Running a small marketing company is a bit like being the captain of a ship in unpredictable waters\u2014there’s a lot that can go right and, of course, a lot that can go wrong. I have a knack for clarity\u2014seeing through the fog, pinpointing problems, and figuring out the quickest way forward. It\u2019s a great gift when things need to move fast, but I\u2019ll admit, it\u2019s not exactly the cornerstone of effective people management. Managing a team? Well, that\u2019s where I\u2019ve stumbled a few times.<\/p>\n
When I picked up Humble Leadership<\/em> [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 \u201cLevel 2 relationships\u201d\u2014connections that are personal, authentic, and based on mutual respect.<\/p>\n This concept struck a chord because it\u2019s a style I\u2019ve unintentionally flirted with over the years. I\u2019ve 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 \u201cresults over process\u201d mentality. I\u2019d often say, “I\u2019m not interested in process, only results,” a phrase that probably made Brene Brown, in Dare to Lead <\/em>[2], wince somewhere. She\u2019d argue that real leadership requires vulnerability, and that includes taking the time to connect and admit when you don\u2019t have all the answers\u2014a theme that also runs through the Scheins\u2019 book.<\/p>\n 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\u2019s list was in the hundreds\u2014not the thousands\u2014but it was still a pretty big misstep.<\/p>\n After the immediate scramble to fix the problem, I knew I had a choice to make about how I\u2019d handle the aftermath. The \u201cold me\u201d might have focused on the results and talked about preventing future errors. But I thought about what the Scheins call “humble inquiry”\u2014engaging 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\u2014that was out of bounds. Shame, as Jonathan Haidt suggests in The Anxious Generation<\/em>[3], is a toxic emotion that tells you you\u2019re not good enough or that you can\u2019t be trusted, and that simply wasn\u2019t true.<\/p>\n I could see her relax a bit after our conversation. It didn\u2019t erase the mistake, but it helped her see that the error didn\u2019t 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\u2014one who values relationships and fosters trust.<\/p>\n One of the things I appreciated most in Humble Leadership<\/em> is the way it makes a strong case for Level 2 relationships. It\u2019s not about getting all warm and fuzzy or sharing life stories with your team (though it\u2019s fine if that happens); it\u2019s about being real. A leader who\u2019s willing to admit what they don\u2019t know, who asks questions instead of barking orders, and who genuinely seeks to understand their people creates a space where everyone can thrive.<\/p>\n And it’s not just the Scheins who push this idea. Brene Brown, in Dare to Lead<\/em>, 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\u2014like in a small marketing company, where ideas and creativity are your currency.<\/p>\n For a long time, I believed good leadership meant knowing the answers and having a crystal-clear plan. But, as Humble Leadership<\/em> shows, that\u2019s not the reality anymore. Today\u2019s work culture, especially in creative industries like marketing, thrives on flexibility, collaboration, and trust. A rigid, old-school leadership style just doesn\u2019t cut it when the problems you\u2019re solving don\u2019t have simple answers.<\/p>\n In fact, the book High Ceilings: Women in Leadership<\/em> [4] echoes this need for a more inclusive and collaborative leadership style, especially as diverse voices are now stepping into more leadership roles. It\u2019s a call to see leadership as a shared space rather than a top-down directive. Similarly, Austin Kleon\u2019s Steal Like an Artist<\/em> [5] encourages an open-minded approach to creativity\u2014one that isn\u2019t afraid to borrow, adapt, and learn from others. It\u2019s about showing up as a learner, not as a know-it-all, a mindset that aligns closely with the humility the Scheins advocate for.<\/p>\n I\u2019ve 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\u2019t come from knowing it all. It comes from knowing your team, understanding what they need, and creating an environment where they can succeed.<\/p>\n One of my biggest takeaways from Humble Leadership<\/em> is that it’s okay\u2014even necessary\u2014for a leader to admit they don\u2019t have all the answers. In fact, it creates a space where others feel safe enough to step up, share ideas, and take ownership. It\u2019s about building a workplace where people don\u2019t have to fear mistakes or be haunted by the kind of shame my staff member felt after that email error.<\/p>\n For leaders who, like me, are more comfortable setting a vision than managing details, embracing humble leadership can feel challenging. But it doesn\u2019t have to be a radical shift. It\u2019s more about small, consistent changes\u2014asking more questions, taking a genuine interest in your team, and admitting when you don\u2019t have it all figured out.<\/p>\n Here\u2019s what\u2019s been working for me:<\/p>\n The truth is, humble leadership isn\u2019t about lowering your standards or giving up authority. It\u2019s about using your influence to create an environment where people can be their best selves. As the Scheins, Brene Brown, and others argue, it\u2019s about recognizing that leadership isn\u2019t about having power over others\u2014it\u2019s about empowering them.<\/p>\n And honestly? That feels a lot more like the kind of leader I want to be. It\u2019s not always easy, and I\u2019m still learning as I go, but it\u2019s already making a difference in how our team operates\u2014and in how I feel about my role as a leader.<\/p>\n <\/p>\n Running a small marketing company is a bit like being the captain of a ship in unpredictable waters\u2014there’s a lot that can go right and, of course, a lot that can go wrong. I have a knack for clarity\u2014seeing through the fog, pinpointing problems, and figuring out the quickest way forward. It\u2019s a great gift […]<\/p>\n","protected":false},"author":175,"featured_media":0,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"footnotes":""},"categories":[2310],"tags":[2489,3217],"class_list":["post-39118","post","type-post","status-publish","format-standard","hentry","category-doctor-of-leadership-3","tag-dlgp02","tag-schein","cohort-dlgp02"],"acf":[],"_links":{"self":[{"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/posts\/39118","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/users\/175"}],"replies":[{"embeddable":true,"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/comments?post=39118"}],"version-history":[{"count":1,"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/posts\/39118\/revisions"}],"predecessor-version":[{"id":39119,"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/posts\/39118\/revisions\/39119"}],"wp:attachment":[{"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/media?parent=39118"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/categories?post=39118"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/tags?post=39118"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}Learning the Hard Way: A Real-Life Leadership Lesson<\/h3>\n
Why Humble Leadership Resonates with Modern Teams<\/h3>\n
Why Traditional Leadership Just Doesn\u2019t Cut It Anymore<\/h3>\n
Making the Shift: Humility Over Authority<\/h3>\n
Practical Steps to Embrace Humble Leadership<\/h3>\n
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The Takeaway: Humble Leadership Isn\u2019t Weakness\u2014It\u2019s Strength<\/h3>\n
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