Humility

1
Humility

• Self-reflection as a Tool for Personal and
  Professional growth
• Humble Character
• Risks and Rewards of an Open, Humble Leadership
  Style
• Characteristics of Tenderhearted Leadership

2
Who am I?

• The first step in creating and maintaining a
  humble character is knowing who you truly are..

3
Lens Principle

• Who you are determines what you see.
• Who you are determines how you see others.
• Who you are determines how you view life.
• Who you are determines what you do.
• Maxwell Winning with People

4
Five Things that Determine Who We Are

• Genetics
• Self-Image
• Experiences in Life
• Attitudes and Choices about Those Experiences
• Friends

5
Winning with PeopleQuestions (p. 14)

• Write a general philosophy statement about human
  nature and people in general.
• I believe that humankind is basically..

6
Winning with PeopleQuestions (p. 14)

• Am I generally optimistic or pessimistic?
• Which childhood experiences have molded me into
  what I am today?
• Who will I be in five years?
• What are some personal qualities I need to
  cultivate?

7
Mirror Principle

• The Mirror Test
• Self-awareness
• Self-image
• Self-honesty
• Self-improvement
• Self-responsibility

8
Mirror PrincipleQuestions (p. 24)

• How do I self-reflect?
• What would family/friends say about me?

9
Soaring with Your Strengths(Clifton and Nelson)

• The Strengths Theory
• Focus on Strengths and Manage Weaknesses.
• Identify your strengths and soar with themdo
  them all of the time.
• Find out what you do not do well and stop doing
  it.
• Identify your non-strengths and allow someone
  else to take over.

10

• A strength is a pattern of behavior, thoughts,
  and feelings that produces a high degree of
  satisfaction and pride generates both psychic
  and/or financial reward and presents measurable
  progress toward excellence.
• Strengths Develop Best in the Framework of
  Mission

11
Five Characteristics of a Strength

• Listen for Yearnings to pull or attraction of
  one activity over another. As a leader, I should
  listen to the yearnings of others. Watch out for
  misyearnings.
• Watch for Satisfactions activities we get a
  kick out of doing. These are not merely
  momentary pleasures, but form our intrinsic
  motivation.
• Watch for Rapid Learning catch on quickly I
  feel like I have always known how to do this.
  Slow learning is evidence of a nonstrength.
• Glimpses of Excellence - A performance is made
  up of a series of moments that can offer clues
  to a strength.
• Total Performance of Excellence A flow of
  behavior when there are no conscious steps in the
  mind of the performer.

12
Eight Steps to Identifying a Weakness
(Non-strength)

• Feel Defensive About Performance
• Develop Obsessive Behavior
• Experience Slow Learning
• Dont Profit from Repeated Experience
• Consciously Think Through the Steps of a Process
• Experience a Reduction of Confidence from
  Performing the Activity
• Lack Futuristic Thinking about the Activity
• Suffer Burnout while Practicing an Activity

13
Five Strategies for Managing Weaknesses
(Non-strengths)

• Sloughing stop doing it
• Subcontracting
• Complementary Partnering - combining each
  persons strengths to achieve a goal
• Support Systems cell phones, lap tops,
  chauffeurs, walking shoes, etc.
• Alternatives find an alternative way to
  accomplish the same task.

14
Strengths and Weaknesses(Non-strengths)

• What are my strengths and weaknesses?
• Which strengths will take me to the next level in
  my leadership?
• My strengths can also be weaknesses.
• Which areas need the greatest growth?

15

• Why am I a leader?
• Where am I in my leadership growth process?
• How much of a servant leader am I?

16
Humble Character

• Humility is the most difficult servant
  leadership trait to model for others
• Absence of ego, jealousy, and self-promotion
• Putting the needs of others first
• Team membership (walk and talk)
• Elevating and praising others

17

• Humble Character Exercise
• Absence of ego, jealousy, and self-promotion
• Putting the needs of others first
• Team membership (walk and talk)
• Elevating and praising others

18
The Elevator Principle

• Lifters commit themselves to daily encouragement
• Lifters know the little difference that separates
  hurting and helping
• Lifters initiate the positive in a negative
  environment
• Lifters understand that life is not a dress
  rehearsal

19
The Big Picture Principle

• Me first vs. Others first attitude
• Opening your eyes to the big picture
• Get out of your own little world.
• Check your ego at the door
• Understand what brings fulfillment

20
Questions (p. 67)

• Big ego vs. great confidence?
• When do we begin thinking of others (over self)?

21
Risks and Rewards of a Humble Leadership Style

• Vulnerability
• Viewed by many as a weak leader
• Win the Loyalty of People (Love Respect)

22
Characteristics of Tenderhearted Leadership

• Tenderhearted mercy (fair and caring)
• Kindness (considerate toward others)
• Humility (one of the team)
• Gentleness (peaceful, calm, soft-spoken)
• Patience (self-control)

23
Master vs. Servant Leader

• Master Leadership Servant Leadership
• I make the decisions Together we will make
  the decisions
• I know best Together, we do our best
  thinking
• My needs are most important I operate based on
  others needs
• Employ fear and intimidation Cooperative and
  trusting atmosphere
• Listen to me I will listen to you
• I have the vision We create the vision
• Do it my way or leave Cooperative
  decision-making
• Keep information a secret Share information
• Reactive Proactive
• Focus on speaking/telling Focus on listening

24

• Master Leadership Servant Leadership
• Lectures Discusses
• Seeks personal success Seeks success for
  others/team
• Superior Humble
• Trusts self Trusts others
• Delegates with hesitation Delegates with
  confidence
• Draws strength from self Draws strength from God
  and others
• Judges others/ criticizes Helps others/
  motivates
• Gotcha mentality Helps others grow/forgives
  mistakes
• Controls others Grants freedoms and allows
  choices
• I will do it for you I will help you
• Follow me Lets move forward together

25
The Hammer Principle

• Trade in your hammer for a velvet glove
• Let the past stay in the past
• Ask yourself, Is my reaction part of the
  problem?
• Remember that actions are remembered long after
  words are forgotten
• Never let the situation mean more than the
  relationship
• Treat loved ones with unconditional love
• Admit wrongs and ask forgiveness

26
Questions (p. 44)

• Hammer vs. Velvet Glove
• or
• Iron Fist vs. Gentle Hand