Humble Leaders

We seem to want leaders who are charming and entertaining, but a stand-up comedian is not the same as an effective leader.

The best leaders are humble rather than charismatic, to the point of being boring.

We've always admired famous people, but our admiration for people who admire themselves is on the rise. But true leaders keep their narcissism in check.

Popular advice focuses on loving yourself above all else. And this creates leaders who are unaware of their limitations. They see leadership as an entitlement. 

Narcissists believe they're unique and superior, while humble leaders know they're flawed. 

The humble narcissist has grand ambitions but doesn't feel entitled to them. He is also willing to acknowledge his weaknesses and learn from his mistakes.

We're all drawn to someone who shows confidence - that is the reason that narcissists are more likely to be promoted or get elected to political office. But on its own, narcissism is dangerous. It tends to promote overconfidence and it dismisses the criticism.

Adding humility to narcissism prevents capriciousness and complacency. It helps you remember that you’re human.

• In medieval times, leadership was mostly based on tradition. Most people never met their leaders and leadership was legitimized by the divine right of kings - charisma was not needed.
• The 19th and the 20th century were full of charismatic leaders. Technological (newspaper, radio, and TV) allowed leaders to transport their charisma over long distances.
• Our current globalized world and access to social media have led to another rise in charismatic leaders. On Facebook, YouTube, and Twitter, many people support leaders solely based on their charisma.

Most of the dangers of the charismatic movement relate to this power.

• Charismatic leaders lose support more quickly than other types of leaders.
• They have to clearly be the best person for the job at hand – always and in any situation. This is why they often engage in a cult of personality and become resistant to criticism.
• Things that charismatic leaders do to maintain their power are precisely the things that diminish it when their business, country, or other undertaking encounters problems.
• When charismatic leaders use their position to motivate their followers to do things they would not normally do, the followers often feel betrayed once they suspect that they might not get the expected payoff. 
• They often eventually take the praise of their followers too seriously and show narcissistic traits. They consider criticism as disobedience and expect total loyalty. 

5 phases that take place as a leader’s charisma shifts from a positive to a negative quality:

• The first phase is characterized by the subtle sense on the part of followers that the leader does not want to be questioned.
• The second stage: sensing the leader's diminished appetite for being questioned or challenged, followers begin to self-censor, asking fewer questions and no longer playing devil's advocate.
• The third stage: a negative cycle in which compliments and agreement cause leaders to become overconfident. Leaders in this stage create their own sense of reality and become resistant to evidence that they may be incorrect.
• The fourth stage: Since the leader's views and actions are the only ones that matter, followers reduce their willingness to be proactive. They wait for directions and become passive. Decision making slows down.
• The fifth stage is characterized by people continuing to follow and ostensibly do only what is necessary but with a deep diminishment in enthusiasm and spirit. 

An overly-charismatic leader draws focus from the rest of the organization by demanding all the attention. When the focus shifts to the personal characteristics of the leader, accountability is diminished.

The followers can become overly dependent on the leader for all manner of large and small directions and decisions. The enterprise loses the ability to be resilient in the face of changing realities. 

As a leader, being reliable and responsible is important for your team. You stand a good chance in gaining the trust of your team if you show that you exercise caution, take calculated risks, and will hold to the organizational principles.

There is a degree of responsibility (and professionalism) that is expected from those in charge.
Trying to be the fun boss will harm your reputation eventually. It is good to keep some space between you and your team.

Try listening more than you speak. Listen to experts and fellow enthusiasts, including those with whom you disagree. Absorb their perspectives, insights, and experiences.

From listening to others, we can gather valuable insights from both their successes and their failings.

But remember that using your voice as an everyday leader comes with a responsibility.

When sharing your opinion—in-person or via social media—be clear, be concise, and be constructive. That is the best way to be heard.

Charismatic leaders think outside the box and aren’t afraid to push the limits.

While others may see this kind of push as risky, these leaders are the ones leading the way and driving innovation. When a problem arises, leaders don’t see only the difficulties. Instead, they rise to the challenge and see it as an opportunity. In business, this creativity can lead to powerful change and transformation, which can inspire and motivate others.

"Leadership requires two things: a vision of the world that does not yet exist and the ability to communicate it.” - Simon Sinek 

Because leaders value innovation, they are focused on the future and how they can improve it. They have a dream and direction that motivates and inspires others. 

Psychologist Kurt Lewin developed his framework in the 1930s, and it provided the foundation of many of the approaches that followed afterwards

• Autocratic leaders make decisions without consulting their team members, even if their input would be useful.
• Democratic leaders make the final decisions, but they include team members in the decision-making process.
• Laissez-faire leaders give their team members a lot of freedom in how they do their work. They provide support with resources and advice if needed, but otherwise they don't get involved.

• With a people-oriented style, you focus on organizing, supporting, and developing your team members. This participatory style encourages good teamwork and creative collaboration.
• With task-oriented leadership, you focus on getting the job done. You define the work and the roles required, put structures in place, and plan, organize, and monitor work.

The best style to use is one that has both a high concern for people and a high concern for the task.

• Learn how to use body language to better illustrate stories and make them more powerful.
• A straight posture communicates confidence, while curling or hunching communicates its lack.
• Have an easy smile.

Charisma only comes into play when you’re interacting with others, so you just need high energy during specific interactions.

It’s pretty easy to adopt an exercise that pumps you up before interactions, whether that’s a few jumping jacks before a speech or something more lasting such as a morning routine that includes affirmations and exercise.