“Humility in the service of ambition is the most effective and sustainable mindset for leaders who aspire to do big things in a world filled with unknowns”.
So argues Fast Company cofounder William C. Taylor, in this concise but thought-provoking piece posted on HBR.org.
Taylor, author of Simply Brilliant: How Great Organizations Do Ordinary Things in Extraordinary Ways, chips away at some common misperceptions of leadership, including the idea that leadership means giving direction rather than taking it, and the notion that having ambition precludes exercising humility.
He believes the most effective leaders are ones who successfully create a culture in which individuals are not only willing to express dissenting opinions, but feel obliged to. This requires both self-assurance and a whole hearted belief in the value and positive potential of encouraging thoughtful dissention.
We teach our children to speak up and speak out, not to follow the crowd blindly, and to take a stand when it matters. So why shouldn’t we want and expect the same of our employees?
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What are the mindsets and practices of excellent CEOs? That is the question posed by McKinsey, and I’m sure you will be most interested