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The Humble Process
| VP Education - PMI Otowi Bridge 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.
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Posted on: December 18, 2014 08:11 AM
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Comments (12)
Humble Pie, Nutritious and Delicious
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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
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