Humor: More than laughter . . . . . . . . .
Many of the great leaders in the corporate world, political and military arenas, as well as sports, don’t exhibit all the elements discussed in this article. This is particularly true of the first one: humility. For some, this word suggests a lack of self-confidence, an inability to act or think decisively, or the absence of “command presence.” However, in my experience and that of many others who are not at the very top of an organization but are still expected to lead, humility is an asset rather than a deficit. It can convey wisdom rather than weakness. It prepares the framework for empathy and the establishment of respect. Thus, humility is the leading element of the acronym HUMOR.
H—HUMILITY
Leaders who demonstrate humility recognize the value of others. They have the courage to acknowledge that they don’t know everything and willingly seek and accept the counsel of others. Leaders who exhibit humility rather than hubris inspire loyalty and respect rather than demanding it. These leaders connect with most people in a genuine and focused manner. No one is considered beneath them or unworthy of a moment of their time.
Each moment is time well spent. Time solidifies the cohesiveness of a team. Cohesiveness signifies a recognition of the importance of each team member in ensuring sustained, productive excellence. Through humility, leaders are able to show, not tell others, that they are sensitive to what team members may be experiencing, willing to listen to what they have to say, and appreciate their contributions.
By demonstrating humility, a confident leader acknowledges mistakes, accepts accountability, and commits to correct what is wrong or to explore what can be better. Practicing humility should be viewed as a lifelong process, with no definitive beginning or end. To be humble is a reflection of self-confidence and inner strength. It acknowledges imperfection while continuing to strive for perfection.
U—UNITY
To provide a clear direction, a leader must effectively communicate why what is being done relates to where an organization is going (purpose) and what must be accomplished (goal) to get there. The communication must emphasize that achieving a goal is a dynamic process that may require agility and adaptability. Understanding the purpose determines the resources to be utilized and the course of action to be taken. Thus, the unification of purpose and goal enhances the probability of achieving desired results.
Achieving desired results also depends on the consistent and effective implementation of one’s responsibilities. The ability to consistently produce a quality product establishes credibility. However, one should not be lulled into the misconception that what one did today is all that one needs to do to meet the challenges of tomorrow.
The purpose and goals of an organization may be influenced by multiple factors in a competitive marketplace. These factors include regulatory environment, mergers and acquisitions, and the impact of social media on consumer decision-making. These factors and many others, such as the availability of personnel with the necessary skill sets, may necessitate the expansion or contraction of purpose, process, and goals. In the presence of so many variables, the reassessing or redefining of purpose, process, and goals is essential in order to ensure that they remain aligned.
M—MODEL BEHAVIORS YOU EXPECT FROM OTHERS
Being a leader is about being a role model for others, about setting an example and leveraging the power of “see one, do one, teach one.” This requires acting with integrity, awareness of the needs of others, and a willingness to share your knowledge with others.
For example, by showing passion for what you do, how you do it, and why you do it, you convey to those you lead that what each does collectively defines the organization and the quality of its work. Showing pride in what you do requires discipline, consistency, and vigilance. The ability to alter or correct a course of action and be adaptable enough to facilitate change are important actions for a leader to model.
Be generous with your praise for a job well done. Do so not only by speaking directly to the individual, but also by giving credit to the individual when conversing with those outside of your area. Promptly address mistakes—your own or the mistakes of those you lead. Mistakes should be teachable moments that precipitate learning and facilitate innovation. Mistakes can be opportunities for reflection, reassessment, and redirection. Feedback in the form of constructive criticism and coaching is essential.
If a problem appears to be beyond your scope of expertise, don’t hesitate to seek the input of a knowledgeable source. This may mean going beyond usual resources and support systems. It may require engaging in a collaborative effort and demonstrating a willingness to share the credit for the development of a viable solution.
When you act in such a manner, you are demonstrating both confidence and wisdom. It sends a message that you will do what it takes to get the best results. You also provide a concrete example of a culture that encourages learning and sharing to succeed.
O—OPEN TO THE PERSPECTIVES, IDEAS, AND RECOMMENDATIONS OF OTHERS
Rein in any narcissistic tendencies and enable your vision to go beyond the reflection in the mirror. History is riddled with accounts of those whose quest for power, self-absorption, and disregard of counsel resulted in the collapse of empires and near destruction of entire nations. Lead with an open mind, encouraging others to share their perspectives and ideas.
Having the courage to forge new pathways and explore novel ideas is admirable; however, achieving the desired goals or objectives always requires the input, support, and commitment of those you lead. To be the best, you need to attract and retain the best. Your charisma, communication skills, and command presence may be excellent incentives for the best to join your team. Once they are on board, other factors such as ethics, integrity, and clarity of directions and expectations become relevant to the longevity of the relationship.
Those on your team need to feel connected and valued for what they do and who they are. Allow them to be their best by suppressing your fear that your power will be diminished or your authority usurped by having strong, capable people around you.
You cannot identify the best if you don’t take the time to look for them. You cannot utilize the best if you do not appreciate their strengths and capabilities. You cannot be the best if you do not understand the importance of helping your staff improve and advance their careers.
R—RESILIENT, RELENTLESS, AND RESPECTFUL
Resilience conveys strength and durability. Challenges and setbacks are viewed as opportunities for reflection, reassessment, and redirection. Under no circumstances should they signal a time for withdrawal or isolation.
Be relentless in your commitment to help others do better, be better, and feel better about who they are and what they do. Insist on their best effort and willingness to use knowledgeable resources to achieve quality results. Part of being successful is knowing when to ask for help and where is the best place to get it,
When you convey a genuine respect for others, you will receive respect in return. Respect is a foundation for trust. A trustworthy leader inspires loyal followers who are willing to go the extra mile to get things done.
Finally, take HUMOR literally. Find time to laugh at yourself and with those you lead.
Suggested Readings
Cockrell L. Creating Magic: 10 Common Leadership Strategies from a Life at Disney. New York: Doubleday; 2008.
Dame J, Gedmin J. Six Principles for Developing Humility as a Leader. Boston: Harvard Business School Publishing; 2013.
Rothberg H. The Perfect Mix: Everything I Learned About Leadership I Learned as a Bartender. New York: Simon and Schuster; 2017.
Excerpted from The People Value Proposition: See One, Do One, Teach One . . . LEAD: A Physician’s Journey to Leadership by Stanley E. Harris, MD, MA.