EIGHT
Humble Leadership Requires Reinforcing the “Soft Stuff”
We noted in Chapter 1 that something new is “in the air.” What we see that is new is growing acceptance that managerial culture needs to be centered on interpersonal and group processes—colloquially, “the soft stuff.” In the various stories in Chapters 3 through 6, we described how leaders had what we would label a Humble Leadership mindset and how their success resulted, in most cases, from their Level 2 skills in managing groups. The way in which leaders convened groups and then provided the incentives and experiences to make them into high-performance teams is striking. When the focus is on interpersonal relationships inside organizations, it is inevitable that group dynamics will ...
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