expression of an extraordinary leader. We will have to ruthlessly examine specifically how we stand in the way of our own potential.
As an example, I’ll point to my experience over the past couple of years in my current position. Nearly two years ago, I was placed on a team as a subject matter expert for a major software upgrade. Shortly after the project kick-off, work proceeded without much team input. I soon realized that my schedule had been made without respect to my functional responsibilities in the organization. I worked hard to do a good job as an SME, but avoided the cumbersome documentation that the PM requested to keep tabs on daily progress.
I tried to discuss the situation with the PM, but felt that I consistently received a response of, “Well that is really between you and your manager. It isn’t my responsibility.” Tension grew between us, and in the end, we had numerous tense conflicts. Both of us were convinced that the other person was at fault, and I don’t believe either of us looked with much diligence for how we had individually contributed to the situation.
By the time the project ended, we didn’t really get along, and co-workers commented how there was notable tension between us. At the same time, I had begun a rigorous seven month course, focused on leadership. In the course, I learned to look at failures in performance from the context of what actions did I fail to take, which would have made a difference, rather than how am I flawed. This allowed me to completely alter an area of my marriage that my wife and I had simply learned to avoid. I saw that every time we started a discussion on “that” topic, I became defensive, and perceived that my wife was verbally attacking me. I saw that what I was failing to do was bring compassion to our conversations. That if I would see my wife as another human being, trying to navigate a difficult and stressful situation, I could choose to offer compassion, rather than outrage. Within a month, our relationship was unrecognizable from what it had been, we were closer than ever, and my change in outlook impacted areas of our relationship that seemingly had no relevance.
I wondered what would happen at work if I brought compassion into my interactions there. I asked myself what I needed to do differently, what actions and attitudes I adopted in order to “look good,” or “save face.” I ruthlessly faced my arrogance and lack of compassion for others. I approached a few people, to whom I owed an apology, and I apologized. Within a month, I received two awards at high profile meetings from high level managers. My Department Head noted that she had observed a profound shift in behavior and performance. She told me that I am both highly competent technically, and an extraordinary leader. But the biggest change was with that PM, with whom I had quarreled. He became an ally, and that has been constant.
By asking the “difficult questions” listed under tools and techniques. By looking for and identifying the actions I didn’t take, or shouldn’t have taken, and by ruthlessly examining my attitude, I have become someone who receives high praise from workers. I have developed a reputation as an effective communicator, leader and team member. Let me be clear, I am not a humble person, but I have been able to treat humility as a process and elevate my performance significantly.
Some comments in my previous article lead me to believe that quite a few people equate humility with not providing leadership, or direction. This is not what I mean, but I'm curious, if you disagree. Also, if you do question the value of humility in project leadership, what does humility mean to you? Another excellent point in the discussion on my previous post has to do with short term projects aimed a turning a quick profit. What are your thoughts on humility as a process in that situation?
Please share with us your experiences with asking tough questions of yourself, or ruthlessly assessing how you’ve acted in light of what was possible, and what was needed. Let us know how a humble leader positively affected you or a friend. I look forward to your comments.
Posted on: December 18, 2014 08:11 AM |
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