Humility In the C-Suite

A 2015 Wall Street Journal article extoled the virtues of humble executives. It praised characteristically humble attributes like listening well, admitting errors and the willingness to share the limelight.

The article also reported on examples of leaders were undone due to their lack of humility. In particular, a self-promoting division head at Bausch & Lomb was ousted after complaints that he spent more time on expansion than on addressing critical operations concerns.  Schering –Plough CEO and author Fred Hassan said about this CEO, “Had he been more humble, he would have set the right priorities.”

Humble servant leadership isn’t easy for hungry, corporate leaders and the article says that faking it can also do you in. High-level managers who understand that humility is an increasingly important skill in today’s work environment are seeking evaluation and coaching.   The benefit:  better collaboration and feelings of inclusion among a rapidly diversifying workforce.


Becoming the Humble Manager

Humility at the top is known to be a proven way to achieve greater collaboration and feelings of inclusion among today’s increasingly diverse workforce. The Harvard Business Review says employees who perceive altruistic behavior from their managers report being more innovative and willing to go beyond the call of duty. But being humble and being driven rarely comes in the same package. And fake humility is easily seen through.

There are many tools available to leaders who want to adopt a genuinely humble, more empathetic approach. For starters, a 360 assessment will provide honest, insight into how those around you view your effectiveness.  This comprehensive evaluation provides a baseline that allows for the creation of a customized correction plan.

Executive coaches like me, conduct 360s, develop plans specific to goals set and nurture leaders through the transition, helping them hit targets and stay on track.

Email me to learn more at


Customizing Communication For Better Effectiveness

When you communicate with others, do you use a one-size fits all approach? Do you write or speak from your perspective or from that of the person with whom you’re communicating?

Effective communication requires attention to the ways your receiver processes information. To better understand others, try using the DiSC system.  DiSC is an acronym for the behavior types Dominance, Influence, Steadiness and Conscientiousness.  According to, each behavior type responds to a different communication style.

Those who exhibit high dominance prefer brief to the point communication without a lot of detail. High influence people respond best to informal, relaxed and social communication. Steady people appreciate a logical and systematic approach, while the Conscientious want precise, focused interaction with clear expectations.


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