Ebook Humble Leadership The Power of Relationships Openness and Trust The Humble Leadership Series Edgar H Schein Peter A Schein 9781523095384 Books
Ebook Humble Leadership The Power of Relationships Openness and Trust The Humble Leadership Series Edgar H Schein Peter A Schein 9781523095384 Books
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Bestselling author and father of organizational culture studies, Edgar Schein and Peter Schein trail-blaze with a creative perspective on leadership that encourages vulnerability and empathy as a form of strength.
The more traditional forms of leadership that are based on static hierarchies and professional distance between leaders and followers are growing increasingly outdated and ineffective. As organizations face more complex interdependent tasks, leadership must become more personal in order to insure open trusting communication that will make more collaborative problem solving and innovation possible. Without open and trusting communications throughout organizations, they will continue to face the productivity and quality problems that result from reward systems that emphasize individual competition and "climbing the corporate ladder". Authors Edgar Schein and Peter Schein recognize this reality and call for a reimagined form of leadership that coincides with emerging trends of relationship building, complex group work, diverse workforces, and cultures in which everyone feels psychologically safe. Humble Leadership calls for "here and now" humility based on a deeper understanding of the constantly evolving complexities of interpersonal, group and intergroup relationships that require shifting our focus towards the process of group dynamics and collaboration. Humble Leadership at all levels and in all working groups will be the key to achieving the creativity, adaptiveness, and agility that organizations will need to survive and grow.
Ebook Humble Leadership The Power of Relationships Openness and Trust The Humble Leadership Series Edgar H Schein Peter A Schein 9781523095384 Books
"Does the book title conjure up a sweet, grandmotherly boss? Does it suggest a humble-pie-eating manager? Wipe those images from your mind since that’s not what the authors are referring to. One example of Humble Leadership comes from Singapore which is an authoritarian dictatorship. Another comes from the military which traditionally runs on unquestioned hierarchy. Humble Leadership is not about being nice. It’s not even confined to formally recognized leaders.
The End of Vertical Hierarchy
Humble leadership offers an antidote to arrogant leadership, but it’s also the antithesis of the seemingly more attractive leader-as-hero. Whether it’s the sole, revered visionary or simple old-fashioned hierarchy they make clear why it’s not going to help us in the future.
Old forms of leadership may have worked when technology was nascent and leaders held power over vital information, but our current age is characterized by rapid-paced, technological change and “messy complex problems.†No one person has all the information needed to make good, timely decisions.
The speed of change, complexity of tasks and constant disruption requires organizations to be nimble and ready to pivot. To do that employees have to be as networked and facile as the technology they rely on. To achieve that level of connectedness, Edgar and Peter Schein provide a guide to Humble Leadership.
Different Leader-Relationship Types
To understand the concept, it’s important to know the authors’ ranking of work relationships. They’ve defined four levels while highlighting what’s needed for effective workplace communication.
Level -1 (Negative 1) - Fear: Totally impersonal relationships characterized by domination and coercion. An example would be illegal immigrants working in a sweatshop being threatened with deportation if they complain about working conditions.
Level 1 - Distance: Transactional relationships characterized as role and rule-based supervision and service. An example would be dealing with doctors and lawyers where there’s an expected level of social and professional distance.
Level 2 - Openness: Relationships that acknowledge the whole person characterized by a deeper level of trust and openness. An example would be how we deal with friends and family. (Ideal)
Level 3 - Intimacy: Close relationships characterized by love and emotional attachment. Examples could range from extremely close friendships to office romance and nepotism.
Transactional Organizational Culture
What the authors see a lot of in corporate America is Level 1 relationships. These transactional relationships go hand-in-hand with formal hierarchy. In organizations characterized by Level 1 culture, leadership is solely responsible for the direction of the company, communication is top-down and employees are expected to execute a prescribed game plan.
In these types of organizations, the authors report mistrust of leadership and a higher potential for employee burnout. They point to recent scandals at Volkswagen and Wells Fargo as extreme examples of what can go wrong in Level 1 cultures. Leadership dictated unrealistic goals, turned a deaf ear to employee warnings and nearly brought down 2 venerable institutions.
Impact of Level 2 Relationships
The authors propose that leaders develop Level 2 relationships with subordinates and colleagues in order to build environments that ensure success given today’s workplace challenges. This does not equate to “soft†or nice leadership. It means forming relationships with others in order to increase the level of trust and reduce the amount of fear. The more fear in an organization, the less likely employees are to share vital information. The less sharing of information, the more likely leadership is to make faulty or late decisions.
The assumption is that “leadership exists in all corners and levels of all organizations†and since we rely on each other to make the right decisions, quickly, it is critical to support and encourage this interchange. When leaders initiate the kinds of conversations that allow all levels to see each other as whole people, employees feel safe to contribute. The result is groups and work teams solving problems together. Without these active networks, organizations don’t have the information to thrive in the marketplace.
A Whole New Word
Putting a finer point on what it takes to build Level 2 relationships, the authors coined the term - “personization.†They define it as, “the process of mutually building a working relationship with a fellow employee, teammate, boss, subordinate or colleague based on trying to see that person as a whole, not just the role that he or she may occupy at the moment.†(They considered the existing word, “personalization†but decided against it since it’s come to mean “customization.â€)
Again, it’s not about becoming “besties†with your work mates. You don’t even have to like everyone you work with. It’s about providing “psychological safety†such that you can get work done faster and better.
Case Studies:
The stories of Humble Leadership in action come from a number of unlikely sources:
In Singapore, an authoritarian dictatorship, “early leaders...and their colleagues took to building a modern city-state out of an economically declining colony.†The authors describe the methods and journey of these leaders and maintain, “Humble Leadership contributed to Singapore’s economic success!â€
Virginia Mason’s medical center transitioned to a Level 2 culture after coalescing around a shared vision of the future. It’s a well-documented Lean transformation story, but the authors illuminate the role of Humble Leadership in their success.
The U.S. Military story is a great example since it’s a place “in which Level 2 relationships seem most out of place.†This is the account of how a nuclear submarine with a demoralized culture became a “high-morale, effective, proud Level 2 organization†through Humble Leadership.
These are great examples in part because they emerge from unexpected sources. They showcase the power and possibility of “personization.†Other stories range from efforts at auto manufacturer Saab, early days at Sun Microsystems, to the nonprofit wildlife protection efforts of The Massachusetts Audubon Society. All detailing the lessons from and the positive impact of cooperative leadership.
From Transactional to Personal
Since Humble Leadership is key to thriving in an age of accelerating systemic change, it’s important to understand how to make it happen. In the face of competitiveness and one-upmanship how does one pivot to a culture of empowerment and interdependence? On a simple level, it involves talking to people with a “spirit of inquiry.â€
Countermeasures range on a continuum from making eye contact to taking employees to lunch. The point is to convey to one another, “I see you.†They make the point that this is different from “I like you†or inviting people over for dinner. While we are often eager to “power-through†agendas, it’s more effective to build time into the start of meetings for simple exchange especially when bringing new members into the group. Just enough to see each other as “whole people.â€
Getting Proficient at Humble Leadership
In the last chapter, the authors outline a self-directed program for becoming a Level 2 Leader. It’s a 3-part curriculum described down to task-level detail.
Read Books: Deepen your understanding of Humble Leadership by reading a curated list of books.
The authors describe 10 books including what each adds to the conversation
Establish Current State: Do some homework to understand the current state of your work relationships and build a plan to move them more fully into Level 2.
The authors provide tools and guidance on how to embrace the right mindset, how to uncover your own biases and realize your blind spots
Practice: Try out new behaviours by conducting “Empathy Walks†and learn by doing your own fieldwork.
The authors provide sample questions to pose to others and step-by-step instructions on how to conduct your own experiential learning and benefit from Level 2 relationships.
Edgar Schein’s Impact in the World
This is a deceptively simple concept and Humble Leadership rounds out the trilogy on the theme he started with his remarkable book Humble Inquiry. It’s impossible to overstate the contributions of Edgar Schein to the field of organizational development, and how great it is that his son has become a dynamic co-author. Books with “humble,†“gentle†and “relationship†in the title can seem out of place in a world bent on disrupting industries and capturing market share but thanks to the Scheins they are inextricably interlinked.
Reading these cases and learning about the people and organizations touched by Edgar Schein and his son Peter leaves the reader with profound appreciation for the impact this nonagenarian, and now his son, have had in the world. We spend the a huge chunk of our waking hours at our jobs and thanks to Edgar and Peter Schein there’s a path to turning our organizations into arenas where we can flourish and do gratifying work. We should all endeavor to have such positive impact on the world."
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Tags : Humble Leadership The Power of Relationships, Openness, and Trust (The Humble Leadership Series) [Edgar H. Schein, Peter A. Schein] on . <b>Bestselling author and father of organizational culture studies, Edgar Schein and Peter Schein trail-blaze with a creative perspective on leadership that encourages vulnerability and empathy as a form of strength.</b> The more traditional forms of leadership that are based on static hierarchies and professional distance between leaders and followers are growing increasingly outdated and ineffective. As organizations face more complex interdependent tasks,Edgar H. Schein, Peter A. Schein,Humble Leadership The Power of Relationships, Openness, and Trust (The Humble Leadership Series),Berrett-Koehler Publishers,1523095385,Management,Leadership,Leadership.,Organizational behavior,Organizational behavior.,Trust,Trust.,BUSINESS ECONOMICS / Leadership,BUSINESS ECONOMICS / Management,BUSINESS ECONOMICS / Organizational Behavior,BUSINESS ADMIN MGMT - MANAGEMENT,BUSINESS ORGANIZATION,Business Economics,Business Economics/Organizational Behavior,Business/Economics,GENERAL,General Adult,How-to/Do-it-yourself,LEADERSHIP IN BUSINESS,Monograph Series, any,Non-Fiction,United States,business; management; leadership books; self help books; leading with humility; how to be an effective leader; how to communicate effectively; communication in workplace; guide to business leadership; business management books; how to lead a team; building business relationships; business and communication; how to grow business; building trust in workplace; books for business executives; business development; professional development; business and relationships; leadership and management; career; leadership,leading with humility;how to be an effective leader;how to communicate effectively;communication in workplace;guide to business leadership;business management books;how to lead a team;building business relationships;business and communication;how to grow business;building trust in workplace;books for business executives;leadership books;business development;professional development;self help books;business and relationships;leadership and management;career;business;leadership;management,BUSINESS ECONOMICS / Leadership,BUSINESS ECONOMICS / Management,BUSINESS ECONOMICS / Organizational Behavior,Business Economics/Organizational Behavior,Business Economics,Business/Economics
Humble Leadership The Power of Relationships Openness and Trust The Humble Leadership Series Edgar H Schein Peter A Schein 9781523095384 Books Reviews :
Humble Leadership The Power of Relationships Openness and Trust The Humble Leadership Series Edgar H Schein Peter A Schein 9781523095384 Books Reviews
- Does the book title conjure up a sweet, grandmotherly boss? Does it suggest a humble-pie-eating manager? Wipe those images from your mind since that’s not what the authors are referring to. One example of Humble Leadership comes from Singapore which is an authoritarian dictatorship. Another comes from the military which traditionally runs on unquestioned hierarchy. Humble Leadership is not about being nice. It’s not even confined to formally recognized leaders.
The End of Vertical Hierarchy
Humble leadership offers an antidote to arrogant leadership, but it’s also the antithesis of the seemingly more attractive leader-as-hero. Whether it’s the sole, revered visionary or simple old-fashioned hierarchy they make clear why it’s not going to help us in the future.
Old forms of leadership may have worked when technology was nascent and leaders held power over vital information, but our current age is characterized by rapid-paced, technological change and “messy complex problems.†No one person has all the information needed to make good, timely decisions.
The speed of change, complexity of tasks and constant disruption requires organizations to be nimble and ready to pivot. To do that employees have to be as networked and facile as the technology they rely on. To achieve that level of connectedness, Edgar and Peter Schein provide a guide to Humble Leadership.
Different Leader-Relationship Types
To understand the concept, it’s important to know the authors’ ranking of work relationships. They’ve defined four levels while highlighting what’s needed for effective workplace communication.
Level -1 (Negative 1) - Fear Totally impersonal relationships characterized by domination and coercion. An example would be illegal immigrants working in a sweatshop being threatened with deportation if they complain about working conditions.
Level 1 - Distance Transactional relationships characterized as role and rule-based supervision and service. An example would be dealing with doctors and lawyers where there’s an expected level of social and professional distance.
Level 2 - Openness Relationships that acknowledge the whole person characterized by a deeper level of trust and openness. An example would be how we deal with friends and family. (Ideal)
Level 3 - Intimacy Close relationships characterized by love and emotional attachment. Examples could range from extremely close friendships to office romance and nepotism.
Transactional Organizational Culture
What the authors see a lot of in corporate America is Level 1 relationships. These transactional relationships go hand-in-hand with formal hierarchy. In organizations characterized by Level 1 culture, leadership is solely responsible for the direction of the company, communication is top-down and employees are expected to execute a prescribed game plan.
In these types of organizations, the authors report mistrust of leadership and a higher potential for employee burnout. They point to recent scandals at Volkswagen and Wells Fargo as extreme examples of what can go wrong in Level 1 cultures. Leadership dictated unrealistic goals, turned a deaf ear to employee warnings and nearly brought down 2 venerable institutions.
Impact of Level 2 Relationships
The authors propose that leaders develop Level 2 relationships with subordinates and colleagues in order to build environments that ensure success given today’s workplace challenges. This does not equate to “soft†or nice leadership. It means forming relationships with others in order to increase the level of trust and reduce the amount of fear. The more fear in an organization, the less likely employees are to share vital information. The less sharing of information, the more likely leadership is to make faulty or late decisions.
The assumption is that “leadership exists in all corners and levels of all organizations†and since we rely on each other to make the right decisions, quickly, it is critical to support and encourage this interchange. When leaders initiate the kinds of conversations that allow all levels to see each other as whole people, employees feel safe to contribute. The result is groups and work teams solving problems together. Without these active networks, organizations don’t have the information to thrive in the marketplace.
A Whole New Word
Putting a finer point on what it takes to build Level 2 relationships, the authors coined the term - “personization.†They define it as, “the process of mutually building a working relationship with a fellow employee, teammate, boss, subordinate or colleague based on trying to see that person as a whole, not just the role that he or she may occupy at the moment.†(They considered the existing word, “personalization†but decided against it since it’s come to mean “customization.â€)
Again, it’s not about becoming “besties†with your work mates. You don’t even have to like everyone you work with. It’s about providing “psychological safety†such that you can get work done faster and better.
Case Studies
The stories of Humble Leadership in action come from a number of unlikely sources
In Singapore, an authoritarian dictatorship, “early leaders...and their colleagues took to building a modern city-state out of an economically declining colony.†The authors describe the methods and journey of these leaders and maintain, “Humble Leadership contributed to Singapore’s economic success!â€
Virginia Mason’s medical center transitioned to a Level 2 culture after coalescing around a shared vision of the future. It’s a well-documented Lean transformation story, but the authors illuminate the role of Humble Leadership in their success.
The U.S. Military story is a great example since it’s a place “in which Level 2 relationships seem most out of place.†This is the account of how a nuclear submarine with a demoralized culture became a “high-morale, effective, proud Level 2 organization†through Humble Leadership.
These are great examples in part because they emerge from unexpected sources. They showcase the power and possibility of “personization.†Other stories range from efforts at auto manufacturer Saab, early days at Sun Microsystems, to the nonprofit wildlife protection efforts of The Massachusetts Audubon Society. All detailing the lessons from and the positive impact of cooperative leadership.
From Transactional to Personal
Since Humble Leadership is key to thriving in an age of accelerating systemic change, it’s important to understand how to make it happen. In the face of competitiveness and one-upmanship how does one pivot to a culture of empowerment and interdependence? On a simple level, it involves talking to people with a “spirit of inquiry.â€
Countermeasures range on a continuum from making eye contact to taking employees to lunch. The point is to convey to one another, “I see you.†They make the point that this is different from “I like you†or inviting people over for dinner. While we are often eager to “power-through†agendas, it’s more effective to build time into the start of meetings for simple exchange especially when bringing new members into the group. Just enough to see each other as “whole people.â€
Getting Proficient at Humble Leadership
In the last chapter, the authors outline a self-directed program for becoming a Level 2 Leader. It’s a 3-part curriculum described down to task-level detail.
Read Books Deepen your understanding of Humble Leadership by reading a curated list of books.
The authors describe 10 books including what each adds to the conversation
Establish Current State Do some homework to understand the current state of your work relationships and build a plan to move them more fully into Level 2.
The authors provide tools and guidance on how to embrace the right mindset, how to uncover your own biases and realize your blind spots
Practice Try out new behaviours by conducting “Empathy Walks†and learn by doing your own fieldwork.
The authors provide sample questions to pose to others and step-by-step instructions on how to conduct your own experiential learning and benefit from Level 2 relationships.
Edgar Schein’s Impact in the World
This is a deceptively simple concept and Humble Leadership rounds out the trilogy on the theme he started with his remarkable book Humble Inquiry. It’s impossible to overstate the contributions of Edgar Schein to the field of organizational development, and how great it is that his son has become a dynamic co-author. Books with “humble,†“gentle†and “relationship†in the title can seem out of place in a world bent on disrupting industries and capturing market share but thanks to the Scheins they are inextricably interlinked.
Reading these cases and learning about the people and organizations touched by Edgar Schein and his son Peter leaves the reader with profound appreciation for the impact this nonagenarian, and now his son, have had in the world. We spend the a huge chunk of our waking hours at our jobs and thanks to Edgar and Peter Schein there’s a path to turning our organizations into arenas where we can flourish and do gratifying work. We should all endeavor to have such positive impact on the world. - Humble Leadership is a must read for any aspiring or experienced leader. Edgar and Peter Schein describe the kind of leadership needed to engage today's multi-generational, multi-professional, multi-ethnic work teams. It's an easy and engaging read with the provocative assertion that real leaders are not arrogant command-givers but astute listeners who are able to be vulnerable and skilled at facilitation.
A must-read book for current and future leaders. - An essential reminder that employees are humans not just resources and are most likely to engage, think and perform their best if managers relate to them as "persons" and treat them with basic respect.
- The overall message of book and the writing simplicity are solid. It offers an interesting perspective on work relationship being more genuine and connected as people, not just co-workers. The book repeats the same message with an over redundancy. Easy to pick up where you left off as it feels like you just read the same thing a few pages before.
- The best book I’ve read in many years. It’s not just about organizations but basically about the human condition in the 21 century. All of us who live in groups, which is The Basic condition of the human race will benefit from reading and learning this book. The book is a great humble book for strong relational humble people!!!
- It has been very important to see Schein including Leadership studies in your researches
- For years, leadership has meant strength, control, absolute, and a lack of flexibility. Fortunately, new leaders are learning that serving their people, being more personable, and becoming humble benefits teams and entire organizations. Leaders are finally focusing on personal relationships rather than outdated transactional role relationships. Just because you are a leader does not mean that people must follow. These days employees demand respect, relational interactions, and want to work for humble and uplifting managers.
The new book Humble Leadership – The Power of Relationships, Openness, and Trust by Edgar H. Schein and Peter A. Schein offers a new approach to leadership. Leaders need to be humble. Relationships should change in design and evolve over time. It’s a challenging balance for leaders and their teams. The balance between being too formal or too intimate is a struggle in this day and age. Being humble is key to cultivating a strong culture of cooperation and trust. Years ago empathy wasn’t considered a leadership trait, and it is a strength that can pull teams together. Leaders today need to be adaptive and very in tune with their actions, behaviors, and treatment of teams so that organizational culture thrives and in turn impacts employees. I have worked in organizations with great cultures and those that are toxic. When an organization is toxic turnover increases, sales and service take a dive, and organizations fade.
The authors offer four levels of leadership relationships. Level two represents the most effective balance for most organizations.
• Level Minus 1 Total impersonal, domination, and coercion
• Level 1 Transactional role and rule-based supervision, service, and most forms of “professional†helping relationships
• Level 2 Personal cooperative, trusting relationships as in friendships and in effective teams
• Level 3 Emotionally intimate total mutual commitments
The authors assert that learning and rewarding humility is a learning process. Without focus and commitment, leaders can’t change. They need to practice focused reading and reflection, create homework around designing work relationships and build their behavioral skills through fieldwork and learning.
Humble Leadership doesn’t just present theories and ideas. The real meat in the book are the lessons at the end of each chapter which invite the reader to reflect. There are several chapters detailing real situations in companies and even the military where humbleness has been transforming. These stories r bring the ideas and concepts in the book together. For instance, we learn lessons from a major medical center, an international company, and even the US military.
If you are ready and willing to become humble and change your organization pick up a copy of Humble Leadership today. You don’t need to be a CEO – you can have an impact in your role and within the teams that you work with. If we all make small changes we can have an impact.
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