everybody. Thank you so much for joining us for today's webinar humble leadership. I have just a few housekeeping notes before we get started. All attendees are in listen only mode and we'll be using the Q&A function today to gather questions for our speaker. We're not going to be using that raise hand function, so please do submit questions through the Q&A and interact with other attendees by posting comments to the chat. If you're going to be using the chat function, please be sure to select all panelists and attendees from the drop down message and that way everybody can see the chat. This webinar is being recorded and we'll be sending that out to registrants after the webinar commences and it'll be available in the AOE Learning Center, along with the PowerPoint slides. The Association wants to encourage participation and collaboration, while maintaining everybody's right to privacy. So with this in mind, we do not allow artificial intelligence software bots to attend our public or private events. And this also applies to webinars. They're only available to members and paying non-members and so if we see any AI bots in the meeting, they will be removed. Alrighty, so without further ado today, our speaker is Stephanie Anderson from PeopleCentric and I'll be turning it over to Stephanie to get us started. Well, hello everyone. It's great to be here with you this afternoon to talk about humble leadership. I think it's a really relevant and timely topic for all of us. Thanks Leanne. I'm going to be watching the chat as we go, but Jessica is also going to be helping out with that. But again, just super excited to be here with you guys and talk about this topic. So as Jessica said, I know it's kind of hard on a webinar to create some like moments of interaction and engagement. So please do throw questions in and Jessica is going to help me keep an eye on that. So we can do that as we go through and learn and we'll be sure to leave some time at the end for questions as well. But I'm going to go ahead and share my screen and get us started today. Okay. Jessica, is that showing up okay for all of us? It's perfect. Awesome. Okay, so our topic today is humble leadership. And we're going to talk about like, how are you leading as a leader? How can we lead our teams with humility? But really quickly before we jump in, if we haven't met before, or if you haven't heard from someone on our team, our company is PeopleCentric Consulting Group. We're based in Missouri. And what we really focus on when we work with an organization is what is the culture of the organization? What's the culture of the team, we work really heavily in the healthcare space. And one of the things that we'll often see in healthcare, when we talk about culture is just, oh, we just have to have a patient centered approach, we just have to do everything for the patient. And we do some appreciation for our team. And that's nice. And those are both good things and wonderful. But we all know that just like, hey, some of the maybe like fun things we do for the team aren't really what defines culture. You know, some of the policies and things we have in place for working with patients really doesn't define culture. And so the model that we've developed at PeopleCentric is to say, if you really want to influence culture in your organization, and you want a culture where people are at the center, right, because people are what actually are driving the results toward your mission in healthcare, you've actually got to look at the systems that impact culture in your organization. So these are our five PeopleCentric systems. So people, communication, management, process, and strategy. And so today, we're going to be focused on this management system. So how do you develop and challenge your people while holding them accountable as a leader? So where I want to kick us off is a study on humility that was done. It concluded last year, it took place over the last three years, by a psychologist named Franziska Frank. If that's not a great name, I don't know what it is. But they studied over 3,500 managers globally, and talked about humility as a leadership trait. And what they found was that more than 95% of employees want a humble leader, and more than 97% of managers wish to be a humble leader, they hope that for themselves. So what we know is like, everybody wants a humble leader, and everybody wants to be a humble leader. But they found a really interesting and dangerous gap. 80% of managers already see themselves as a humble leader, but only 36% of employees surveyed agree. So we've got a massive gap there between what how managers view themselves as humble leaders, and what the employees are maybe actually experiencing. So why does humility matter in the workplace? And I thought this was so interesting as they went into this survey, because they didn't just define humility, you know, by the Webster's Dictionary, which usually focuses on like, not being proud or cocky, right? They really said, like, how does actually someone being humble showing those attributes of humility impact the team. So they found a really big impact on employees. So they said, employees perform better. So they're more innovative and resilient. They have improved client relationships, better morale, and the organization overall can be more strategic and builds a culture of being accountable to one another in a healthy way. So when you read that as a leader, like, who wouldn't want that team, right? Who wouldn't want this? But the other really interesting thing they found was that a leader leading with humility wasn't the only benefit just to the team, it also benefited the leader themselves. So they also found that managers were less stressed. They built better relationships with their team and overall tended to show greater leadership potential. So again, humility as a leadership trait isn't just good for your team, it's good for you as a leader. Because I don't know about any of you who would love to be less stressed than you are on a regular basis, who would love to have better relationships with their team and grow as a leader that even the leaders above you and around you look at you and say, wow, there's amazing potential for this person. So here's what we know, like, kind of just as our definition for today of like, what defines humble leadership? And then what does unhumble leadership look like? And I know that's not like the slickest word ever. But funny enough, there's not really a great antonym to humble that you can put in a webinar. So we're going to say humble and unhumble. But what humble leadership really looks like is gentle influence. And we're going to spend a lot of time talking about that today versus authoritarian, which when I say authoritarian, you can probably picture that in your mind pretty easily of what an authoritarian leader looks like sounds like how they act. They're very directive of you do this, you do that. Here's my role, here's yours. They're also really relying on that hierarchy of the organization in order to lead. It's kind of a leader that in a really direct way is probably telling you I'm the boss and you're not. Is that clear? It's very clear where all of the decision making power comes from an organization. Whereas a humble leader relies more on that gentle influence, they rely on the team to do things. And with that, a humble leader is focused on motivating strong performance. They look at where their team is leading well and saying, how do I create more of the good stuff? Whereas an unhumble leader is more focused on punishing low performance. They're looking for where there are areas of low performance and they're focusing and honing in on those weaknesses and saying, how do we eliminate weakness on our team versus saying, how do I elevate the strengths? And then where this leads us is humble leadership overall is really rewarding. Again, we saw that not just for the employees, but for the leader, this can be a very, very rewarding way to lead versus an unhumble leader will get some instant gratification because you will find mistakes and you will fix them. But overall, that leaves you really feeling like I'm constantly having to critique my team's performance in order to get us where we need to be. So I'm seeing quite a few things coming in in the chat there. So Jessica, any questions to highlight on just kind of the difference overall of what we're seeing between how a humble leader acts or an unhumble leader? No, we are all sharing where we're listening in from. So you can see we're all over the country right now. Oklahoma, Missouri, Florida, Massachusetts, Texas, all over the place. That's amazing. Well, I'm going to give a special shout out to my fellow Missourians on the call today. But it's great to have all of you here. So here's really going to be the crux of our conversation today is, again, if we can all pretty easily define this, right, like this, this piece here and this comparison is not hard for us to understand. And we can probably all see we're like, oh, yeah, humble leadership sounds a lot better for me and my team. Then how do we close that gap? Because if we look back at this research study, again, what we know is 80% of us, let's just even say roughly on this call today, if we apply that research study to just who's here, 80% of us already feel that we are humble leaders. But only 36% of our staff would agree with that. So how do we close the gap here and get us more aligned with our team and aligned in our leadership? And what I'm going to propose is that we need to actually adjust our definition of leadership. And for people centric, our simple definition of leadership is this. Leadership is influence. Simply put, it's about influence. So let's dive into what is influence and how do we lead as influential leaders? And the big thing to note here is that leadership is not the same as management. If our definition of leadership as influence, it's not the same as management. So we know if leadership is really influence, then management is more about authority. So when we look at leaders, leaders are generally unassigned. Who here on this call is a leader? And I hope all of you raised your hand or you were like, yes, I am, internally, versus if I say, who on this call has a specific leadership title? We might not all raise our hands, right? I would assume that quite a few of you on this call today have a leadership title and that's why you're here. Yeah, thanks for raising your hand there. But not all of us may have a leadership title, right? But we all have the ability to lead. Again, if our definition of leadership is influence, we all can lead and influence our teams, but we may not all have a title as a leader. So again, that management, it's more assigned to me. And because management is more about power and control, who has the authority to make these different decisions within our organization? Who is in charge? How are we controlling how work gets done and where it happens? And this is something that can be turned on or off, right? Like I could be the manager during the day, but then we all go hang out as a team later and I can turn that off. Whereas when you're a leader, if leadership is influence, you're focused on how am I impacting how my team responds and reacts to things? How am I impacting how they feel about their work? How am I influencing results on my team? And when you're leading, you can't not lead. This is not something that can be just turned on and off. And so you are a leader. So no matter if you have a title or not, we know that everyone is a leader. And leaders can be more or less effective, right? And they can be positive or negative. Because if our definition of leadership is influence, we can all think of people in our lives or worlds who are really, really positive influences. And then we can probably also think of people in our lives or teams who are maybe negative influences. So let's break this down a little bit and talk through some scenarios of like how influence lives on our team. So think about this one. You are having a really bad day. It's just been a rough one for whatever reason. It's a bad day, right? How are you influencing the team positively and negatively as a leader when you're having a bad day? And if you want to throw some thoughts in the chat there, Jessica will help me shout out a couple answers. But just think about that. If leadership is influence, how are you influencing the team if you have a bad day? We've got our first response here, body language and tone. Yes, body language and tone are huge parts, right? There's an old country song that says you say it best when you say nothing at all, right? Anybody remember that one? That's body language. You are even if you know, okay, I'm having a bad day. I'm not going to vent or complain to my team. But how you're acting around them might be really influencing their behavior and how they treat you that day, right? Feel free to drop any others in the chat here. I'm keeping an eye on it. Assassin of hope is a really cool word. Somebody just said, I become an assassin of hope. Assassin of hope. Ooh, I've never heard that before. It's almost a juxtaposition in a really great way. Yeah, it is. And I like that someone pointed that out. Because right, like the body language one, I think we tend to think like, that's maybe I'm not positive. How can I positively influence the team if I'm having a bad day is maybe I demonstrate for them how you still work through a bad day and feel purposeful and missionful in your work, right? I kind of hate the saying of like leaders never have bad days. But there is some truth to it, right? It's not that leaders can't ever have a bad day, but how we have a bad day matters. Let's talk about this one. A peer in another department is not holding their people accountable. How are you influencing as a leader in this moment? This could be positive or negative to your team. And probably nobody can ever relate to this one, right? Someone else is not doing what they are supposed to be doing with their people. Anyone have a thought? I'll say one we commonly hear is how are you talking about this? Like, how is this showing up in your language and communication to your team? And this is a hard one, right? And this is where leadership can be a little lonely, because maybe I feel this, but I can't really complain down to my team. Or talk with them about that, because that may not help my team. And a lot of times when we talk about influence, it's thinking about what it helps my team and maybe what hurts my team. And I'll say in this situation, it doesn't really help your team for you to go to them and say, ah, so-and-so over there, they're not doing what they're supposed to be doing, but we totally are. So good job, all of us. Not as motivational as we would hope for that to be, right? Because then our team starts thinking about what other people are doing and being focused on that, or feels like they've now got to monitor other people's behavior. We start making comparisons that aren't really fair across their organization. A challenge, a way that you could do this positively is like pour into your team. Focus on what's most important to you. Yeah, we just got a chat in here very similar to what you just said, Stephanie. Recognize your team's strengths and thank them without pointing out others' faults. Absolutely. That's a great way to say it. Here's another one. You don't agree with the direction of your leadership. They are starting to look at you differently. They are starting to point towards different things. And hey, we're in strategic planning season, right? So maybe this feels fresh for anybody. You don't agree where leadership is taking it. How could you influence this positively or negatively? And I'm going to challenge you a little bit here because if you think about just your team, your answers might be pretty similar to our last question, but how could you influence leadership if you don't agree with them? And just while we give you time to think about that, I was actually on a coaching call with someone this morning in health care, and they were talking about like, well, I can't change whether somebody has motivation or they like their job here or what their attitude is. And we kind of pushed on that a little bit because I was like, hey, there's some of that that's definitely correct. Like everyone decides for themselves how they feel about things, what their story is going to be, how hard they are going to work. But I think there's a lot of ways you could influence that based on how you react to things that they're saying. So I would say here for your leadership, there's probably a lot you could do, and I would challenge to start with curiosity. Like effective communication only happens when you know you might be wrong. And so if you're disagreeing with something that your leadership is doing, get really curious because we all hope we have leaders who are leading our organization that we really trust and we're aligned with. So if they're kind and wonderful people who care about our mission, why might they think that? Like what information might they have that we don't? What perspective might they have that we don't? And how could we ask good questions that influence, or we might be right and maybe they are wrong, but we can influence them positively towards coming to the right solution that we see if we go and we ask questions versus just saying like, this is so wrong. I don't see how you even got there. You've obviously never been in any one of our clinics for any period of time. Right? That's probably negative influence, but you could positively influence by just asking a lot of questions and challenging yourself to see it from their perspective. Why might they think that? Why might they feel that? And then helping them see where you're coming from. Here's another one. Your department is very high functioning. How do you positively or negatively influence keeping that one going? The last couple we talked about were all challenges. How could you positively influence challenge? What if things are going really, really well? How could you influence that? And I think why this is the challenge because a lot of times as leaders, when we see things going really well, we just go, well, I'm just not going to touch it. I'm going to take my hands off right now because I don't want to mess up the good that's happening. I don't want to overwhelm my people by giving them more in that moment. But I would challenge that that's probably not the moment to become necessarily the laissez-faire leader, what we say, which literally in French translates like anything goes, where you just step back and you're like, ah, team, you've got this. I think that's the moment to lean in and maybe be democratic as a leader and ask for more feedback from your team and acknowledge what's going really well but say, hey, I think there's more. I think there's an upside even to our success in this moment. What do you guys see as opportunities? How could we keep this going? Yeah, I'm seeing some of that in the chat as well, positive feedback, acknowledging and asking for input, recognition, and ask them what they're doing that's helping them to get those results. Those are all awesome responses. I love that. Yeah, I think it's good. Most people love learning, and they love a challenge in their work, and they want to feel like they're growing. They don't want to just hit a point and be like, great, we're really good at this. And then we never grow more. We never rise above that. We never innovate. So I think this is a great opportunity to ask your team some of those questions that you guys pointed out and say, what do you guys see as our next opportunity to grow? So again, just coming back to this, you can see where influence really plays. And as a leader, we play a huge role in how our team feels about their work, how our team is motivated to do work, and how we could positively or negatively impact that. So let's really dive in to say, what does influential leadership really look like, and how do I lead with humility on my team? So what we're going to challenge in our next little part is to make a comparison between the traditional, or what we call the unhumble leadership approach, and what a humble and influential leadership approach would sound like. So traditionally, this is what we've heard leaders say, is you know a lot, you've got great experience, and you are ready to make your mark on this world. That's kind of the traditional leadership approach, is I'm focused on how do I stand out? How do I make myself more powerful in that space? How do I lead well to make my mark on the world? What an influential or humble leadership approach would sound like this, you know a lot, have great experience, and are ready to work with others to make our mark on this world. And we're going to talk about this a little bit more and break it down to say, how do we make our mark? And for us at PeopleCentric, this is really the balance of empowerment and alignment at play. If we look at the definition of empowerment, a lot of it is you give permission to someone else to make them more powerful. We kind of don't like that definition. We think empowerment is really more about helping people see their own power and potential, and then you're supporting them to reach their greatest potential. So we've got to be able to empower, but then we also need to be sure we're aligned. Because when we tip the scales too far toward empowerment as leaders, then it looks like a lot of power coming into us as individuals on the team. And where we need to balance is alignment is about power going back out. How do I work with each other to help identify what those strengths are, help other people reach their full potential? And when those are balanced, it's our mark on this world versus, hey, it's all my mark on this world. Or the leader that's just like, oh, I'm not really anybody's boss. I just let my team do what they're best at. And when we hear that often, that's a leader, I'm like, wow, that's a great, I think, intent. But the reality is your team does need you to. It has to be our mark on this world. So influential leadership really means this. First, you admit that you're human, right? What we'll hear a traditional or unhumble leader say is things like this. Well, I don't fail. I don't show weakness. You've got to fake it till you make it. Anybody ever heard someone say this or be given this advice? Yeah. And I will say, if you've ever faked it till you made it in a job before, how did that feel? And my guess is it doesn't feel good because I've been there before where you just feel like you have to come into your job. You're like, I really don't know what I'm doing and I'm making mistakes. But I can't let that show. I've got to prove that I know what I'm doing. And there's a lot of I, I, I in that sentence that is not very humble, right? So what we'll hear an influential or humble leader say is, I fail often and I learn from it. I'm regularly vulnerable when I don't know something and I lean on my team to help me, right? And this is what that research study also showed us that humble leaders do well, is they are aware of what their strengths and weaknesses are and they show those and they talk about those often. And they also recognize the strengths of their team. So they say, I lean on my team when I don't know something. So you've got to be willing to admit you're human to be a humble leader. You use the power of collective intelligence. So traditional leadership would say, I'm the smartest person in the room and that's why I'm the boss here, right? That's why I'm the manager. That's why I got this job, is I know more than everybody else here. Whereas an influential and humble leader would say, well, collectively, we are smarter than any one of us. So you use the power of collective intelligence to lead. It's not just about what you know, because if you're leading from a place where, hey, I've got to be the smartest person on the team to be a leader, and I'm just going to be really honest with you, you are what's holding the team or the organization back. Because your team can only rise to the level of what you know. And the minute that they rise above that, they become a threat to you in a traditional leadership model. But if we're willing to be a humble and influential leader, we acknowledge that when all of our brains are together, we are smarter than any one of us, which includes me. So you lean on that power of collective intelligence. Another way that sounds is a traditional leader would say, here's what we're going to do. And they start directing work. They start doing that. Whereas an influential or humble leader walks into the room and says, who has a good idea? And that is such a powerful, powerful question for us to ask as leaders. Who has a good idea? And now, sometimes we ask that because we have no idea. There are those times where, like we talked about earlier, we have to maybe admit where we don't have all the answers. We don't know what we're doing. But what I would challenge is this is also a great question, even if you think of a direction to go. Because again, if we're willing to admit that all of us are smarter than one of us, this is a powerful question to come up with really maybe the best way forward or the best idea and be willing to be humble and say, there's probably someone who has an even better idea than what I just came up with. Or that maybe there are multiple ways we could do this. And the process that I come up with may not be the only way to get us to that end result and end goal. So this is really powerful to come to your team and say, hey, team, here's the problem that we need to solve. Or here's the goal that we have. Who has a good idea for us to get there? And just start pulling in those ideas. Because again, even if they come up with the exact same thing that you were thinking in your head, wow, you just got a ton of buy-in to get that idea moved forward versus coming in and saying, all right, team, here's what we're going to do. You're going to do this. You're going to do this. You're going to do that. You don't get a lot of buy-in going that way. It's not very engaging to your team. So again, there's really no downside to asking this question. Because even if they come up with exactly what you thought of, now they own that solution. And one of our people-centric truths is that people own what they help create. People own what they help create. So using the power of collective intelligence is also inviting people into this process to have ownership of it, to have buy-in for what you're trying to accomplish. Next is you delegate important work. So a traditional leader will sound like this often. Well, maybe, just maybe, someone can take this off my plate. We look at our plate, and it's super full. And we're like, oh, maybe somebody could take something someday. And an influential leader looks at that plate and says, it's not my plate. And what that means is it's not my plate. It's our plate. And this taps directly back to that power of collective intelligence, is if I believe and I'm humble enough to know I'm not the smartest person in the room, I don't know everything, so I'm willing to admit that I'm human and I make mistakes, then it's not my plate. It's our plate. And that's where we can go to the team and say, hey, team, here's all the stuff we need to accomplish this month. Here's what's on the list. Who has a great idea for maybe helping us get this piece done? Or, hey, when we look at this thing that we have to accomplish, is there anybody who sees something on this list that you'd love to try or you'd love to work on? Because I think one of the things that a lot of leaders miss when they go to delegate something is that they think, well, my people don't know how to do that. I don't have enough training to do this yet, or I just don't trust them to do it yet. And the reality often is that they could probably do that. You just don't think they can. And it's because you've not actually given them opportunities to try things. So again, when you shift from it's my plate, I have to do it all, to it's our plate, who could actually help do that? Who could maybe you give an opportunity to try something? And again, you're going to create healthy boundaries around that delegation so it doesn't completely fail. But let them try. See what your team is capable of. Hear what they want to learn and how they want to grow. And let them take some of those things off of your plate. They probably could do it. You've just not actually given them the opportunity to do it because you're holding everything on your plate. I think I've seen a couple more pop up in the chat. So I'm going to pause here really quickly, Jessica, if there's any questions or thoughts. I know this delegation is a big one, especially. Yeah, so when a couple of slides back, Pierre shared that one of their favorite sports quotes relevant is, I've missed 9,000 shots in my career. I've lost almost 300 games. 26 times I've been trusted to take the game winning shot and missed. I've failed over and over again in my life. And that's why I succeed. And that's from Michael Jordan. So just a great example of failure is part of the process. And it made me think of Ted Lasso, if you've ever seen that show, Be a Goldfish, move on. That's amazing. Yeah. That's a great one. Thanks for sharing that quote with us because it really does emphasize that we do learn more from our failures than our successes. And I just say, as a competitive person, I hate that. I wish we learned all the lessons that we need to learn by getting it right every single time. But in reality, we do learn more. And so again, a humble leader not only knows that logically, but puts it into practice and says to our team, like, hey, team, I'm going to make mistakes sometimes and let you down. And so are you. You're going to make mistakes sometimes. We're all going to fail. But what we need from each other is to be honest about that. And when we don't know something, it's OK to say that. It's OK to ask for help. And again, sometimes we'll hear leaders say, like, well, my team doesn't fail. We don't make those kind of mistakes. And I think the real truth behind that is your team is making mistakes because they're human. You're just not seeing them or they're hiding them from you. And most leaders would rather know what the mistakes are and when they're being made so we can fix them versus finding out later. So I love that quote and just being honest with our team. We've got to be willing to admit we are human and have that humility to be like, I'm not going to be perfect all the time, and you're not going to either. And that's OK. We've got to then work together to do that. And then again, our collective intelligence. When we go to solve a problem, we are smarter than any one of us to solve it. Yeah. Here's the next one that humble leaders do. They're focused on what's most important and meaningful. So a traditional leader will say, I care what other people think about me. And they're very, very focused on what other people think of them. And again, we all do this. There is a level of this that we all will do as human beings that is natural. But where we're really pointing out with this is not just to say, oh, I care what other people think about me in that normal way. It's I'm making decisions based on how I believe other people will perceive me as a leader or in my job. I am doing all of those things to kind of keep and craft this image of me as a leader or me as a worker. Whereas an influential leader says, I care more about how I impact other people. So I'm not as concerned about maintaining this image of perfection or that I am the high achiever person or I'm the person that can just come in and get everything done for you. I'm focused more on what's actually most important and meaningful in my work, which is that we accomplish our mission. Scott made a great point in the chat. What others think of me is none of my business. Yeah. Yeah. I've heard several people say that recently. So that must be going around as a quote on the internet. And it's so true, right? When we get really kind of fixated on what other people think of us, number one, we're probably wrong because you don't know what other people think of you. And so you start living your life in comparison mode, which is really toxic to not only your mental health, but how you lead. Because if we go back to, hey, how are you influencing the team positively and negatively, if I'm a leader who is constantly thinking about what other people think about me, how am I influencing my team? How am I leading? That's probably also a team that has a lot of insecurity, that's really, really afraid to fail to the point that they don't try new things. They don't bring ideas to you, right? Because they're so focused on how we're being perceived by one another, by other departments, by leadership above us, that we lose sight of what's important here. And what's important is our mission and serving our communities, serving our patients, serving one another, right? Like health care has such a powerful why. Like really, health care and education, probably two of the most powerful why's out there in terms of jobs. And it's crazy how often we'll lose sight of that why and why we're doing this because we get focused on other things. And this is a really common one that we'll see people get focused on. Any other thoughts or comments on that one? Not that I can see at the moment. All right, thank you. Here's the next one. Humble leaders don't let their ego lead. And we've kind of talked about this one, but just to say this directly, a traditional leader that's not very humble has the attitude or even thinks, nobody can do this job as well as I can. And again, that's why I'm in my leadership position because I am the best. I'm the best on our team. I'm the best in our industry. I'm the best in our region or the country. Nobody can do this job as well as I can. Whereas a humble leader will say, well, lots of people can do this job better than I can. And again, this is not discounting yourself and your strengths and your talent. Cause if we think back to that original like humble versus unhumble paradigm, where we talked about your mark versus our mark, the beginning of those sentences didn't change. It was still, you know a lot, you have great experience and you have passion. So it's not discounting yourself, but it's again, it's not letting your ego lead. Because if your ego is leading and you believe that no one can do this job as well as you can, then what does that mean of your team? And that's where we start seeing people treat their team like they're stupid. And I know stupid is a strong word. Some of us may not like that, right? But they start treating their team like they're stupid. Like they're incapable of learning the things that we know. They're incapable of learning new things, period. And so if you believe your team is not as smart as you or could never do something as well as you could, you're starting to treat your team like they're stupid. Like they couldn't do this. When reality, that's not true, right? There really aren't people like that in the world. I once had a leader be like, nobody on my team has critical thinking skills. Oh wow, nobody? Nobody. How many people are on your team? Well, how many of them really, like be honest, how many of them don't have critical thinking skills? And the answer was 30. I'm like, ah. So either like you hired, because this person was in charge of hiding, you hired 30 people who have no critical thinking skills or there's one common denominator here, right? And again, I know that's a pretty direct story, but that was like a path we took this leader down where they had to realize they were starting to lead and treat their people this way because they let their ego get in the way. They did have a lot of experience and in fact had more experience than the other people on their team, but they started believing that nobody could do this job as good as they could. And so they started treating their people like they were dumb to the point of believing that they didn't have critical thinking skills. Everyone has critical thinking skills, but do you think his team was using their critical thinking skills well? No, because their leader wasn't treating them that way. That's the power of influence as a leader that can be positive or negative. Whereas on the other side of this, an influential leader says lots of people can do this job better than I can. And they believe their people are really smart. They believe their people are capable of solving complex problems. And so they treat them that way. Kind of to tap back to that delegation piece. Again, a lot of the reasons why we don't see leaders delegate is because we get stuck in our egos. And we say, well, yeah, if everybody on the team can do stuff as well as me, it's a threat. What if everyone on your team could do everything better than you? What could you accomplish? What's the impact that you could make? How could you move the mission forward? All right. So here's your four steps to becoming a humble leader to kind of encapsulate what we just talked about in those things is you've got to ensure you know your strengths and weaknesses and you practice showing them, right? So this taps into that, like some of the power of collective intelligence. You don't need with your ego, you're willing to admit you might be wrong. You have to know as a leader what your strengths are and what your weaknesses are and show those to the team because that's what you're going to model. That's the influence, right? Two, you have to be willing to learn, right? If you believe you've arrived and there's nothing else for you to learn, then I would really challenge you to think about them like what are you doing there, right? What do you wanna grow? You know, we'll sometimes hear people say the phrase of like in any job you're kind of either learning or earning if anybody's heard that before. And the goal would be to both be learning and earning. So to think about yourself of like if you're not learning anything then is that a great role for you? Or do you maybe need to go to your leader and say, hey, I need more challenge, I wanna try new things but also be willing to learn from your team because the reality is we probably don't have it all figured out maybe quite as much as we think we do. And there's lots of different ways of doing things. It's very rare that there's ever just one right way to do something. And that's how innovation happens too. You know, if we think about our field and what we're doing in medical, like new ideas don't come from thinking we've figured out the absolute best way ever to do something for all of time and eternity, right? So if we're willing to learn then so will our team be willing to learn. And that's where innovation comes. That's where new ideas come. New ways to treat patients, cure diseases, solve big problems. We have to be willing to learn and we've got to be the ones that model that for our teams. Three, you show appreciation of your colleagues, right? So one of the easiest ways you can show appreciation is to ask them, number one, how do they like to be appreciated? But then delegate things to your team. That is one thing consistently across leadership surveys like when Gallup and Google and other entities are measuring leadership effectiveness. And even when we like People Centric does culture surveys and one of the things we really commonly see in a culture survey that people say is like, I feel appreciated when my boss delegates things to me and they let me solve new things. They give me new challenges to learn. Delegation is one of the most effective ways to show people you appreciate them because you're going to acknowledge that they have strengths that maybe you don't have, right? Or they have strengths that are in your areas of opportunity to grow. And so you're going to say, man, Jessica, you are so good at creating processes that really work and engaging the team to do that. And so I look for you to take a swing at this and like come and ask me whatever questions you have. I know you've not done this before, but like, gosh, I just really think you could do it. So would you be willing to try? So again, just to challenge that outside of the idea of like traditional appreciation, because yes, a huge part of this is like thanking your team, acknowledging when they've done a great job, thinking about how do I appreciate them? Do they like public or private praise? What's their favorite coffee shop or something that I could give them a little gift card and do? You can absolutely do that. But also think about other ways you could do it as like most people like appreciate learning at work. They want to learn and earn. So give them opportunities to learn. And then number four, keep the bigger picture in mind. We've gotta be focused on what's most important. And what's most important is like your mission. Why do we exist? Why are you in the job that you are today? What is that powerful why? And let's keep that bigger picture in mind and let's lead that way with our teams. That, hey, it's not all about, again, that me becoming more powerful as a leader. Don't rely on hierarchy to do the work. Really do that gentle influence with your team to say like, I want you to grow. I want you to learn. Let's do this because we've got a really cool mission. We've got really big things that we want to accomplish. So again, just to land us here, I've said this so many times so far, but leadership is influence. It's really about how are you influencing your team positively and negatively? How can you think about some of those ways that you're leading through different scenarios to influence them and lead them well? So any questions? It's supposed to say questions right there and it disappeared. So do we have any questions? And I'm going to stop sharing my screen temporarily so I can also see what is in the chat too. I haven't seen anything come through yet, but we have some time for everyone to think through if they have anything. While they are collecting their thoughts, I want to say thank you so much to you, Stephanie, because I feel like it was a lot of really good discussion and I want to thank all the people who've attended today too for including their thoughts in the discussion as well. And if you don't have a question, but you have a takeaway or something that you are going to be bringing back to work with you, feel free to drop that in the chat as well. It's always interesting to see what the little nugget of information that really resonates with people are. So I'd love to personally see that as well. Just lots of really good, good information today and hopefully some good wisdom to impart on teams as well. I think one of the things for leaders in general is, you know, you're sort of mentoring the next generation of leaders as well. And that's something that is good to keep in mind, you know? And so, thanks for dropping your email in the chat, Stephanie. Yeah, yeah, of course. Sorry, I didn't mean that to distract you, Jessica. No, go ahead. What you were saying. No, I mean, that was really it, but yeah. Rebecca says, unhumble leadership sounds like it goes hand in hand with micromanagement. That's a really interesting take and I absolutely can see that too. Yeah, because again, if you think about, again, if leadership is influence and management is about authority, then yeah, if you're an unhumble leader, you are probably in some ways micromanaging. It may not be down to every detail, but you are being so directive in the work about who does what, because all of the ideas have to come from you. All of the power rests with you. You're leaning too much on that hierarchy of your organization. Then yeah, you probably end up micromanaging your team. That's a great, great take. I'm seeing Pierre. Yeah, Pierre asked a question about, are there personality quizzes or leadership questionnaires you can take to help us understand what kind of leaders we are and identify what areas to work on? Yes, there are. And there are tons and tons of them. One that I'll just throw out a couple that I like. So the first is strengths finder. So if you as a leader want to understand maybe what your strengths are and what the strength of your team are, that's a great one to start with. It gives you some language. Another one is working genius. That gives you ideas of what's your working genius, what are some of your working frustrations of your team? And then the third I'll throw out is called hiring suite. And actually PeopleCentric does this tool. So if you're interested in that one specifically, I can get you hooked up with that assessment where it has you go through and it ranks some personality traits of you. And then you can have your team take it as well to identify where are there a lot of similarities on my team and where are there differences in personality? Because what we know is teams that have really similar personalities tend to have a lot of harmony, right? There's very little conflict, but statistically speaking, those are also teams that accomplish less. So if you have a team on the other side that there's a lot of personality difference, naturally there's a little more conflict on that team, but those are teams that actually accomplish more. And so again, just to rattle those off, StrengthsFinder, Working Genius, and Hiring Suite. And again, if you're specifically interested in Hiring Suite, I put my email in the chat so you can reach out to me for that one, but those are really great. Let's see what else we have here. Krista is saying, oh yeah, cows and numbers are managed, people are led. Yeah, I like that, that's fun, yeah. And then Joseph was saying personal insecurities can affect someone becoming a true leader. Absolutely, yeah, this is where we were saying at the end of like those four takeaways is you've gotta be aware of what your strengths and weaknesses are. And that's where I would say something like those personality and leadership tools are really, really helpful. This is sometimes where also like maybe doing a 360 review or getting one-on-one coaching, which also, shameless plug, those are two things that PeopleCentric also does if you're interested in those, that can help you identify maybe like what are some of those insecurities that you're leading from and how do you work through that as a leader? Because we all have them. We all have different insecurities that play into how we lead and how we show up, but if we can become aware of them, then we can manage them well. It's when we are not aware of them that it becomes a blind spot, yeah. Yeah, and I'll put my email again in the chat, but just to say it out loud, it's just my name, so stephanieandersonatpeoplecentric.com. Just to echo what you were saying, Stephanie, if you try any kind of personality assessment of any kind, there's definitely lots of options online and things you can do for free, but if you're really looking to apply that, not just to you, but for your whole team, having a facilitator for that, whether it's PeopleCentric or anybody else, because there's so many of those and so many that are local that can actually come to you as well too, so there's benefits to having a facilitator there to help translate what that really means, and I would encourage you to think about what that looks like for you. To think about what that looks like for you and your practice, and consider that as a part of your budgeting process too, because I think that you'll find that there's a lot of value in it, and not just taking it, but taking it the next step forward and applying it into what you do and your culture, and I think that your team will find if you allow them to participate, that that's a great opportunity for them to have some professional development as well, which I know is something that, as managers and leaders and executives, you're hearing your team is looking for opportunities for professional development, so just a great way to provide that in something that creates a better outcome for the whole organization too. I agree with that, yeah, and some of this to watch too, is we know that like, watch how your team is responding and reacting, because I know some of you here on this call, I would imagine are also like, higher level leaders in your organization, and so if you're starting to maybe see some of the symptoms of unhumble leadership, would also recommend like, maybe extending some of this assessment more broadly in your organization, and actually evaluating your culture as a whole, and saying like, do we need to like, develop our managers more so that they understand how to be humble and influential leaders versus maybe traditional, unhumble, or authoritative leaders, and there's a lot of ways you can do that, I mean, there's workshops that we can help facilitate or other things that you can do and just provide training, another one is you can actually do like, culture assessments of your team, and that's again, something that PeopleCentric could help you with as well, to say like, where is your culture right now, and what would be the most impactful thing to work on with your team to help them grow, to help make sure you're growing other humble leaders, like to your earlier point, Jessica, great leaders create more leaders, and so if we're starting to feel like there is a leader deficit on our team of like, well, I don't have anybody else that could do that or could step in there, it's probably because we haven't been focused on developing more leaders, we've been focused on just directing work, and so those are some things that you might look at too, of saying how are we actually developing other leaders in our organization, what is the current state of our culture to do that? Checking the chat real quick, I know somebody else threw out a predictive index as another tool, yeah, predictive index, culture index, I think they're really similar tools and those are great, and yes, some of these tools do have expense tied to them, but again, you might just start with you as well, if we don't have a lot of budget to do that, what I'd recommend is start with you and start with that internal learning and see if it's a helpful tool, you know your team well, and know what might work and resonate with them, and some of these tools require higher and lower levels of learning as well, I will say that, because some of them they really like, there's a lot of language and things you have to learn to be able to actually understand the tool, some are lower barrier to entry, so you might think about that as well before you throw out a personality or assessment tool to your team, is like how much time are we really actually willing to invest to learn this tool, and so that's sometimes where maybe doing more of a culture survey or some of those things can be a lighter lift for your team to figure out what we need to work on. Any other questions? We've got like one or two minutes left. I haven't seen anything else come through, I dropped Stephanie's email again in the chat, and I'll make sure that it's available in the learning center, so that if anybody is watching this at a later date, or wants to share it with someone else on their team and have follow-up questions that they'll be able to reach out to you, Stephanie. Again, I really appreciate the thoughtful presentation today, a lot of really great information for everybody to reflect on, and thank you so much to everybody who joined us today, and how you've contributed to the call as well. We had a great conversation in the chat today, and yeah, we're really looking forward to the upcoming webinars. If you didn't get a chance to see them on our housekeeping slides at the beginning, aoe.net slash events, you'll be able to see what else we have coming up for the rest of this year, and again, we'll see you the next time around. Thank you so much for your time, Stephanie, and thanks so much, everybody, for attending today's webinar. Yeah, thanks for having me. Have a great one.

Humble Leadership

Stephanie Anderson

PeopleCentric

Healthcare

Leadership Study

Team Empowerment

Influence over Authority

Vulnerability in Leadership

Collective Intelligence

StrengthsFinder