Humble leaders possess the remarkable ability to sculpt strategic and integrative perspective plans. They rise from being myopic to being agile and adaptive in execution. They fathom past trends and shifts in the environment with openness and a systemic view.
When it comes to bosses who have touched and moved me, the one quality that each of them had in common was their humility. And, it was their down to earth attitude that made them endearing and true role models. They earned a special place as they moved from merely informing to inspiring me. Their influence has remained impactful as they nurtured trust and built a climate of positivity. In fact, they ceased to be bosses and instead were mentors and leaders. They were friends, philosophers, and guides who brought out the best in me, and helped me contribute significantly towards organisational excellence. They never flaunted status symbols and were respected for a lot more than their formal authority. They made me feel valued and connected with my intrinsic self. With humility at their core, they continued to be important beyond reporting relationships, jobs, and organisations. Reflecting on these thought-lines, I realised that both people and organisations need humble leaders. Humble leaders are strikingly different in the way they think, act, and engage. And, their humility brings in a greater pie by scripting many a success formula.
Setting the vision
Humble leaders possess the remarkable ability to sculpt strategic and integrative perspective plans. They rise from being myopic to being agile and adaptive in execution. They fathom past trends and shifts in the environment with openness and a systemic view. They find it easy to respond to challenges and leverage opportunities by looking at a range of possibilities. Contrary to the views of sceptics, they are more effective in scripting visions of accelerated performance and are exemplary at envisioning competitive goals and strategies. Being exponents of flexibility and agility, they adeptly align the market, people, process, and technology levers with strategy.
Spinning winning cultures
This story is from the March 2019 edition of Human Capital.
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This story is from the March 2019 edition of Human Capital.
Start your 7-day Magzter GOLD free trial to access thousands of curated premium stories, and 8,500+ magazines and newspapers.
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