We talk a lot about self-confidence — and maybe not as much about humility. Self-confidence involves being aware of your abilities, skills and judgment. We can and should have both self-confidence and humility, but in popular ideas about leadership, the former usually gets more attention than the latter.
When we reflect on more prominent examples of leadership today, we see a glaring need to revisit the value of humility. Saint Augustine regarded humility as the awareness of one’s limitations and flaws; in Michael Lamb’s insightful reflections on Augustine’s political thought, he points out that Augustine viewed humility as an “essential moral, political, and theological virtue.”
Lamb argues that humility saves us from presuming that we know more than we do. This is certainly a temptation in leadership, isn’t it? People expect leaders to know things. People expect leaders to solve problems. In turn, leaders may end up placing that expectation on themselves.
But what does it look like when leadership is rooted in humility?
When our leadership is built around the core virtue of humility, we do not always need to be the person with the answers. Congregational leaders who are steeped in humility ask good questions because they are curious about what they do not know. They approach stakeholders for input instead of assuming they already know what is wrong and how to fix it. Humble leaders ask for help instead of floundering alone. When leaders cultivate the virtue of humility, they are more receptive to constructive criticism, and they are more willing to celebrate the achievements of others.
The sin of pride undermines trust and erodes communication. However, great teams, ministries and congregations are possible when self-confident people are rooted in the practice of genuine humility.
