To many people, the words 'leader' and 'humble' are not natural bedfellows. Yet once they have grasped the definition most employees desire a humble leader, while a majority of managers believe they already are one. What appears deceptively simple is trickier than expected. Narcissism, lack of perception, fixed mindsets, and neuronal default settings are only a few of the stumbling blocks on the path to humility. What exactly is this sought-after humility? Humility consists of four key elements: 1) Seeing one's own strength and weaknesses and revealing them where needed for the bigger picture; 2) Appreciating others for what they are, do now and can do; 3) Being open and willing to learn; 4) Understanding that we are all only a small part of a larger picture, easily replaceable and favored by luck and circumstance. Therefore, humility has nothing to do with being weak or hiding the light under the bushel. Instead, it is about clarity, taking a step back from one's ego and thus being able to serve the greater picture. The author's own research with more than 2,000 managers contributes to the canon of positive effects of humility that have been measured by dozens of researchers during the last decade. Humility benefits employees (ranging from better performance, more innovation, stronger resilience to better client relations, and stronger morals), the organization (ranging from better ambidextrous strategies, a better culture to fewer sunk costs) and the managers themselves (ranging from more seen leadership potential to less stress and better relationships with employees). Dozens of case studies, quotes from more than 150 interviews with top managers, lively storytelling of real-life examples, and solid research with actionable take-aways, plus personal assessments, make this an eminently readable and practical book for managers worldwide.

To many people, the words 'leader' and 'humble' are not natural bedfellows. Yet once they have grasped the definition most employees desire a humble leader, while a majority of managers believe they already are one. What appears deceptively simple is trickier than expected. Narcissism, lack of perception, fixed mindsets, and neuronal default settings are only a few of the stumbling blocks on the path to humility. What exactly is this sought-after humility? Humility consists of four key elements: 1) Seeing one's own strength and weaknesses and revealing them where needed for the bigger picture; 2) Appreciating others for what they are, do now and can do; 3) Being open and willing to learn; 4) Understanding that we are all only a small part of a larger picture, easily replaceable and favored by luck and circumstance. Therefore, humility has nothing to do with being weak or hiding the light under the bushel. Instead, it is about clarity, taking a step back from one's ego and thus being able to serve the greater picture. The author's own research with more than 2,000 managers contributes to the canon of positive effects of humility that have been measured by dozens of researchers during the last decade. Humility benefits employees (ranging from better performance, more innovation, stronger resilience to better client relations, and stronger morals), the organization (ranging from better ambidextrous strategies, a better culture to fewer sunk costs) and the managers themselves (ranging from more seen leadership potential to less stress and better relationships with employees). Dozens of case studies, quotes from more than 150 interviews with top managers, lively storytelling of real-life examples, and solid research with actionable take-aways, plus personal assessments, make this an eminently readable and practical book for managers worldwide.

Dieses Buch ist sowohl ein Pladoyer fur Demut als wichtige Fuhrungskompetenz fur das 21. Jahrhundert als auch ein Augenoeffner dafur, was Demut erreichen kann: fur die Mitarbeiter, das Unternehmen und die Fuhrungskraft selbst. Bislang ist Demut eine Raritat im Management. Um den Erfolg des Unternehmens im kommenden Zeitalter sicherzustellen, um Mitarbeiter zu halten und zu motivieren und um selbst als Fuhrungskraft stabil zu bleiben, muss sich das andern, denn nur mit reduziertem Ego koennen Fuhrungskrafte den Wandel im 21. Jahrhundert meistern. Mit Demut lassen Fuhrungskrafte eine neue Kultur ins Unternehmen einziehen: Wo heute viele Fuhrungskrafte ohne Anerkennung, mit fehlendem Respekt und unkontrolliertem Verhalten agieren, zieht eine Professionalitat ein, die mit Klarheit und Warme die Mitarbeiter in schwierigen Zeiten starkt und fuhrt. Mit Demut koennen Fuhrungskrafte ihre Starken und Schwachen erkennen, das eigene Ego im Griff halten und andere fur das anerkennen was sie sind und sein koennen. Das Buch ist wissenschaftlich fundiert sowie praxisrelevant fur den beruflichen Alltag von Unternehmern und Fuhrungskraften - vom Teamleiter bis zum Topmanager. Es enthalt zahlreiche Fallbeispiele aus der Unternehmenswelt, eigene Erfahrungen der Autorin aus der Beratung und Lehre, Zahlen, Daten, Fakten sowie wissenschaftliche Studien zur Wirksamkeit von Demut als Fuhrungskompetenz. Die Autorin zeigt, wie sich Demut messen lasst und wie sich der bewusste Einsatz von Demut positiv auf die gesamte Organisation, die Mitarbeiter und die Fuhrungskraft selbst auswirkt. Aus dem Inhalt Wo stehen wir in Sachen Demut heute? Definition von Demut fur den Unternehmensalltag Was bringt Demut den Mitarbeitern, dem Unternehmen, der Fuhrungskraft: z.B. mehr Leistung, erfolgreichere Strategie, bessere Kultur Bereitschaft, die eigenen Starken und Schwachen zu erkennen Starken anderer wahrnehmen Lernfahigkeit bzw. Offenheit fur neue Ideen und Feedback Das grosse Ganze sehen Die Grenzen und Nachteile von Demut Beispiele von Demut als Inspiration