Being humble is critical to our success. We've got 5,000 employees... it's really important for the leadership team to just be normal with everybody in the business. Andrew Selley, CEO, Bidfood

Choosing to Be Humble – Resources

Habit 6 - Choosing to Be Humble

Pillar: INTEGRITY

Habit No.6 Choosing to be humble
Humble leaders admit their part in failures, not seeking to claim all of the glory and putting the company and team ahead of themselves. This habit will help others feel like they work with you, not for you.

Two Minutes on Trust: Listen to Dr John Blakey and Fiona Furman, Communications Manager at NAHL Group plc, discussing Habit No.6 in ‘The Nine Habits of Trust – Choosing to Be Humble’.

Blogs

  • Walking the Talk with the Nine Habits of Trust: Choosing to Be Humble at National Accident Law

    Dr John BlakeyWalking the Talk with the Nine Habits of Trust: Choosing to Be Humble at National Accident Law

    At NAHL Group, our commitment to being a trustworthy business to both work in and with is one of the cornerstones of what makes our Group of companies different to so many others. The Trusted Executive programme is key to this and we’ve been hearing about the Nine Habits of the programme from the perspective of a number of our leaders. In today’s blog we catch up with Lee Hamilton, Head of Portal at National Accident Law, and he tells us why habit No.6, choosing to be humble, makes such a difference.

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  • The Times they are a-Changin: Diversity, Inclusion and the Nine Habits of Trust

    Dr John BlakeyThe Times they are a-Changin: Diversity, Inclusion and the Nine Habits of TrustThe times they are a-changin. I couldn’t get the words of this old Bob Dylan song out of my head as I prepared for a recent conference keynote. In fact, they disturbed me so much that I was inspired to sing verses one and three at the beginning and the ...Read more ›
  • The Role of Trust in the Legal World: Interview with Peter Jackson, CEO of Hill Dickinson LLP

    Dr John BlakeyThe Role of Trust in the Legal World: Interview with Peter Jackson, CEO of Hill Dickinson LLP

    Peter was elected as Hill Dickinson’s first CEO in 2016 having been Managing Partner since 2006. Hill Dickinson is an international commercial law firm with more than 840 people, including 175 partners and legal directors. The firm acts as a trusted adviser to businesses, organisations and individuals across the world and from a wide range of market sectors. In this interview, Peter shares his reflections on the role that trust plays in the legal world and its highly competitive marketplace.

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  • Level 5 Leadership: The Four Keys to Personal Humility

    Dr John BlakeyLevel 5 Leadership: The Four Keys to Personal Humility

    Some weeks ago, my Vistage CEO advisory group were treated to a session with Carole Gaskell, a leading coach, entrepreneur and speaker. It was inspiring watching Carole engage the group; she ‘walked the talk’ by coaching them through a learning cycle rather than putting on a showy performance. Though she was one of the most under-stated speakers we have engaged, Carole achieved the highest feedback scores from the group. One of the members commented, ‘Carole role-modelled Jim Collins’ level 5 leadership – she exuded professional will and personal humility’.  His observation reminded me that the level 5 leadership model from the book ‘Good to Great’ applies to leaders and to speakers and coaches too.

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‘You Are the Average of the Five People You Spend The Most Time With’ – Can This Be True?

Oct 21, 2015, updated Oct 19, 2016 by Sofie Sandell, Social media speaker & author of Digital Leadership on www.huffingtonpost.co.uk

I’ve heard the quote used over and over again by motivational success speakers. They have even suggested that you must get rid of some of your old friends and family members to reach the next level of success. Is that a sustainable solution for personal development and becoming successful?

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Articles

Level 5 Leadership: The Triumph of Humility and Fierce Resolve

January 2001 by Jim Collins in Harvard Business Review, hbr.org

What catapults a company from merely good to truly great? A five-year research project searched for the answer to that question, and its discoveries ought to change the way we think about leadership.

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