by Mitch Butterworth
“It is not what [leaders] know or how bright they are that leads to success or failure; [rather] how well they work with others, and how well they understand themselves.” – R.J. Burke
The US Army relies on cohesive and effective teams (CET) to perform tasks, achieve objectives, and accomplish missions. To build CET, the Army relies on the concept of Army team building. Army team building helps teams to reach their collective goals through the application of leadership exercises, activities, and techniques. In this article, I will provide two examples of leadership activities or techniques designed to build CET. Those two examples are humble leadership and authentic leadership.
The idea of applying humility to leadership and organizations was advanced by Jim Collins in his book Good to Great. It is important at this point to address the negative view often associated with humility or humble leadership. Humility or humble leadership is not poor self-esteem, passivity or meekness. Generally speaking, humble leaders are described as other-affirming, self-effacing, and people oriented. ADP 6-22 defines humility as a leader being unselfish and working towards something more important than themselves.
What are the specific humble leadership behaviors that drive the building of cohesive and effective teams?