When you want your team to be successful, it's important to ensure that everyone feels like they are able to participate and contribute. One of the key ways to do this is through situational humility. Situational humility was coined by Harvard Professor Amy Edmondson. She describes situational humility as a willingness to transparently acknowledge the gaps in our knowledge and remain relentlessly curious about the opinions of others.

When consistently practiced, it leads to better outcomes in uncertain situations because the leader creates psychological safety for others to share their ideas. Research shows that when leaders express humility, teams engage in more learning behaviours.

How Could It Sound?

• Manger: “I really don’t know in this specific situation. What are your thoughts on how we can solve this?

• Director: “I pride myself in thinking things through and having a game plan, and yet I find myself both wanting and needing to lean into your perspectives on how to move forward. What are your insights?

What situations can you see using this Modern Manager: Fearless Leader practice in? How is this similar or different to what you already do? If someone said that to you, what would be your initial reaction?

For more insight, read the book the Fearless Organization or Humility is the New Smart. Both are listed on www.trucesolutions.com/inspiration page.