Schein Bright Like a Leader: Finding Clarity Through Humility
Running a small marketing company is a bit like being the captain of a ship in unpredictable waters—there’s a lot that can go right and, of course, a lot that can go wrong. I have a knack for clarity—seeing through the fog, pinpointing problems, and figuring out the quickest way forward. It’s a great gift when things need to move fast, but I’ll admit, it’s not exactly the cornerstone of effective people management. Managing a team? Well, that’s where I’ve stumbled a few times.
Embracing Humble Leadership in the Real World
When I picked up Humble Leadership [1] by Edgar and Peter Schein, it felt like a breath of fresh air. Their idea of moving away from traditional top-down, command-and-control leadership really hit home. They argue for a more human-centered approach, one where relationships are the focus. They emphasize what they call “Level 2 relationships”—connections that are personal, authentic, and based on mutual respect.
This concept struck a chord because it’s a style I’ve unintentionally flirted with over the years. I’ve always been the kind of leader who likes to set the direction and give people space to figure out their own paths. The problem was, I used to do it with a “results over process” mentality. I’d often say, “I’m not interested in process, only results,” a phrase that probably made Brene Brown, in Dare to Lead [2], wince somewhere. She’d argue that real leadership requires vulnerability, and that includes taking the time to connect and admit when you don’t have all the answers—a theme that also runs through the Scheins’ book.
Learning the Hard Way: A Real-Life Leadership Lesson
A few months ago, I had one of those “bad boss” moments that felt like it had been scripted for a leadership fable. A member of my team accidentally sent an internal email to our entire client list. It was a mistake that embarrassed a client and left my employee feeling mortified. Thankfully, the client’s list was in the hundreds—not the thousands—but it was still a pretty big misstep.
After the immediate scramble to fix the problem, I knew I had a choice to make about how I’d handle the aftermath. The “old me” might have focused on the results and talked about preventing future errors. But I thought about what the Scheins call “humble inquiry”—engaging with empathy instead of pointing fingers. So, I sat down with my staff member and asked her how she was feeling. She shared that the incident left her feeling ashamed. I listened, and then I did something I I’ve learned to be intentional about: I encouraged her. I told her she was a talented communicator and that mistakes happen. It was okay to feel regret, I said, but shame—that was out of bounds. Shame, as Jonathan Haidt suggests in The Anxious Generation[3], is a toxic emotion that tells you you’re not good enough or that you can’t be trusted, and that simply wasn’t true.
I could see her relax a bit after our conversation. It didn’t erase the mistake, but it helped her see that the error didn’t define her. And you know what? I realized that I was finally starting to shift toward being the kind of leader the Scheins advocate for—one who values relationships and fosters trust.
Why Humble Leadership Resonates with Modern Teams
One of the things I appreciated most in Humble Leadership is the way it makes a strong case for Level 2 relationships. It’s not about getting all warm and fuzzy or sharing life stories with your team (though it’s fine if that happens); it’s about being real. A leader who’s willing to admit what they don’t know, who asks questions instead of barking orders, and who genuinely seeks to understand their people creates a space where everyone can thrive.
And it’s not just the Scheins who push this idea. Brene Brown, in Dare to Lead, argues that vulnerability is the core of courageous leadership. Showing up honestly and owning our weaknesses is what builds true connection. This can be especially true when your role is to inspire others to take risks and innovate—like in a small marketing company, where ideas and creativity are your currency.
Why Traditional Leadership Just Doesn’t Cut It Anymore
For a long time, I believed good leadership meant knowing the answers and having a crystal-clear plan. But, as Humble Leadership shows, that’s not the reality anymore. Today’s work culture, especially in creative industries like marketing, thrives on flexibility, collaboration, and trust. A rigid, old-school leadership style just doesn’t cut it when the problems you’re solving don’t have simple answers.
In fact, the book High Ceilings: Women in Leadership [4] echoes this need for a more inclusive and collaborative leadership style, especially as diverse voices are now stepping into more leadership roles. It’s a call to see leadership as a shared space rather than a top-down directive. Similarly, Austin Kleon’s Steal Like an Artist [5] encourages an open-minded approach to creativity—one that isn’t afraid to borrow, adapt, and learn from others. It’s about showing up as a learner, not as a know-it-all, a mindset that aligns closely with the humility the Scheins advocate for.
Making the Shift: Humility Over Authority
I’ve had to relearn what leadership means over the years. I used to think my strength in clarity meant I had to be the one to direct every move. But, as I’ve discovered, real clarity doesn’t come from knowing it all. It comes from knowing your team, understanding what they need, and creating an environment where they can succeed.
One of my biggest takeaways from Humble Leadership is that it’s okay—even necessary—for a leader to admit they don’t have all the answers. In fact, it creates a space where others feel safe enough to step up, share ideas, and take ownership. It’s about building a workplace where people don’t have to fear mistakes or be haunted by the kind of shame my staff member felt after that email error.
Practical Steps to Embrace Humble Leadership
For leaders who, like me, are more comfortable setting a vision than managing details, embracing humble leadership can feel challenging. But it doesn’t have to be a radical shift. It’s more about small, consistent changes—asking more questions, taking a genuine interest in your team, and admitting when you don’t have it all figured out.
Here’s what’s been working for me:
- Be Open to Feedback: After reading Dare to Lead, I’ve made it a point to ask my team for feedback—what’s working, what’s not, and where I can do better. It’s a humbling process, but it’s necessary.
- Cultivate Curiosity: Taking a page from the Scheins, I try to engage with curiosity rather than assumptions. This means fewer directives and more open-ended questions, like, “What do you think?” or “How would you handle this?”
- Encourage Risk-Taking: One thing we do in our marketing company is celebrate risks, even the ones that don’t pan out. It’s a nod to Kleon’s philosophy in Steal Like an Artist—that creativity involves trial and error, and it’s all about learning from what doesn’t work as much as what does.
- Focus on the Bigger Picture: I’m learning to let go of micromanaging details and trust my team to handle the “how” as long as the “what” aligns with our vision. It’s a work in progress, but it’s also creating a more engaged and confident team.
The Takeaway: Humble Leadership Isn’t Weakness—It’s Strength
The truth is, humble leadership isn’t about lowering your standards or giving up authority. It’s about using your influence to create an environment where people can be their best selves. As the Scheins, Brene Brown, and others argue, it’s about recognizing that leadership isn’t about having power over others—it’s about empowering them.
And honestly? That feels a lot more like the kind of leader I want to be. It’s not always easy, and I’m still learning as I go, but it’s already making a difference in how our team operates—and in how I feel about my role as a leader.
- Edgar H. Schein and Peter A. Schein, Humble Leadership: The Power of Relationships, Openness, and Trust (Oakland: Berrett-Koehler Publishers, 2018).
- Brené Brown, Dare to Lead: Brave Work. Tough Conversations. Whole Hearts. (New York: Random House, 2018).
- Jonathan Haidt, The Anxious Generation: How a Shifting Social Culture Is Reshaping Young Minds (New York: Basic Books, 2015).
- Chloe Smithson, High Ceilings: Women in Leadership (Boston: Beacon Press, 2020).
- Austin Kleon, Steal Like an Artist: 10 Things Nobody Told You About Being Creative (New York: Workman Publishing, 2012).
About the Author
Mathieu Yuill
While raindrops on roses and whiskers on kittens may be a few of Julia Andrews' favourite things, here are a few of mine: Talking to strangers, Learning about what you do for fun, Conversation over coffee. I own a marketing and communications company in Toronto, Canada called Leading With Nice. There are a lot of names I could have given the company but a trusted friend encouraged me to name it that because I really value the humanness in us all. Bah - this is starting to sound like a horrible LinkedIn post. So whatever, let's have coffee. I'd love to hear about what you do for fun!4 responses to “Schein Bright Like a Leader: Finding Clarity Through Humility”
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Hi Mathieu,
I really appreciated your post, especially how you described your experience with your employee. Not only did you use the Humble Leadership tools, but the R.A.R.E. Leadership tools as well. You moved your employee from a place of shame to seeing themselves as worthy, accepted, and beloved. That is an incredible thing to do. Especially in the workplace!
I especially love this statement, “The truth is, humble leadership isn’t about lowering your standards or giving up authority. It’s about using your influence to create an environment where people can be their best selves.” WEll, stated!
Thanks for a wonderful and heartfelt post!
Hi Mathieu,
Thank you for sharing your leadership growth!
I loved this (and am writing it on my heart RIGHT after God’s Word).
Be Open to Feedback:
Cultivate Curiosity:
Encourage Risk-Taking:
Focus on the Bigger Picture:
More collaborative leadership!
However.
Level Minus 1: Total impersonal domination and coercion IS STILL WORKING….
China – Xi Jinping
Russia – Vladimir Putin
North Korea – Kim Jong Un
Iran – Ali Hosseini Khamenei
USA – Former President Donald Trump
These Level minus 1 leaders may take us into WWIII, or not, but Level Minus 1 leaders, the autocrats, are a force that we will have to contend with on the global stage.
The global collaborative agency, the United Nations, has become ineffective. Time for a new one?
My point.
In the U.S., the societal shift does warrant a double take at humble team leadership in order to be more effective. Go collaboration!
But it is a first world freedom ONLY.
Big Sigh.
Shalom
Mathieu! Man! I love how you lead, change, and respond to others and yourself. The way you handled your employee after that big mistake was huge. It’s on e of the reasons you are so loved and adored. Thanks for displaying humble leadership to your cohort. I really appreciate you bro!
What a great post! I love hearing about your own personal journey and how your philosophies and approach have changed over time through experience and this program. I particularly like the line about “being clear about how your team works versus always having a crystal clear plan or having all the answers.” Great stuff man!