What is Humble Leadership? The Importance of Humility in Today's Workplace

Almost 50 years old and I did not know how to put my uniform on, let alone properly holster my handgun. On the first day of reporting to my military peacekeeping command duties, I realized I did not even know how to dress myself! Having been out of the service for 22 years, my military knowledge was outdated. My subordinates initially knew much more than I, yet I was their commander.

At least initially, I knew I needed to lead by relationship versus by superior expertise. I did not know it at the time, but I had intuitively started to practice some of the cornerstones of Humble Leadership. I started by building strong, collaborative relationships with my team, as well as across and up and down the entire peacekeeping force. I invested heavily in social capital.

One way I did this was by making a point of sitting down regularly with each of my team members with no other agenda than to learn more about them as a person. It helps that I love people, but these one-on-ones also had a clear purpose. Building collaborative relationships and trust, I knew, would make it easier for us to rely on each other when the famous stuff hit the fan — as it inevitably would.

After three months of intense peacekeeping training during which we really got to know each other well, my team and I deployed to Kosovo at the end of March 2017.

We were short two key team members: my deputy commander (#2) and our Warrant Officer were assigned to us at the last minute. It goes without saying that the role of my deputy was a key role for me. Also, and maybe even more importantly, the Warrant Officer is key for the team. We were stationed as a totally independent unit in a team base many miles away from the closest military camp. For all intents and purposes, we were on our own, and the Warrant Officer was responsible for all the logistics and infrastructure of our team base. Everything from making sure we had enough ammunition and food to ensuring the base was kept clean, and that we had heat, electricity, and running water.

I arrived in Kosovo never having met two of my mission-critical team members, and I needed to establish trust, engagement, and open communication quickly.

The first thing I did was take them for lunch and learn as much as I could about them personally: their families, professional experiences, hobbies, passions, and plans after the mission. I also inquired about their hopes and fears about our upcoming mission together and their expectations of me as their commander.

I followed this up with regular one-on-one meetings for the duration of the whole mission during which I continued to inquire about their professional and personal well-being as well as inviting feedback on my performance as their leader.

By showing genuine interest in each of them as a whole person and not just the roles they were fulfilling for me, we bonded right away. This in turn enabled me to delegate and empower quickly.

For example, I tasked my deputy commander very early on in the deployment with leading a critical briefing to high-level members of the peacekeeping force while I was absent. Thanks to our collaborative relationship founded on trust and open communication, she felt empowered to take on this crucial task and pulled it off extremely well.

My leadership during my nine-month peacekeeping mission was by no means perfect, and of course, I made plenty of mistakes. However, my team proved to be highly adaptable, had a clear, shared purpose, and my team members felt empowered to make front-line decisions. As a result, we fulfilled the mission to the fullest satisfaction of our commanders.

Several of my team members made a point of looking me in the eye at the end of our nine intense months together and saying, “With you, Captain—anytime again.” That is something I am very proud of and that I attribute in large part to the strong, collaborative relationships we built in our team which is at the core of leading with Radical Humility. And just to be clear, the irony of me bragging a bit about my own humility is not lost on me. And yet, leading with radical humility does not mean we can’t talk about our achievements. It does not mean we can’t be assertive, highly driven, and ambitious.

Understanding Humble Leadership

Humble leadership is not about being meek or submissive; it's about recognizing the strengths and contributions of others, fostering an environment of mutual respect and collaboration. In the military context, this approach is particularly powerful because it transforms hierarchical structures into networks of trust and empowerment.

One of the key components of humble leadership is the ability to listen actively and empathize with your team. This creates a culture where team members feel valued and understood, which is essential for effective communication and problem-solving. For instance, during my mission, I made it a priority to understand the personal and professional lives of my team members. This not only built trust but also allowed me to leverage their unique strengths for the benefit of our mission.

Building Social Capital

Investing in social capital is another critical aspect of humble leadership. Social capital refers to the networks of relationships among people who work together in a particular society, enabling that society to function effectively. By building strong relationships within my team and across the broader peacekeeping force, I was able to create a support system that enhanced our operational effectiveness.

Regular one-on-one meetings were instrumental in this process. These meetings were not just about discussing work-related issues but were opportunities to connect on a personal level. By understanding the hopes, fears, and aspirations of my team members, I was able to foster a sense of belonging and commitment to our collective goals.

Empowerment and Delegation

Humble leadership also involves empowering others to take initiative and make decisions. This can be challenging, especially in a military context where hierarchical command structures are the norm. However, by empowering my deputy commander and other team members to take on leadership roles, I was able to create a more dynamic and responsive team.

Empowerment requires trust, and trust is built through open communication and shared experiences. By demonstrating my trust in my team members, I encouraged them to trust in their own abilities and in each other. This not only improved our performance but also created a more resilient and adaptable team.

Humble Leadership is the Present and the Future

Humble leadership is about recognizing that leadership is not about the leader; it's about the team. It's about creating an environment where everyone feels valued and empowered to contribute their best. During my peacekeeping mission in Kosovo, I learned that by leading with humility, I could build a strong, cohesive team capable of achieving great things.

As we continue to explore the concept of radical humility in leadership, it's important to remember that humility does not equate to weakness. Rather, it is a strength that allows leaders to connect with their teams on a deeper level, fostering an environment of trust, respect, and collaboration. And while it may seem ironic to boast about one's humility, sharing these experiences can inspire others to lead with the same values, ultimately creating a high performing and happy workplace.