Humility As Success Factor
Dec/08/09 23:46
By definition, humility is a trait that if one possesses, one is not likely to bring attention to it. Thus is the case here where not one panel member uttered the word, yet several if not many clearly exhibited it. And despite the fact that not one CIO claimed humility as a critical success factor in career advancement, CIO Peer Research believes it likely plays not only a significant role, but a larger role than one might imagine.
For one thing, humble folk tend to be more readily liked. And in what may seem paradoxical, possessing humility does not dispossess one of confidence, will, or ambition. Indeed, Jim Collins, in his instant classic Good To Great,
formulates what he calls Level 5 leaders thusly: “Humility + Will = Level 5.” Such leaders headed every company he studied that made the transition from good to great. Here is his description of a Level 5 leader:
So how did CIO Peer Research encounter CIO humility? It was encountered in the recognition that IT exists only to serve others and that there is no IT success without organizational success. It was encountered in the awareness that the IT team is made up of a host of dedicated and highly talented individuals, many of whom exceed the CIO in specific capabilities. It was especially encountered in the gratitude expressed for having the great fortune to work with such teams every single day. And it was encountered in the self awareness that acknowledged personal shortcomings and the need to constantly improve. Finally, it was encountered in the non-encounters, the absence of self promotion over the course of interviews that gave panel members the opportunity to tout themselves in response to almost every question.
Of all the critical success factors, humility may be the most important because it is foundational. Having humility informs one that acquiring business acumen is not a task to be tolerated, but a learning to be embraced because the only success that counts is the one shared by all. Having humility does not permit one to think of people skills as a tool to direct and bend others to one’s will; rather, it allows one to accept it as the ultimate gift one can share with one’s organization – the ability to foster an environment of common destiny such that individuals work for the greater good. And having humility mitigates the fear of failure in the face of impossible tasks that are vital to a company’s success.
Humility. It may not be in the job description, but its presence is unmistakeable, and its effect – when coupled with very high levels of competence – is unmistakably beneficial.
For one thing, humble folk tend to be more readily liked. And in what may seem paradoxical, possessing humility does not dispossess one of confidence, will, or ambition. Indeed, Jim Collins, in his instant classic Good To Great,
“Level 5 leaders channel their ego needs away from themselves and into the larger goal of building a great company. It’s not that Level 5 leaders have no ego or self-interest. Indeed, they are incredibly ambitious – but their ambition is first and foremost for the institution, not themselves.”
So how did CIO Peer Research encounter CIO humility? It was encountered in the recognition that IT exists only to serve others and that there is no IT success without organizational success. It was encountered in the awareness that the IT team is made up of a host of dedicated and highly talented individuals, many of whom exceed the CIO in specific capabilities. It was especially encountered in the gratitude expressed for having the great fortune to work with such teams every single day. And it was encountered in the self awareness that acknowledged personal shortcomings and the need to constantly improve. Finally, it was encountered in the non-encounters, the absence of self promotion over the course of interviews that gave panel members the opportunity to tout themselves in response to almost every question.
Of all the critical success factors, humility may be the most important because it is foundational. Having humility informs one that acquiring business acumen is not a task to be tolerated, but a learning to be embraced because the only success that counts is the one shared by all. Having humility does not permit one to think of people skills as a tool to direct and bend others to one’s will; rather, it allows one to accept it as the ultimate gift one can share with one’s organization – the ability to foster an environment of common destiny such that individuals work for the greater good. And having humility mitigates the fear of failure in the face of impossible tasks that are vital to a company’s success.
Humility. It may not be in the job description, but its presence is unmistakeable, and its effect – when coupled with very high levels of competence – is unmistakably beneficial.
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