The best bosses are humble bosses
The best bosses are humble bosses
After decades of selecting potential leaders for their charm and charisma, some employers are realizing that they have missed one of the most important traits of all: humility.
At a time when arrogance is rewarded in social networks, in business and in politics, researchers and employment experts say that changing the attention to humble people could give better results.
Humility is a fundamental quality of the leaders who inspire teamwork, rapid learning and high performance in their teams, according to several studies conducted in the last three years. Humble people tend to be aware of their own weaknesses, eager to excel, appreciate the strengths of others and focus on goals beyond their own interest.
Among employees, it is linked to lower turnover Y absenteeism. These strengths are often overlooked because humble people tend to fly under the radar, which makes outsiders think that their teams are doing all the work.
More companies are considering humility when making hiring and promotion decisions. Researchers are developing new methods to track this discrete trait.
Ryan Sherman, Tulsa's director of science, Okla, plans to reveal a new 20-item scale in early 2019, designed to measure humility in job seekers and candidates for leadership positions. company. The scale will encourage people to agree or disagree with statements such as: "I appreciate the advice of other people at work" or "I have a right to more respect than the average person".
"Most thoughts suggest that leaders should be charismatic, seek attention and be persuasive," says Dr. Sherman. "However, such leaders tend to ruin their companies because they take more than they can handle, they have an excess of confidence and do not listen to the comments of others," he says.
Humble leaders can also be highly competitive and ambitious. But they tend to avoid spotlights and give credit to their teams, says Dr. Sherman. They also ask for help and listen to the comments of others, giving an example that makes subordinates do the same.
More employers are also selecting entry-level recruits for humility. That's partly because it predicts ethical behavior and a longer stay at work, says Adam Miller, CEO of Cornerstone OnDemand, a talent management software provider in Santa Monica, California.
The clothing company Patagonia begins to examine job seekers out of humility as soon as they enter the door for interviews. Managers who select new recruits follow up by asking receptionists, "How did you get involved in the reception?" Says Dean Carter, global director of human resources at the company based in Ventura, California.
If staff members report disrespectful or self-absorbed behavior, "that can be a murderer," he says. Encouraging humility makes employees at all levels feel free to suggest ideas, says Carter. Humble employees are also more likely to support the company's mission to help solve environmental problems.
In the interviews, he asks the applicants to tell him about a time when they experienced a great failure. "If they say 'Wow, let me think about this, because there are many times when I've ruined things', that says a lot," he says. "If you have to choose between many humble learning moments, that's good."
Indian hotels, luxury operator.
in the USA UU and in other places, it uses Hogan's evaluations, among others, to select potential leaders. "Humility is an emotional skill that leaders should have," says P.V. Ramana Murthy, global head of human resources for the company based in Mumbai. Humility leads to deep listening, respect for different points of view and willingness to listen to suggestions and comments, he says.
The company also tries to instill humility in top executives through training and a nine-month training program.
If you think you know which of your colleagues are humble, you could easily be wrong. Humble people do not flaunt it. And many workers, including arrogant ones, try to be seen as humble and helpful to make a good impression, says Kibeom Lee, a professor of psychology at the University of Calgary in Alberta.
Survey: How humble are you?
Do you agree or disagree with these statements?
1) I appreciate the advice of other people at work.
2) It is not my job to applaud the achievements of others.
3) People lose respect when they admit their limitations.
4) I have a right to more respect than the average person.
5) I do many things better than almost everyone I know.
6) It bothers me that others ignore my achievements.
People with a high level of humility tend to agree with article 1 and do not agree with articles 2 through 6.
Source: Hogan Assessment Systems.
Hogan's new scale of humility is based in part on the research by Dr. Lee and Michael Ashton, professor of psychology at Brock University in St. Catharines, Ontario. After reviewing personality research in several languages years ago, they identified a combination of humility and honesty, or what they called the H factor, as a stable personality trait.
It is marked by a set of attributes that appear systematically in some people, including sincerity, modesty, impartiality, truthfulness and lack of pretensions. The same people tend to avoid manipulating others, bending the rules or behaving in a greedy or hypocritical way. The H factor is included in a free online personality inventory They developed.
Workplace researchers often rely on reports from subordinates to assess the level of humility of the leaders. In a 2015 study of 326 employees working on 77 teams in a healthcare company, researchers asked team members to assess the humility of their managers, based on a scale that includes their willingness to learn from others or from admit when they do not know how to do something. Team members also evaluated the attitudes and performance of their teams.
Teams with humble leaders. It worked better and did a higher quality job of teams whose leaders showed less humility, according to lead researcher Bradley P. Owens, associate professor of business ethics at Brigham Young University.
The improvements in performance were sustained regardless of the number of team leaders who exhibited other positive leadership qualities not related to humility.
Some challenges may require a different leadership style. For example, employees who face extreme threats or intense time pressure may perform better when a leader adopts a more authoritarian, top-down approach, says Dr. Owens.
However, companies with humble executives are more likely than others to have senior management teams that work without problems together, help each other and share decision making, according to a study of 105 computer hardware and software firms published in the Journal of Management.
It is likely that these companies also have smaller salary gaps between the CEO and other top executives. The researchers found that these factors predict closer collaboration among all senior executives, which in turn leads to greater efficiency, innovation and profitability throughout the company.
Work and family mailbox
Q: Your column of January 3 on If you give up a new job That was a bad adjustment it was excellent. I am an engineer in my first job outside the university and after less than four months, I am already disappointed. Almost all of my co-workers are between 40 and 25 years old, and I think that this is the kind of place that slips into retirement. Also, the company is smaller than I was led to believe. All I'm getting is a paycheck and some experience. Any advice? -M.R.
A: A misunderstanding about the size of your employer probably should not be a deciding factor, and it's usually better to give a new job at least a year. Quitting smoking after a few months means that you will have less freedom to make work changes in the future without being seen as a person quitting your job.
Consider setting some goals. What can you learn in this job? How can you use it to get where you want to be in five or ten years? What skills do you need to get to the next step?
Do a little networking internally to find out what other employees and teams are doing and if they are excited about some part of their jobs. Look for ways to take the initiative and leave a positive and lasting impression. Consider establishing some personal development goals with your manager. Are there new skills you might be learning or new tasks you could take on? Also, be careful not to show your negative attitude. If it's obvious to managers and colleagues, it could be preventing them from offering you new opportunities.
Also, consider joining a professional group outside of the company and attending some meetings to hear what others in your stage are doing.
Useful books include "Ask a Manager" by career columnist Alison Green, or "The New Rules of Work" by Alexandra Cavoulacos and Kathryn Minshew, co-founder of the career website, the Muse.
Write to Sue Shellenbarger in sue.shellenbarger@wsj.com
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