The best leaders are humble people

Want to enter Google? Then take a look at what their top executives think.

In the global market, the problem is becoming more and more complicated, and no one can do everything. Therefore, Google’s senior vice president of personnel, Lazlo Bock, will say that humility is one of his indicators for investigating new employees. He explained: "Your ultimate goal is how to work together to solve problems. I have done what I should do, and I should retire." Bock said: "Humility is not only an opportunity to give others, but also a knowledge of oneself. Humility. Without this humility, you cannot progress."

A recent study on the Catalyst website proves this. Studies have shown that in order to create an environment in which employees with diverse backgrounds have a sense of belonging, leaders must have four qualities, and humility is one of them. Our survey of more than 1,500 employees from Australia, China, Germany, India, Mexico and the United States shows that a good or unselfish style of leadership can enhance a sense of belonging to their work team.

This style of performance is:

1) Behave in a humble manner, be able to listen to criticism, and be brave enough to admit mistakes;

2) Allow subordinates to learn and develop;

3) Have the courage, for example, to take personal risks for the benefit of the group;

4) Let the subordinates take responsibility for the end.

I feel that leaders are good people. Quality employees say they have greater innovation, and have given many suggestions on new product ideas and improved working methods. Moreover, they mentioned that they would be more team-oriented and take the initiative to take on the tasks left by colleagues who have not come – this indirect effect will further enhance their sense of belonging.

Our research also found that the combination of two potentially different feelings gives employees a sense of belonging, which is a sense of uniqueness and belonging. The special talents and skills of the employees in the team can make him unique, and the important commonality with other employees will make him feel a sense of belonging.

How to balance the balance between the two is more difficult for the leader. Too much emphasis on the particularity of the employee will make his sense of belonging decline. However, we have found that a leader who can master this balance is a very important commonality, almost without exception.

Despite this, our research has a common and even general revelation: in order to enhance the sense of belonging of employees and thus benefit, leaders must have a leadership style of selflessness. The following are specific approaches to be taken at the outset, based on our recent research and ongoing research into Rockwell Automation's leadership development model:

Take your own mistakes as a negative textbook. When leaders show their growth process, they actually have a basis for others to grow and learn. It is no big deal to admit that they have shortcomings and make others feel that they have made mistakes. We are also often close to those who dare to expose their shortcomings and mistakes – they are more “humanized” and more like ourselves. The performance of leadership humility will make subordinates realize that everyone is the same person and has the same goal. This is especially true for teams with more complex personnel structures.